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Improving Quality Management in Higher Education Using the European Foundation for Quality Management ExcellenceModel

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/ Anneli Lorenz

Prezentace ze 2. dne závěrečné konference projektu IPN KVALITA.

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Improving Quality Management in Higher Education Using the European Foundation for Quality Management ExcellenceModel

  1. 1. Improving Quality Management in Higher Education Using the European Foundation for Quality Management Excellence Model: a Case Study of Estonian Higher Education Institutions Anneli Lorenz project manager 2008-2012 Praha 24.04.2014
  2. 2. What is Quality? Do we know now?
  3. 3. GOLAS OF THE QUALITY PROJECT  Internal quality management system;  strengths and areas for improvement;  best practices;  accredation process;  increase the competitiveness of Estonian institutions of higher education and support their success in the European Union and worldwide.
  4. 4. MORE ABOUT PROJECT • From 2009 to 2012 (three processes – 2009/10, 2010/11, 2011/12); • 17 universities and Federation of Estonian Students Unions (EÜL) • more than 300 people are trained in quality.
  5. 5. USED QUALITY MODEL • European excellence award model and scoring matrix (EFQM Excellence Award, EFQM-European Foundation for Quality Management).
  6. 6. The EFQM Exellence Model
  7. 7. STEPS OF PROJECT Final seminar/conference Conducting a feedback survey and analysis of results Assessors' follow-up visits to organisations Feedback training for organisations Compiling and submission of feedback documents to organisations Visit of organisations by assessors Training of assessors Submission of organisations' self-analysis documents Training of representatives of organisations Selection of organisations
  8. 8. Where were we 2009-2012? RESULTS
  9. 9. MAIN OBSERVATION (based on the assessment criteria): LEADERSHIP • Responsibility at all levels of management are not clearly defined; • how to motivate managers to deal with the quality? POLICY AND STRATEGY • Development plans and strategies require clearer objective of adopting, reviewing, measuring and making of the improvements.
  10. 10. EMPLOYEES • Development discussion - planned, but implementation depends on the middle managers; • participation in the training/courses - there are no links between training/courses and organizational choices; • career opportunities - opportunities exist in all institutions of higher education; • employee motivation process - works if the employees also participate in the process.
  11. 11. PARTNERSHIPS AND RESOURCES • A choice of partners based on historical tradition and personal relationships; • searching for partners but their finding is not determined by clear targets; • analysis and assessment of cooperation with external partners; • the need to increase the focus on internationalisation and to set relevant targets.
  12. 12. PROCESSES • Question about systematic management; • importance of support processes. STAKEHOLDER RESULTS • Stakeholder specification; • students feedback doesn`t have targets, trends and comparisons; • student mobility; • the results are not comparable.
  13. 13. EMPLOYEE RESULTS • Satisfaction of employees; • indicators - participation in research conferences, the number of publications, the distribution of qualifications, offices and ages, the length of employment. SOCIETY RESULTS • Area of improvement is the weakness in measuring the effectiveness of goals.
  14. 14. PERFORMANCE INDICATORS • Results are, but goals should be more accurate; • risk management – important;
  15. 15. VALUES OF THE PROJECT • The top management in quality; • development of quality systems in HEI; • quality awareness and systems in HEI; • the ability to show and analyse the aspects that ensure quality in the HEI; • ensuring the compliance of indicators with the priorities of the HEI; • higher investment in employees.
  16. 16. Thank you! Questions? anneli.lorenz@emu.ee

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