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Organising the International
Dimension in Universities
Kimmo Kuortti, University of Oulu
Based on my presentation at International DAAD Academy presentation and seminar in Lübeck 23-25.10.2013
kimmo.kuortti@oulu.fi
University
 Inherently international
 But with strong regional and national agendas
kimmo.kuortti@oulu.fi
Different models for managing and organising
University Internationalisation
kimmo.kuortti@oulu.fi
Different models for managing and organising
University Internationalisation
activity School School School
Intl Research Funding X X X
Intl teaching
partnerships
Intl student exchanges X
Intl alumni X
Intl companies
X (centralised)
Intl other organisations
(centralised X)
(X= coordinator)
X
X
X
kimmo.kuortti@oulu.fi
Important nodes
 Data flow to the strategic decision making
 Gathered systematically, handeled strategically
 Goal setting
 Measurable goals with time limits
 Clear responsibilities
kimmo.kuortti@oulu.fi
Stumbling blocks
 ”Loose” roles
 Unclarity in tasks
 Unclarity in decision process and decision making
 Over managing
 Micro-managing lower level activity
 Establishing empty posisions
 Theoretical coordination responsibility with no actual power or functional role
 Easily become extra ”errand boys/girls” or figure heads for the upper management
kimmo.kuortti@oulu.fi
THANK YOU!
kimmo.kuortti@oulu.fi

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Organising the international dimension

  • 1. Organising the International Dimension in Universities Kimmo Kuortti, University of Oulu Based on my presentation at International DAAD Academy presentation and seminar in Lübeck 23-25.10.2013 kimmo.kuortti@oulu.fi
  • 2. University  Inherently international  But with strong regional and national agendas kimmo.kuortti@oulu.fi
  • 3. Different models for managing and organising University Internationalisation kimmo.kuortti@oulu.fi
  • 4. Different models for managing and organising University Internationalisation activity School School School Intl Research Funding X X X Intl teaching partnerships Intl student exchanges X Intl alumni X Intl companies X (centralised) Intl other organisations (centralised X) (X= coordinator) X X X kimmo.kuortti@oulu.fi
  • 5. Important nodes  Data flow to the strategic decision making  Gathered systematically, handeled strategically  Goal setting  Measurable goals with time limits  Clear responsibilities kimmo.kuortti@oulu.fi
  • 6. Stumbling blocks  ”Loose” roles  Unclarity in tasks  Unclarity in decision process and decision making  Over managing  Micro-managing lower level activity  Establishing empty posisions  Theoretical coordination responsibility with no actual power or functional role  Easily become extra ”errand boys/girls” or figure heads for the upper management kimmo.kuortti@oulu.fi