La gerencia académica y administrativa en la educación superior venezolana. Aproximación a un modelo sistémico

Abstract

In the face of the profound challenges and challenges posed by the phenomena of globalization, the scientific and technological revolution, and the rapid obsolescence of knowledge, Higher Education Institutions must develop processes of change and transformation aimed at providing maximum quality services, in order to respond effectively to the demands of a changing environment. For this reason, the present research was conducted with the aim of generating a Systemic Model of Academic and Administrative Management that optimizes the functions of Teaching, Research, and Extension in Venezuelan Higher Education. The study is theoretically based on systemic, postmodern, and situational approaches, among other organizational theories. The research is descriptive, explanatory with documentary and field bases, supported by a qualitative- quantitative epistemological approach. The population consisted of: University authorities, deans, directors, and regular professors of the case study university. For data collection, the survey technique was used in its two modalities: the interview and the questionnaire. The instruments were validated through a procedure called expert judgment, and the reliability of the Likert scale was determined by the Cronbach's Alpha coefficient, which provided a result of 0.98, considered highly reliable. The information gathered was analyzed through a categorization process for the interview and relative percentage frequency distribution and arithmetic mean for the questionnaire, whose results highlighted, among other aspects, the absence of effective communication and information systems that enable the comprehensive performance of academic and administrative functions. Hence, the present theoretical construction allows us to visualize the institution as a whole in order to achieve the efficient, effective, and successful performance of university functions.The article also examines how intelligent organizations, based on Peter Senge's five disciplines (1993), can facilitate this transformation through continuous learning, interdisciplinary collaboration, and advanced technologies. Furthermore, it suggests that AI could act as a facilitator by processing complex data and decentralizing decision-making, though it warns of ethical and technical risks associated with its implementation. Finally, it argues that a transdisciplinary public management model must integrate technical, ethical, and community dimensions from a decolonial and transmodern perspective to overcome the structural contradictions of the current model.