Measurement efficiency and productivity in SAS/OR

This paper explores the use of the optimisation procedures in SAS/OR software with application to the measurement of efficiency and productivity of decision-making units (DMUs) using data envelopment analysis (DEA) techniques. DEA was originally introduced by Charnes et al. [J. Oper. Res. 2 (1978) 429] is a linear programming method for assessing the efficiency and productivity of DMUs. Over the last two decades, DEA has gained considerable attention as a managerial tool for measuring performance of organisations and it has widely been used for assessing the efficiency of public and private sectors such as banks, airlines, hospitals, universities and manufactures. As a result, new applications with more variables and more complicated models are being introduced. Further to successive development of DEA a non-parametric productivity measure, Malmquist index, has been introduced by Fare et al. [J. Prod. Anal. 3 (1992) 85]. Employing Malmquist index, productivity growth can be decomposed into technical change and efficiency change. On the other hand, the SAS is a powerful software and it is capable of running various optimisation problems such as linear programming with all types of constraints. To facilitate the use of DEA and Malmquist index by SAS users, a SAS/MALM code was implemented in the SAS programming language. The SAS macro developed in this paper selects the chosen variables from a SAS data file and constructs sets of linear-programming models based on the selected DEA. An example is given to illustrate how one could use the code to measure the efficiency and productivity of organisations.

Running a professional academic-related team in an academic environment

This paper considers the position of a large full-range business school and ways in which it can improve its efficiency and effectiveness, and enhance students' learning environment by the strategic use of academic-related staff within key roles in the School. Some of these roles have traditionally been undertaken by academic staff, but the increased complexity of the Business School environment makes it impossible for academic staff to undertake all roles if the School wants to be innovative and successful in a highly changing external environment. The investigation is carried out via a series of semi-structure interviews, conducted with academic and academic related staff across the School. This is compared with a review of recent literature in the subject. The paper concludes that both the efficient running of the School and the learning environment of students are improved via the partnership of academics and support staff. The findings reveal, however, that the use of academic-related staff must be done sensitively, to ensure that institutions do not become over bureaucratic or academics alienated in the drive to focus on the student experience.