Implementation Strategies of Higher Education Part of National Education Policy 2020 of India towards Achieving its Objectives

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Aithal P. S.
Shubhrajyotsna Aithal

Abstract

Well defined and futuristic education policy is essential for a country at school and college levels due to the reason that education leads to economic and social progress. India with the leadership of its current prime minister and an expert team with members of varied backgrounds has developed and planned to implement a new education policy during the next decade of the 21st century called Indian National Education Policy (NEP-2020). The aim, objectives, and details are well known to practitioners and the public. NEP-2020 is an innovative and futuristic proposal with both positive and negative aspects, framed with the objective to provide a quality school education and higher education to everyone with an expectation of holistic & research-oriented progress. This paper initially depicts an overview of NEP-2020, distinguish the strengths & weakness of the policy at higher education & research part, evaluation of the implementation suggestions given in the policy, identifying and analyzing possible generic strategies for implementation of NEP-2020 to fulfill its objectives based on focus group discussions. The paper also includes many predictive proposals on issues like developing quality universities & colleges, institutional restructuring & consolidation, more holistic & multidisciplinary education, optimal learning environment & student support, transforming the regulatory system of higher education, technology usage & integration, and online & digital education. Finally, some recommendations are made to implement the NEP2020 effectively irrespective of various constraints. This article can be considered as a reference to the policy implementation teams of Govt of India

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Aithal P. S., & Shubhrajyotsna Aithal. (2020). Implementation Strategies of Higher Education Part of National Education Policy 2020 of India towards Achieving its Objectives. International Journal of Management, Technology and Social Sciences (IJMTS), 5(2), 283–325. https://doi.org/10.47992/IJMTS.2581.6012.0119
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