International Journal of Science and Research (IJSR)

ISSN: 2319-7064
ResearchGate Impact Factor (2018): 0.28 | SJIF (2019): 7.583
Management of Academic Institutions in the aftermath of COVID-19

Aradhana Mehra1

1Jai Hind College,

A Road, Churchgate, Mumbai, India
aradhana.mehra26@gmail.com

Abstract: The impact of COVID-19 on the education sector in India has been significant due to the suspension of
examinations and classes. The world economy as a result can be effected in the near future if this impact continues. A few
days into the lockdown, some of these institutions have made a significant shift to the digital platforms as the faculty and
students remain confined to their homes. Many of these institutions are using various online applications in order to conduct
classes, webinars, meetings etc. However, this in turn, sometimes proves to come with its challenges since the people living
in the rural areas may not always have this facility at their disposal so easily. Not to mention the impact this can cause on
the ‘hands on’ courses, rendering the above said methods of no significance when it comes to them. By conducting research
and analysis of primary data, this proposal will suggest certain policies and measures that can be taken by the educational
institutes in the aftermath of COVID-19, both digitally and on campus practicing social distancing.

Keywords: about four key words separated by commas.

I. Introduction measures were successful at curbing the spread of the virus.

The unprecedented situation of COVID-19 that now befalls
us has severely affected the schedules of schools,
universities, and other academic institutions. This proposal
presents several techniques that the educational sector can
defer to post the crisis or when we are at the cusp of
defeating it. It will present certain measures that the
institutions can follow in order to ensure the safety and
well-being of the staff, students and other personnel present
on campus. These institutions are being encouraged to make
the significant shift to digital platforms in order to keep the
students and staff engaged with their roles. This can
continue for a significant amount of time, unless the
number of cases in India stop rising or a vaccine is found.
Currently, there is no approved vaccine for COVID-19.
Coronaviruses caused SARS in the early 2000s and MERS
in 2012. The two epidemics were contained before vaccines
were created, but some work was started for both. Some
companies are building on that research to find a vaccine
for COVID-19, which is caused by a novel corona virus. [1]
All the countries effected by this virus are bound by a single
goal i.e. preventing the spread of this highly contagious
virus and eventually eradicating it. While countries with
even the most advanced medical facilities and
infrastructures have become vastly overwhelmed with the
crippling outbreak of COVID-19, some countries have
managed to contained it to a certain extent by “flattening
the curve” of this pandemic.
Many of the countries that experienced early outbreaks of
COVID-19 are now seeing a drop-off in the number of new
cases. Italy, which experienced one of the most severe
outbreaks, is finally emerging from the world’s longest
nationwide lockdown. Switzerland and the Netherlands both
had some of the highest confirmed case rates per capita, but
are now in better situations as fresh cases drop off. The
narrow, pointy curves exhibited by New Zealand and
Austria give us an indication of where containment
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[2] Therefore, the above situation is certainly the best-case
scenario that befalls us during this uncertain period of time.
With the cases still rising every day in India, we can only
hope that this scenario will be achieved by us very soon and
plan ahead accordingly.
When it comes to academic institutions in India, most of
them have either suspended their curriculums for the time
being or are conducting online classes and exams. Most of
these institutions are said to resume their term by late June
or early September but it cannot be guaranteed that the
infrastructure will be readily open and students and staff
will be seen flocking them by then. Due to this
unprecedented situation, all of these institutions must be
ready to follow certain guidelines in order to avoid the
further spread of this virus by practicing social distancing.
So, what does this mean for the medical students or the
culinary students? There are many fields that require the
pupils to be physically present there and here the concept of
social distancing becomes a little tricky. By conducting an
analysis, let us prepare for the worst and the best as we
come up with effective measures and guidelines that all
educational institutes which house such courses can
implement as they strive to keep the students and staff
engaged.
II. Methodology and Approach
With the help of a detailed survey, aimed at various
audiences such as students, teachers and parents, the goal of
this proposal is to suggest effective measures to ensure the
proper functioning of academic institutions. The survey will
aim at procuring information that will be vital in effectively
jotting down a strategic method to carry out the above said
plan. This primary data will further help in discovering the
possible outcomes and scenarios that the academic
institutions could encounter.
 Left Margin 17.8 mm (0.67")
 International Journal of Science and Research (IJSR)
ISSN: 2319-7064
ResearchGate Impact Factor (2018): 0.28 | SJIF (2019): 7.583
Right Margin 14.3 mm (0.56)osal is to suggest effective
measures to ensure the proper functioning of academic C.Sections headings
institutions. The survey will aim at procuring information
that will be vital in effectively jotting down a strategic Section headings come in several varieties:
method to carry out the above said plan. This primary data 1. first level headings: 1. Heading 1
will further help in discovering the possible 2. second level: 1.2. Heading 2
outcomes and scenarios that the academic 3. third level: 1.2.3 Heading 3
institutions could encounter. 4. forth level: (a) Heading 4
5. fifth level: (1) Heading 5
Left Margin 17.8 mm (0.67")
Right Margin 14.3 mm (0.56) D.References
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References

[1] A. Bonnaccorsi, “On the Relationship between Firm

Size and Export Intensity,” Journal of International
Business Studies, XXIII (4), pp. 605-635, 1992.
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Figure 1: Testing data- load current (amperes)
[2] R. Caves, Multinational Enterprise and Economic
Analysis, Cambridge University Press, Cambridge,
B. Tables
1982. (book style)
[3] M. Clerc, “The Swarm and the Queen: Towards a
Place table titles above the tables.
Deterministic and Adaptive Particle Swarm
Optimization,” In Proceedings of the IEEE Congress
Table 1: Margin specifications
on Evolutionary Computation (CEC), pp. 1951-1957,
Margin A4 Paper US Letter Paper 1999. (conference style)
Left 18.5 mm 14.5 mm (0.58 in) [4] H.H. Crokell, “Specialization and International
Right 18mm 13 mm (0.51 in) Competitiveness,” in Managing the Multinational

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 International Journal of Science and Research (IJSR)
ISSN: 2319-7064
ResearchGate Impact Factor (2018): 0.28 | SJIF (2019): 7.583
Subsidiary, H. Etemad and L. S, Sulude (eds.), Croom-
Helm, London, 1986. (book chapter style)
[5] K. Deb, S. Agrawal, A. Pratab, T. Meyarivan, “A Fast
Elitist Non-dominated Sorting Genetic Algorithms for
Multiobjective Optimization: NSGA II,” KanGAL
report 200001, Indian Institute of Technology, Kanpur,
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[6] J. Geralds, "Sega Ends Production of Dreamcast,"
vnunet.com, para. 2, Jan. 31, 2001. [Online].
Available: http://nl1.vnunet.com/news/1116995.
[Accessed: Sept. 12, 2004]. (General Internet site)

Author Profile

<Author Photo>
Taro Denshi received the B.S. and M.S. degrees in Electrical
Engineering from Shibaura Institute of Technology in 1997 and
1999, respectively. During 1997-1999, he stayed in
Communications Research Laboratory (CRL), Ministry of Posts
and Telecommunications of Japan to study digital beam forming
antennas, mobile satellite communication systems, and wireless
access network using stratospheric platforms. He now with DDI
Tokyo Pocket Telephone, Inc.

Volume 9 Issue 5, May 2020

www.ijsr.net
Licensed Under Creative Commons Attribution CC BY