Latest news with #publicinstitutions
Yahoo
30-06-2025
- Business
- Yahoo
Why the traditional college major may be holding students back in a rapidly changing job market
Colleges and universities are struggling to stay afloat. The reasons are numerous: declining numbers of college-age students in much of the country, rising tuition at public institutions as state funding shrinks, and a growing skepticism about the value of a college degree. Pressure is mounting to cut costs by reducing the time it takes to earn a degree from four years to three. Students, parents and legislators increasingly prioritize return on investment and degrees that are more likely to lead to gainful employment. This has boosted enrollment in professional programs while reducing interest in traditional liberal arts and humanities majors, creating a supply-demand imbalance. The result has been increasing financial pressure and an unprecedented number of closures and mergers, to date mostly among smaller liberal arts colleges. To survive, institutions are scrambling to align curriculum with market demand. And they're defaulting to the traditional college major to do so. The college major, developed and delivered by disciplinary experts within siloed departments, continues to be the primary benchmark for academic quality and institutional performance. This structure likely works well for professional majors governed by accreditation or licensure, or more tightly aligned with employment. But in today's evolving landscape, reliance on the discipline-specific major may not always serve students or institutions well. As a professor emeritus and former college administrator and dean, I argue that the college major may no longer be able to keep up with the combinations of skills that cross multiple academic disciplines and career readiness skills demanded by employers, or the flexibility students need to best position themselves for the workplace. I see students arrive on campus each year with different interests, passions and talents – eager to stitch them into meaningful lives and careers. A more flexible curriculum is linked to student success, and students now consult AI tools such as ChatGPT to figure out course combinations that best position them for their future. They want flexibility, choice and time to redirect their studies if needed. And yet, the moment students arrive on campus – even before they apply – they're asked to declare a major from a list of predetermined and prescribed choices. The major, coupled with general education and other college requirements, creates an academic track that is anything but flexible. Not surprisingly, around 80% of college students switch their majors at least once, suggesting that more flexible degree requirements would allow students to explore and combine diverse areas of interest. And the number of careers, let alone jobs, that college graduates are expected to have will only increase as technological change becomes more disruptive. As institutions face mounting pressures to attract students and balance budgets, and the college major remains the principal metric for doing so, the curriculum may be less flexible now than ever. In response to market pressures, colleges are adding new high-demand majors at a record pace. Between 2002 and 2022, the number of degree programs nationwide increased by nearly 23,000, or 40%, while enrollment grew only 8%. Some of these majors, such as cybersecurity, fashion business or entertainment design, arguably connect disciplines rather than stand out as distinct. Thus, these new majors siphon enrollment from lower-demand programs within the institution and compete with similar new majors at competitor schools. At the same time, traditional arts and humanities majors are adding professional courses to attract students and improve employability. Yet, this adds credit hours to the degree while often duplicating content already available in other departments. Importantly, while new programs are added, few are removed. The challenge lies in faculty tenure and governance, along with a traditional understanding that faculty set the curriculum as disciplinary experts. This makes it difficult to close or revise low-demand majors and shift resources to growth areas. The result is a proliferation of under-enrolled programs, canceled courses and stretched resources – leading to reduced program quality and declining faculty morale. Ironically, under the pressure of declining demand, there can be perverse incentives to grow credit hours required in a major or in general education requirements as a way of garnering more resources or adding courses aligned with faculty interests. All of which continues to expand the curriculum and stress available resources. Universities are also wrestling with the idea of liberal education and how to package the general education requirement. Although liberal education is increasingly under fire, employers and students still value it. Students' career readiness skills – their ability to think critically and creatively, to collaborate effectively and to communicate well – remain strong predictors of future success in the workplace and in life. Assuming the requirement for students to complete a major in order to earn a degree, colleges can also allow students to bundle smaller modules – such as variable-credit minors, certificates or course sequences – into a customizable, modular major. This lets students, guided by advisers, assemble a degree that fits their interests and goals while drawing from multiple disciplines. A few project-based courses can tie everything together and provide context. Such a model wouldn't undermine existing majors where demand is strong. For others, where demand for the major is declining, a flexible structure would strengthen enrollment, preserve faculty expertise rather than eliminate it, attract a growing number of nontraditional students who bring to campus previously earned credentials, and address the financial bottom line by rightsizing curriculum in alignment with student demand. One critique of such a flexible major is that it lacks depth of study, but it is precisely the combination of curricular content that gives it depth. Another criticism is that it can't be effectively marketed to an employer. But a customized major can be clearly named and explained to employers to highlight students' unique skill sets. Further, as students increasingly try to fit cocurricular experiences – such as study abroad, internships, undergraduate research or organizational leadership – into their course of study, these can also be approved as modules in a flexible curriculum. It's worth noting that while several schools offer interdisciplinary studies majors, these are often overprescribed or don't grant students access to in-demand courses. For a flexible-degree model to succeed, course sections would need to be available and added or deleted in response to student demand. Several schools also now offer microcredentials– skill-based courses or course modules that increasingly include courses in the liberal arts. But these typically need to be completed in addition to requirements of the major. We take the college major for granted. Yet it's worth noting that the major is a relatively recent invention. Before the 20th century, students followed a broad liberal arts curriculum designed to create well-rounded, globally minded citizens. The major emerged as a response to an evolving workforce that prioritized specialized knowledge. But times change – and so can the model. This article is republished from The Conversation, a nonprofit, independent news organization bringing you facts and trustworthy analysis to help you make sense of our complex world. It was written by: John Weigand, Miami University Read more: Will the 'right' college major get you a job? Why do we need the humanities? Some want to get rid of college majors – here's how that could go wrong John Weigand does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
Zawya
09-06-2025
- Business
- Zawya
Kuwait's new law sets deadline, penalties for unpaid service fees
Kuwait - In a move aimed at tightening fiscal discipline and ensuring the effective recovery of dues, the Kuwaiti government has issued Decree-Law No. 75 of 2025 concerning the collection of fees and financial costs for the use of public facilities and services. The law introduces a framework to govern the financial relationship between ministries, public institutions, and beneficiaries of state-provided services, reinforcing the principle that public utilities—ranging from electricity and water to telecommunications and transport—are not free but must be paid for under regulatory and administrative mandates. Core Provisions and Mechanisms Automatic Service Suspension and Installment Flexibility Under Article 1, if a debtor (whether an individual or a private legal entity) fails to pay dues within 30 days of notification, the concerned ministry or public body may temporarily suspend services. This suspension is lifted automatically through the government's digital systems once the outstanding amounts are paid. The law allows for installment-based repayments for those financially unable to settle the dues in one go, pending approval from the creditor. However, failure to adhere to the installment plan leads to its cancellation and the immediate initiation of debt recovery procedures. Mandatory Grievance Process Before Legal Action To prevent unnecessary litigation, Article 2 mandates that any individual disputing the suspension of services or the calculation of dues must first file a written grievance with the concerned authority. A response must be issued within 30 days. If no response is given, it is considered a rejection. Only after this process can a lawsuit be filed—within 30 days of either the rejection notice or the lapse of the response period, whichever comes first. Priority Lien on Debtor's Assets In a bold move to secure state revenues, Article 3 grants government creditors a statutory lien over all assets—movable and immovable—owned by the debtor. This gives the state legal priority in recovering its dues ahead of other creditors. Immediate Enforcement of Debt Recovery Article 4 elevates any official debt document or collection decision issued by a government entity to the status of an 'executive instrument.' This means the state can enforce collection directly without the need to go through lengthy court proceedings, following the procedures of Kuwait's Civil and Commercial Procedures Law. Ten-Year Statute of Limitations with Interruptions Article 5 introduces a 10-year statute of limitations for fee collection, starting from the due date or the end of the relevant fiscal year for annual fees. Crucially, this limitation can be interrupted by any official notice from the creditor that includes the outstanding amount and a request for payment, effectively restarting the clock on the limitation period. Judicial Fees Exempted Article 6 clearly states that the new law does not apply to judicial fees, which remain governed by Kuwait's Judicial Fees Law No. 17 of 1973. Rationale Behind the Legislation The explanatory note accompanying the law clarifies that the government's decision stems from widespread abuse of the existing system. Many beneficiaries of public services—including water, electricity, communications, and municipal services—have delayed or avoided payments, thereby burdening the state financially. This law is not meant to serve merely as a budgetary resource measure, but as a strategic tool for ensuring the efficient management of public utilities and discouraging negligence by debtors. It aims to restore the financial discipline required for a sustainable public service framework. Moreover, the government recognizes that some debts have accumulated to levels beyond immediate payment. By permitting structured payment plans, the law seeks to offer a balanced approach—enforcing payment obligations while recognizing genuine financial hardship. Implementation Timeline Article 7 mandates that ministers shall enforce the law within their jurisdictions, and it will come into effect three months from the date of its publication in the Official Gazette. Decree-Law No. 75 of 2025 marks a pivotal shift in Kuwait's approach to public service fee collection. By combining legal enforcement with digital automation, flexible repayment options, and judicial safeguards, the law positions the state to better protect public funds while promoting accountability among service users. It's a clear message that the era of unchecked fee evasion is coming to an end. Arab Times | © Copyright 2024, All Rights Reserved Provided by SyndiGate Media Inc. (
South China Morning Post
17-05-2025
- Business
- South China Morning Post
Hong Kong trade bodies urged to learn from Qatar to enhance investor services
Five public corporations in Hong Kong dedicated to supporting businesses should learn from Qatar and enhance their coordination to offer more comprehensive services to foreign investors, the head of one body has said. Hong Kong Productivity Council chairman Sunny Tan, who joined Chief Executive John Lee Ka-chiu 's delegation on a four-day visit to the Middle East this week, said on Saturday that he was inspired by the Qatar Development Bank. He said the Trade Development Council, InvestHK, the Office for Attracting Strategic Enterprises, the Productivity Council and the Hong Kong Export Credit Insurance Corporation should work more closely. 'The Qatar Development Bank is not a bank, but a government statutory body that offers many services to help and attract foreign companies coming for investment or local businesses,' Tan told a radio programme on Saturday. 'My impression is that this one institution is equivalent to our [five organisations] combined. 'This made me feel that while the support we provide in Hong Kong for businesses or the business sector is excellent, we need to better coordinate our public institutions.'
Gulf Business
06-05-2025
- Politics
- Gulf Business
Kuwait announces Eid Al Adha holidays
Image credit: Getty Images Kuwait has announced the suspension of work and the declaration of a public holiday across all state bodies and public institutions from June 5 to 9 in observance of the Islamic Eid Al Adha holiday, the cabinet said on April 29. Government employees will return to work on Tuesday, June 10, Read- However, workplaces of an 'unconventional' nature may determine their holiday schedules at their own discretion, the cabinet noted during its weekly session, which was chaired by Acting Prime Minister and Interior Minister Sheikh Fahad Yusuf Al Sabah. According to the
