Directorate of General Studies
The General Studies Unit, is as old as the University itself, however, it became a Directorate of General Studies in 2000 to among other things, design and to co-ordinate multi-disciplinary studies that could broaden the knowledge and widen the academic horizons of students of the University in all Departments and Faculties.
General Studies – Specific Objectives
i. To assit students to develop, appreciate and expand the awareness of their social and cultural values.
ii. To help the students develop adequate competence in the use of English Language and to improve their language and communication skills as a tool for their present studies and future employments.
iii. To introduce students to the broad areas of Sciences and to create awareness of the services of Science to man and the effect of Science on human Society.
iv. To Sentisize students to the functions and obligations of Government at all levels and the physical environments which eventually will prepare them to function effectively in their society.
iv. To socialise the Nigerian students to cultivate derivable habits,
values, attitudes, patriotism, nationalism and to appreciate the status of the constitution as the will of the people.
v. To make all students more acceptable and much more independent in the
The General Studies courses are University requirement that must be satisfied before a student can be awarded his/her degree.
All students must take and pass the following courses:
GST 111 – Communication in English
GST 113 – Nigerian Peoples and Culture
GST 112 – Use of Library and Study Skills
GST 116 – Introduction to Entrepreneurial Skill
Also, they are expected to pass two out of the remaining three courses.
GST 115 – Information and communication Technology
GST 114 – Philosophy and human existence
GST 118 – History and Philosophy of Science
|Course code||Course Title||Unit||Status|
|1.||GST 111||Communication English||2||Compulsory for all Students|
|2||GST 113||Nigeria people and Culture||2||Compulsory for all students|
|3||GST 115||Information and Communication Technology||2||Compulsory for all Student expect Science and Engineering students|
|4||GST 112||Use of Library and Study Skills||2||Compulsory for all Students|
|5||GST 114||Philosophy and Human Existence||2||Compulsory for Science, Engineering, Agric, Law and Medicine students|
|6||GST 116||Introduction to Entrepreneurial Skill||2||Compulsory for all Students|
|7||GST 118||History and Philosophy of Science||2||Compulsory for arts Social Sciences, Management Science and Education Students.|
Student must not take more than 6 units of the General Studies Courses in
a Semesters. The 12 units from the General Studies Programme shall be counted as compulsory in
the computation of results.
GUIDELINES FOR THE OPERATION OF THE PROGRAMME[a] All Students shall register for GST 111 (Use of English) GST 113 (Nigerian Peoples and Culture), GST 112 (Use of Library and Study Skill) and GST 116 (Introduction to Entrepreneurial Skill) in their 1st year of their degree programme.
[b.]Aside the above stated GST Courses, all students are required to take two out of the following:- GST 114 (Philosophy and human existence) GST 115 (Information and Communication Technology) and GST118 (History and Philosophy of Science)
[c.]Students shall register for their GST Courses with the Faculty Coordinators in their respective faculties
Board Members / Staff
- Director:- Chairman
- General Coordinator
- Faculty Coordinators
- Representative of Part Time Programme
- Representative of Sandwich Programme
- Representative of Distance Leaning Programme
- Administrative Secretary-Secretary to the Board
* Recommendations from the Board are subject to the approval of the Vice Chancellor/Senate as the case may apply.
Swot Analysis as it Affects the Directorate of General Studies
It is necessary to identify the areas of strengths weakness, opportunities and treats in the strategic planning of the Directorate of General Studies:-
ALLOCATE RESOURCES FOR IMPLEMENTATION:
HOW IS THE STRATEGIC PLAN RESOURCED
Resourcing a strategic plan involves providing he people, money and materials to ensure successful implementation. Many organizations link the strategic plan with the budgeting process at the initial strategic planning session or soon afterward when they crate implementation teams.
Some choose to have implementation teams identify resources and present them to the senior leadership team for approval. This helps the senior leadership team prioritize implementation actions and allot resources to move the organization toward achieving its strategic goals.
WHAT RESOURCES DO WE NEED
There are at least four resources that are critical: the support of the Bursary or for budget officer, the support of the human resources manager i.e. Registry support for the implementation teams, and a viable program for achieving the strategic initiatives. One way to ensure the support and commitment of both the Bursary and the human resources manager is to include them on the senior leadership team and, therefore, in the strategic planning process. Too often, these very important people are relegated to adjudicating the competing plans of others and are not included in the planning process itself. This is an opportunity to ensure their understanding of the vision and goals and solicit their ideas about how to develop strategies that will succeed. If not done during the development of the strategic plan, they should be involved as soon as possible in the deployment phase.
Too often, implementation actions flounder because implementation teams are not given adequate support. There is the need for team training tools, time to meet e.t.c.
Because the teams are often cross-functional, there may be no single person in the organization which responsible for providing them with these resources. This is where the Bursary and the human resources manager can intervene. If they have a thorough understanding and are committed to accomplishing the goals of the strategic plan, they can assist in providing the resources for the implementation teams.
Without a program for achieving the strategic initiatives, departments will spend their program money on achieving sort-term department results. And why not, If they don’t spend the money, they will lose it – not only this year, but probably in the future as well. With a strategic focus, however, some departments have found that they can combine allocated monies and thereby achieve a synergistic effect for the money spent while accomplishing the organization’s strategic initiatives.
HOW IS THE STRATEGIC PLAN INCORPORTATED INTO THE BUDGETING PROCESS
New budget requirements can become an issue if the plan calls for training, equipment, etc, to support development and implementation of a new way of doing business or perhaps a new mission area. A plan that is truly strategic represents changes to how the organization executes its current business. Some successful organizations have chosen to integrate their planning and budgeting processes by timing strategic planning events so that they will feed into budgeting events such as Program objective Memorandum (POM) development and the mid-year review process. In fact, strategic planning is an excellent way to make the planning process explicit in any of the Department in the University, but that of the Directorate of General Studies is more important become of the encompassing nature of the GST courses in the University.
DOES THE BUDGET DRIVE THE PLAN OR DOES THE PLAN DRIVE THE BUDGET
This question, although frequently asked, is too simplistic. In the beginning, the strategic plan drives budget formulation. Strategic plans help the organization’s leaders know their requirements so they can budget for the people the programs, the equipment etc, they need to carry out their strategic direction. If the budget is not fully funded for those people, programs, equipment etc, it is in the budget execution phase that the budget drives the strategic plan. However, if the strategic planning process has included prioritization of the objectives, it is easier for the organization to act on their highest priorities even when the budget is not fully funded.
WHAT IF RESOURCES ARE NOT AVAILABLE TO IMPLEMENT AN IMPORTANT STRATEGY IN THE PLAN
Sometimes the availability and use of resources is not readily apparent, but strategic planning can make them more visible. For example, when the organization establishes what is really important, it also makers explicit those actions or tasks which are not important. Eliminating redundancies in assignments or organizations can free up the use of resources, making them available for strategic actions.
Sometimes resources are not readily available. The following actions are often successful in obtaining needed resources:-
- Redirect current resources
- Reprioritize implementation actions
- Partner with another division or organization to combine funding levels
- Ask the parent organization or sponsor for more resources
Use the strategic plan to demonstrate the validity of the strategy and the concomitant need for Resourcing. Potential sponsors or partners are more easily convinced when persuaded that their participation is grounded in real strategy that leads to mutually desire out comer. In all the Universities use have visited, treatment given to the GST Directorate is quite different from what we are getting here in EKSU, until recent past, the Directorate was not allow to sell books to the students and the management is giving a Bursary sum of two hundred and fifty thousand Naira that may not be available for months for example, we’ve received first one allocation since the begoing of one year, the situation that can be very frustrating. The Directorate is strongly advising the management to stick to the earlier approval given to the production and sales of books to all the students offering the GST courses in the University.