The document discusses the 2003 merger between the University of Duisburg and the University of Essen in Germany. Key factors in the merger's success included extensive pre-merger due diligence, a decentralized governance structure that balanced central coordination with autonomy for each campus, and an emphasis on continuous improvement through evaluation, strategic planning, and performance monitoring. The merger aimed to strengthen research capacity and attractiveness while achieving efficiencies through complementary academic profiles across campuses.
The document summarizes a research project investigating the relationship between higher education and development in Africa. It discusses the project team members and funders. It outlines the overall research questions and analytical propositions being examined. Finally, it provides examples comparing the national visions, policies and structures related to higher education and development in Mauritius and Uganda.
This document summarizes research on mergers in Chinese higher education. It describes two waves of mergers that occurred in the 1950s and from the 1990s onward. The motivations and characteristics of recent mergers are discussed, including classification systems. Outcomes like rankings, economics of scale, and academic performance are addressed. Key lessons are that mergers don't guarantee success and proper planning, funding, and staff integration are important. While mergers helped some universities, cooperation may be a better future direction for Chinese higher education.
1) Development studies aims to critically examine contemporary social, economic, and political changes in low and middle income countries to identify desirable and possible development goals.
2) Recent research on poverty reduction has shown that growth alone is not enough, poverty is difficult to permanently escape from, and pro-poor policies are needed to address information gaps and power imbalances.
3) When speaking to a finance minister, one should emphasize that a one-size-fits-all approach does not work, persistent poverty hinders growth and poverty reduction, and prioritizing resources must be more evidence-based while acknowledging political realities.
This document summarizes research on mergers in Chinese higher education. It describes two waves of mergers that occurred in the 1950s and from the 1990s onward. The main motivations for mergers were to achieve economies of scale, eliminate duplication, and upgrade institutions. Different types of mergers are classified based on implementation models, organizational outcomes, integration level, and inputs. The document also discusses evaluating merger outcomes based on rankings, economics, academics, and staff integration. It provides lessons learned, such as the importance of planning, funding, culture, and staff buy-in. Mergers helped improve rankings but cooperation may be a better future direction for Chinese higher education.
The document summarizes a research project investigating the relationship between higher education and development in Africa. It discusses the project team members and funders. It outlines the overall research questions and analytical propositions being examined. Finally, it provides examples comparing the national visions, policies and structures related to higher education and development in Mauritius and Uganda.
This document summarizes research on mergers in Chinese higher education. It describes two waves of mergers that occurred in the 1950s and from the 1990s onward. The motivations and characteristics of recent mergers are discussed, including classification systems. Outcomes like rankings, economics of scale, and academic performance are addressed. Key lessons are that mergers don't guarantee success and proper planning, funding, and staff integration are important. While mergers helped some universities, cooperation may be a better future direction for Chinese higher education.
1) Development studies aims to critically examine contemporary social, economic, and political changes in low and middle income countries to identify desirable and possible development goals.
2) Recent research on poverty reduction has shown that growth alone is not enough, poverty is difficult to permanently escape from, and pro-poor policies are needed to address information gaps and power imbalances.
3) When speaking to a finance minister, one should emphasize that a one-size-fits-all approach does not work, persistent poverty hinders growth and poverty reduction, and prioritizing resources must be more evidence-based while acknowledging political realities.
This document summarizes research on mergers in Chinese higher education. It describes two waves of mergers that occurred in the 1950s and from the 1990s onward. The main motivations for mergers were to achieve economies of scale, eliminate duplication, and upgrade institutions. Different types of mergers are classified based on implementation models, organizational outcomes, integration level, and inputs. The document also discusses evaluating merger outcomes based on rankings, economics, academics, and staff integration. It provides lessons learned, such as the importance of planning, funding, culture, and staff buy-in. Mergers helped improve rankings but cooperation may be a better future direction for Chinese higher education.
Kyvik - "Experiences with mergers in the Norwegian university college sector"Hedda-highered
The document discusses the history of mergers in the Norwegian university college sector, including a major merger in 1994 where 98 institutions were combined into 26 colleges, as well as more recent merger processes initiated by the colleges themselves to gain university status. It also examines the objectives, outcomes, and challenges of these mergers, such as increasing administrative complexity, tensions between campuses, and difficulties establishing a unified academic culture.
The document discusses several perspectives on the relationship between intellectuals and the state, including that intellectuals are often critical of the state while also wanting to constructively engage in policy discussions. It provides examples from South African history where intellectual research organizations informed policy debates through evidence-based discourse and dialogue between different stakeholders. The goal was not to dictate specific policies but to strengthen democracy by improving understanding on all sides of the issues.
Evaluasi pre-post test digunakan untuk mengukur perkembangan pengetahuan siswa sebelum dan sesudah proses belajar mengajar. Evaluasi ini memberikan gambaran menyeluruh mengenai efektivitas pembelajaran dan perlu ditingkatkan.
The document discusses the merger of Oslo University College and Akershus University College in Norway. It provides background on the Norwegian higher education system and landscape. It describes the challenges facing higher education institutions in Norway that drove the merger process, such as regional strengths, international competition, and fragmentation. The document then outlines the process of discussions, reports, and decisions that led to the merger of the two university colleges into a single institution to better serve the shared region of Oslo and Akershus.
This document discusses the disconnect between research and policy. It defines basic research and policy research, and identifies barriers like dissemination challenges and a lack of usable research formats. The researcher-policymaker interface is described, with researchers disseminating through reports and conferences while policymakers access information through different means. Two models of communication are presented: a linear process and an enlightenment model with a more gradual influence. The conclusion calls for bridging the gap between the different worlds of academia and politics.
The document discusses several topics related to knowledge, education, and human development challenges across the world. It notes that populations are growing rapidly, resources are becoming more constrained, and societies must work to address issues like poverty, health, education, and sustainability. The document calls on universities to help promote seven strategic partnerships for human development: 1) developing a more sustainable relationship with resources in developed and developing countries, 2) fostering international cooperation, 3) understanding the relationship between population and resources, 4) linking development with competence and hard work, 5) prioritizing knowledge and partnerships for safety, 6) challenging material expectations, and 7) thinking of ourselves as "earthlings" working together for the future.
Cai hedda 10 - university mergers in ChinaHedda-highered
This document summarizes research on mergers in Chinese higher education. It describes two waves of mergers that occurred in the 1950s and from the 1990s onward. The main motivations for mergers were to achieve economies of scale, eliminate duplication, and upgrade institutions. Different types of mergers are classified based on implementation models, organizational outcomes, integration level, and inputs. The document also discusses evaluating merger outcomes based on rankings, economics, academics, and staff integration. It provides lessons learned, such as the importance of planning, funding, culture, and staff buy-in. Mergers helped improve rankings but cooperation may be a better future direction for Chinese higher education.
Dr. Leo Goedegebuure - Mergers and More: The Changing Tertiary Education Arch...Hedda-highered
The document discusses the changing landscape of tertiary education in the 21st century, focusing on trends like mergers and international competition. It outlines different types of institutional mergers like policy-induced mergers and incidental mergers. International competition is driving many countries to focus on developing "world class" universities through mergers, strategic collaborations between institutions, and concentration of resources. However, the document cautions that developing top universities is complex and depends not just on rankings, but also concentrating talent, resources, and good governance.
Involity, as an outsourcing services provider, is ready to help you achieve all benefits for your company. Leveraging our experience in IT, we ensure the compression of your development costs and deliver high quality, reasonable outsourcing services.
The document discusses the transition from academic research to applied research work. It notes the increasing complexity of social phenomena and challenges of researching higher education, including its double isolation from both general social sciences and influence on policymaking. Key points addressed are the diverse nature of social science research, lack of funding and positions for basic research, and various career paths for higher education policy PhDs, ranging from academic to administrative to private sector work.
Impact of Orpheus on PhD Training : Experience of a Turkish Medical SchoolORPHEUS
This document summarizes the experience of Dokuz Eylul University's Graduate School of Health Sciences in reforming its PhD training program with the help of ORPHEUS. It describes a 3 phase change process: 1) an internal reform phase from 2005-2010 to improve areas like course structure and supervision, 2) an internationalization phase from 2010-2016 involving ORPHEUS membership and hosting conferences, and 3) ongoing efforts to safeguard quality such as supervisor training. Key reforms included reducing coursework, requiring research publications, and ensuring independence in thesis assessment. The labeling process proved extremely beneficial and had short term impacts like activating stakeholders and long term potential impacts on Turkish PhD training standards nationally.
Paper 5: Rankings of International Research Institutes (Liu, Wenbin)Kent Business School
The document discusses developing a methodology to evaluate and rank national research institutes. It proposes using a 3E (efficacy, efficiency, effectiveness) measurement system based on soft system methodology models of basic and applied research. Key aspects include:
- Developing a hierarchical indicator system to measure outputs, efficiency and effectiveness across different levels.
- Selecting sample national research institutes from around the world and in different subject areas for analysis and comparison.
- Applying the indicators system and evaluation methods to produce preliminary rankings, with opportunities for feedback and refinement.
The OECD’s Programme on Institutional Management in Higher Education (IMHE)EduSkills OECD
In higher education, greater emphasis is being placed on innovation, improving the quality of teaching and learning, the measurement of performance and learning outcomes, access and regional competitiveness. The OECD programme on Institutional Management in Higher Education (IMHE) brings together higher education institutions and governments to share best practices, ideas and potential models to meet these challenges through networks, studies and research.
A presentation on university funding and financial incentives by prof. Hannu Vartiainen, one of the contributors to the Economic Policy Council 2017 report.
Prof. Vartiainen gave his remarks at Finland's Economic Policy Council 2017 report launch seminar. Launch was held in Helsinki on 23rd January, 2018.
See also:
http://www.talouspolitiikanarviointineuvosto.fi/en/reports/report-2017/
The External Review Committee evaluated CAPHRI School for Public Health and Primary Care for the period 2004-2009. Some key findings:
- CAPHRI has an international leading position in extramural research as evidenced by top publications in journals like Nature and The Lancet.
- The number of articles in top international journals is an astonishing achievement given CAPHRI's research topics in public health and primary care.
- CAPHRI demonstrates strong societal impact through dissemination of knowledge, stakeholder interest, and contributions to societal sectors.
- Overall CAPHRI receives a positive review with high ratings for quality, productivity, relevance and vitality. The committee concludes CAPHRI performs at an
Revitalization project which designs an ideal postsecondary institution. Includes an organizational chart that reflects all departments necessary to facilitate operations. A PowerPoint Presentation, describing an ideal institution. Includes the mission, programs and curriculum, faculty, facilities, extracurricular activities, student services, and finances. Provides a rationale for each unit consistent with the mission.
This document announces a 5-day faculty development program on data science and its applications from December 6-10, 2021. The FDP will be organized by the Department of Computer Science and Engineering at Lakireddy Bali Reddy College of Engineering and is sponsored by AICTE Training and Learning Academy. The FDP aims to provide an overview of data science concepts through hands-on exercises in topics like natural language processing, computer vision, graph neural networks, and medical data analytics. Eligible participants include faculty, researchers, and students. Registration is free and open until December 2 on the AICTE portal. A test will be conducted at the end and certificates will be awarded based on attendance and exam score.
Kyvik - "Experiences with mergers in the Norwegian university college sector"Hedda-highered
The document discusses the history of mergers in the Norwegian university college sector, including a major merger in 1994 where 98 institutions were combined into 26 colleges, as well as more recent merger processes initiated by the colleges themselves to gain university status. It also examines the objectives, outcomes, and challenges of these mergers, such as increasing administrative complexity, tensions between campuses, and difficulties establishing a unified academic culture.
The document discusses several perspectives on the relationship between intellectuals and the state, including that intellectuals are often critical of the state while also wanting to constructively engage in policy discussions. It provides examples from South African history where intellectual research organizations informed policy debates through evidence-based discourse and dialogue between different stakeholders. The goal was not to dictate specific policies but to strengthen democracy by improving understanding on all sides of the issues.
Evaluasi pre-post test digunakan untuk mengukur perkembangan pengetahuan siswa sebelum dan sesudah proses belajar mengajar. Evaluasi ini memberikan gambaran menyeluruh mengenai efektivitas pembelajaran dan perlu ditingkatkan.
The document discusses the merger of Oslo University College and Akershus University College in Norway. It provides background on the Norwegian higher education system and landscape. It describes the challenges facing higher education institutions in Norway that drove the merger process, such as regional strengths, international competition, and fragmentation. The document then outlines the process of discussions, reports, and decisions that led to the merger of the two university colleges into a single institution to better serve the shared region of Oslo and Akershus.
This document discusses the disconnect between research and policy. It defines basic research and policy research, and identifies barriers like dissemination challenges and a lack of usable research formats. The researcher-policymaker interface is described, with researchers disseminating through reports and conferences while policymakers access information through different means. Two models of communication are presented: a linear process and an enlightenment model with a more gradual influence. The conclusion calls for bridging the gap between the different worlds of academia and politics.
The document discusses several topics related to knowledge, education, and human development challenges across the world. It notes that populations are growing rapidly, resources are becoming more constrained, and societies must work to address issues like poverty, health, education, and sustainability. The document calls on universities to help promote seven strategic partnerships for human development: 1) developing a more sustainable relationship with resources in developed and developing countries, 2) fostering international cooperation, 3) understanding the relationship between population and resources, 4) linking development with competence and hard work, 5) prioritizing knowledge and partnerships for safety, 6) challenging material expectations, and 7) thinking of ourselves as "earthlings" working together for the future.
Cai hedda 10 - university mergers in ChinaHedda-highered
This document summarizes research on mergers in Chinese higher education. It describes two waves of mergers that occurred in the 1950s and from the 1990s onward. The main motivations for mergers were to achieve economies of scale, eliminate duplication, and upgrade institutions. Different types of mergers are classified based on implementation models, organizational outcomes, integration level, and inputs. The document also discusses evaluating merger outcomes based on rankings, economics, academics, and staff integration. It provides lessons learned, such as the importance of planning, funding, culture, and staff buy-in. Mergers helped improve rankings but cooperation may be a better future direction for Chinese higher education.
Dr. Leo Goedegebuure - Mergers and More: The Changing Tertiary Education Arch...Hedda-highered
The document discusses the changing landscape of tertiary education in the 21st century, focusing on trends like mergers and international competition. It outlines different types of institutional mergers like policy-induced mergers and incidental mergers. International competition is driving many countries to focus on developing "world class" universities through mergers, strategic collaborations between institutions, and concentration of resources. However, the document cautions that developing top universities is complex and depends not just on rankings, but also concentrating talent, resources, and good governance.
Involity, as an outsourcing services provider, is ready to help you achieve all benefits for your company. Leveraging our experience in IT, we ensure the compression of your development costs and deliver high quality, reasonable outsourcing services.
The document discusses the transition from academic research to applied research work. It notes the increasing complexity of social phenomena and challenges of researching higher education, including its double isolation from both general social sciences and influence on policymaking. Key points addressed are the diverse nature of social science research, lack of funding and positions for basic research, and various career paths for higher education policy PhDs, ranging from academic to administrative to private sector work.
Impact of Orpheus on PhD Training : Experience of a Turkish Medical SchoolORPHEUS
This document summarizes the experience of Dokuz Eylul University's Graduate School of Health Sciences in reforming its PhD training program with the help of ORPHEUS. It describes a 3 phase change process: 1) an internal reform phase from 2005-2010 to improve areas like course structure and supervision, 2) an internationalization phase from 2010-2016 involving ORPHEUS membership and hosting conferences, and 3) ongoing efforts to safeguard quality such as supervisor training. Key reforms included reducing coursework, requiring research publications, and ensuring independence in thesis assessment. The labeling process proved extremely beneficial and had short term impacts like activating stakeholders and long term potential impacts on Turkish PhD training standards nationally.
Paper 5: Rankings of International Research Institutes (Liu, Wenbin)Kent Business School
The document discusses developing a methodology to evaluate and rank national research institutes. It proposes using a 3E (efficacy, efficiency, effectiveness) measurement system based on soft system methodology models of basic and applied research. Key aspects include:
- Developing a hierarchical indicator system to measure outputs, efficiency and effectiveness across different levels.
- Selecting sample national research institutes from around the world and in different subject areas for analysis and comparison.
- Applying the indicators system and evaluation methods to produce preliminary rankings, with opportunities for feedback and refinement.
The OECD’s Programme on Institutional Management in Higher Education (IMHE)EduSkills OECD
In higher education, greater emphasis is being placed on innovation, improving the quality of teaching and learning, the measurement of performance and learning outcomes, access and regional competitiveness. The OECD programme on Institutional Management in Higher Education (IMHE) brings together higher education institutions and governments to share best practices, ideas and potential models to meet these challenges through networks, studies and research.
A presentation on university funding and financial incentives by prof. Hannu Vartiainen, one of the contributors to the Economic Policy Council 2017 report.
Prof. Vartiainen gave his remarks at Finland's Economic Policy Council 2017 report launch seminar. Launch was held in Helsinki on 23rd January, 2018.
See also:
http://www.talouspolitiikanarviointineuvosto.fi/en/reports/report-2017/
The External Review Committee evaluated CAPHRI School for Public Health and Primary Care for the period 2004-2009. Some key findings:
- CAPHRI has an international leading position in extramural research as evidenced by top publications in journals like Nature and The Lancet.
- The number of articles in top international journals is an astonishing achievement given CAPHRI's research topics in public health and primary care.
- CAPHRI demonstrates strong societal impact through dissemination of knowledge, stakeholder interest, and contributions to societal sectors.
- Overall CAPHRI receives a positive review with high ratings for quality, productivity, relevance and vitality. The committee concludes CAPHRI performs at an
Revitalization project which designs an ideal postsecondary institution. Includes an organizational chart that reflects all departments necessary to facilitate operations. A PowerPoint Presentation, describing an ideal institution. Includes the mission, programs and curriculum, faculty, facilities, extracurricular activities, student services, and finances. Provides a rationale for each unit consistent with the mission.
This document announces a 5-day faculty development program on data science and its applications from December 6-10, 2021. The FDP will be organized by the Department of Computer Science and Engineering at Lakireddy Bali Reddy College of Engineering and is sponsored by AICTE Training and Learning Academy. The FDP aims to provide an overview of data science concepts through hands-on exercises in topics like natural language processing, computer vision, graph neural networks, and medical data analytics. Eligible participants include faculty, researchers, and students. Registration is free and open until December 2 on the AICTE portal. A test will be conducted at the end and certificates will be awarded based on attendance and exam score.
Learn all about FHI's Health Services Research Group and the Program Science...GHPN
Johannes van Dam, Senior Director, Program Sciences, and Theresa Hoke, Scientist II in the Health Services Research group, will explain the workings of a major department at FHI360 – i.e., the Program Sciences Department. Johannes and Theresa will describe the rationale for the department, what folks there do, and specifically what the Health Services Research (HSR) group does. Come and discuss how the team’s research expertise and skills complement those in the DC office, and explore what might be some fruitful areas of intersection and collaboration.
Brussels Training Seminar Case Study ViennaYouth Agora
The University of Vienna is a long-standing university founded in 1365 with over 15 faculties and over 72,000 students. It has undergone reforms to align with the Bologna Process, introducing bachelor's and master's degrees across its programs to improve graduates' mobility in Europe. Key aspects of the reform included developing an institutional strategy and consensus around concepts like learning outcomes, credits based on student workload, and modularization of curricula. A Bologna Office was established to support curriculum development activities led by faculties, provide guidance and coordination, and manage the phased implementation of reforms across different subject areas.
Prium Tempus Best Practice Kovacevic (Eng)Youth Agora
This document discusses doctoral education reforms at the University of Zagreb. It notes that historically, doctoral studies lacked structure and monitoring. Recent reforms aim to align with the Bologna Process, with new laws and regulations governing doctoral programs. Key issues discussed include developing quality assurance measures, criteria for enrollment and supervision, balancing research and teaching responsibilities, duration and funding of programs, and increasing mobility and internationalization of doctoral studies.
The University of Vienna is a large public university founded in 1365 with over 15 faculties and 72,000 students. The Rectorate, led by Rector Georg Winckler, oversees the university's strategic direction and consists of Winckler and four Vice Rectors who handle areas like research, infrastructure, education, and student affairs. The Rectorate office has a staff that supports the Rectorate in developing strategic plans, interacting with university bodies and external institutions, and managing the decision-making process.
Prium Brussels 0809 University GovernanceYouth Agora
The document summarizes governance reforms at Vrije Universiteit Brussel from the mid-1990s to present. Key reforms included centralizing academic decision-making and administrative services to address weaknesses like inconsistent quality and communication. Governance bodies like the University Board and Rectoral College were established to provide central steering while faculties retained autonomy. However, decision-making processes remained lengthy due to the need for consensus among stakeholders. Further reforms aimed to improve cooperation between central administration and academic leadership to more efficiently implement changes.
This document provides background information and plans for the School of Public Health (SPH) at Mekelle University.
The SPH was established in 2003 and has grown to include 7 departments and over 100 academic staff. It offers undergraduate, graduate, and PhD programs in public health.
The situational analysis identifies strengths such as available expertise, and weaknesses such as poor communication. Opportunities include expanding services, and threats include limited budgets and the pandemic.
Key plans are to increase education quality through curriculum changes and assessments, scale up research and knowledge transfer, empower female staff, enhance staff development, upgrade the school, expand accessible education, and improve staff/student satisfaction.
ICWES15 - Undergraduate Research Initiative at a Community College. Presented...Engineers Australia
The document outlines a 3-phase action plan to introduce and establish an undergraduate research program at Springfield Technical Community College. Phase I focuses on introducing the concept to faculty and gaining support. Phase II develops the program design and infrastructure. Phase III implements the program by recruiting students and faculty, pursuing funding, and establishing assessment tools. The goals are to enhance the student experience, improve performance and transfer opportunities, and foster collaboration with academic and industry partners.
This document discusses budgeting in modern universities. It defines a university budget as a financial plan covering all aspects of a university's activities for a specific period, including probable income, expenses, funding sources, and how funds will be spent. The key points are:
1. Budgeting involves developing budgets for the whole university and individual departments/centers of financial responsibility to plan, coordinate, and monitor financial activities.
2. Center of financial responsibility refers to organizational units like faculties and departments that have controllable income and expenses and management autonomy.
3. The main functions of university budgeting are planning, coordinating activities, stimulating performance, and monitoring actual results against plans.
4. An effective budget
The document discusses doctoral education at the University of Vienna. It provides context on the national, European, and international frameworks that guide doctoral programs. It then summarizes the University of Vienna's implementation of doctoral colleges and Initiativkollegs (interdisciplinary doctoral programs), including peer review of proposals, selection criteria, guidelines, outcomes, and institutional support for doctoral students. It concludes by outlining the university's vision for further developing high quality doctoral schools and establishing common standards for supervision and participation.
Hussein Mahmoud Khairy is applying for the post of Dean at Kasr Al-Ainy School of Medicine at Cairo University. He is currently a Professor of General Surgery with experience in undergraduate and postgraduate teaching, emergency service, and elective surgery. If selected, he plans to focus on medical education, the casualty department, and basic epidemiological research while addressing security issues. He believes in the importance of ongoing education after graduation and teaching non-clinical topics. Financial resources are not the only key to change.
Presented by Purvi Mehta to the Progress Meeting on Ecosystem Approaches to the Better Management of Zoonotic Emerging Infectious Diseases in the South East Asian Region, Bangkok, 10-13 December 2011.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Jemison, MacLaughlin, and Majumder "Broadening Pathways for Editors and Authors"
Zechlin - Hedda 10 conference
1. Merger as Strategic Project
The Case of the University of
Duisburg-Essen, Germany
HEDDA Conference
University of Oslo
November 4, 2011
2. 1. Context
2. Mergers
3. The merger of the universities of Duisburg
and Essen
4. Critical success factors
3. Mergers in Germany
• The University and the Polytechnic in the city of
Luneburg, Lower Saxony (2004)
• 3 smaller Polytechnics in different cities in
Lower Saxony (2000), reversed in 2009
• University of Technology of Karlsruhe and
Helmholtz Research Centre (2006)
• 2 Universities in the two cities of Essen and
Duisburg (2003)
5. Two medium seized universities (2003)
Duisburg Essen
Students
ca. 15.000 ca. 21.000
Positions 2003
ca. 208 Professors ca. 297 Professors (+ ca. 77 Medicine)
ca. 390 Academic Staff ca. 431 Academic Staff (+ ca. 643 Medicine)
ca. 561 Admin. and technical ca. 775 Admin. and technical Staff
Staff
Budget
ca. 113 Mio € ca. 137 Mio € + ca. 367 Mio € (Medicine)
Third Party Expenditures
ca. 20 Mio € ca. 39 Mio € + ca. 18 Mio € (Medicine)
Subjects
Full Range (without Medicine Full Range (without Law)
and Law)
6. Profile and Budget (2010)
Academic Subjects
• Humanities (Languages, Culture, Theology, Education)
• Social sciences, Economics, Business Administration
• Sciences
• Life sciences, Medicine, University hospital
• Engineering (Mechanical, Electrical, Civil)
Budget
448.2 mill. € total revenue
(114.3 mill. € Faculty of Medicine)
91.5 mill. € revenues from third-party funds
(29.2 mill. € Faculty of Medicine)
7. Personnel and Students (2010)
Personnel
415 professors
2,529 academic staff
1,325 administrative and technical
services(without Medicine)
Students
34,016 students (41 % female, 15 % international)
10,120f first-year students (54 % females, 17 %
international)
3,996 graduates (56 % female, 13 % international)
8. 1. Context
2. Mergers
3. The merger of the universities of Duisburg
and Essen
4. Critical success factors
9. Some characteristics
1. Main drivers:
• Efficiency and Effectiveness (“Do more and
better with less”)
• Higher visibility and reputation
2. Means: Transfer of quantity to quality (e.g. more
professors enable deeper specialisation and better
research)
3. Risks: All energy to the internal structure and little
attention to stakeholders (“Exhausting process of
self-occupation”)
4. Governance and Leadership: Universities as
“Professional Organizations” and loosely coupled
systems.
10. Immediate costs, long term wins
Pre-Merger Merger Post-Merger
Vision and
Conception
(Due Diligence)
Implementation
Continuous
Improvement
11. 1. Context
2. Mergers
3. The merger of the universities of Duisburg
and Essen
4. Critical success factors
12. Course of Events
02/2001 Final Report of Expert Group set by the Government NRW
09/2001 Start of negotiations between the two universities (external
moderator till autumn 2002);
Spring 02 Voting out of the rector in Essen
Summer 02 Merger by Law: Dissolution of the two universities and
incorporation of the new University of Duisburg-Essen (12/02);
Timetable for Merger from 1/03 – 12/2006
12/2002 Legal action against appointment of Founding Rector by the
state government
01/2003 State commissioner (till 09/2003)
Spring 03 Joint search committee for Founding Rector, rule of unanimity
10/2003 Coming into office of the Founding Rector
11/2003 Election of 4 new Vice Rectors, 2 from each campus
12/2003 The two Heads of Administration early released
06/2004 Coming into office of the new Head of Administration
13. Objectives 2003
• Academic Structure of Campuses (Profiles)
– Complementary Profiles
– Interdisciplinary connections
• Finances
– Internal redistributing
– Little additional costs
– Better position in the performance based
budgeting system of the state NRW
• Quality
– Strengthening of research capacity (Problem:
Past as complementary universities)
– Attractiveness of study programs
14. Policy of “two speeds”
2004: Structure
• Academic profiles of campuses
• Organisational structure (Academic, Services)
2005: System of Strategic Planning
• Central goals
• Decentred strategic development
• Contract Management
• Budgeting system
• Controlling
2006: Quality, Evaluation, Improvement
• Evaluation of Structure
• Quality Management System
16. „Change Management“
• Kurt Lewin: Defreeze, change, refreeze
• Communication: Each semester “Plenary
assembly”
• Acting and Reflecting: Once a year a “strategy
workshop” outside the university with the new
Deans and the administrative management
17. „Ideal” Profile
Duisburg Essen
Social
Sciences
Economics
Life Humanities
Engineering
Sciences
Infor- School of
mation Education
Systems
7
18. Achieved Profile (2006)
Duisburg Essen
Physics, Civil
Engine
Information ering Humanities
technology,
Engineering School of Economics,
Manage- Information
Social ment systems School of
Sciences Education
Life
Sciences
6
19. Elements of the QM-System (2006)
Informationssystem:
Information-System
Lehrevaluation, Absolventenbefragungen,
Monitoring, Controlling
Controllingdaten, Rankings
:
Evaluation
Peer Review
Inst. Evaluation Performances
Entwicklungspl ä ne
QE
Institutional
Institut. Evaluation Facultieshige as
strategief ää re ZLVZLVdem
Strategische Planung
mit
mit dem ZfH
Universit Rectorate
Mit dem
Evaluation Strategic Units
Organisationseinheit
Einheiten Rektorat
mit dem Rektorat
Rektorat
Self Report
Metaevaluation Strategische Ziele
Strategic Goals
Umsetzung
Personal -/Organisationsentwicklung
Personel Development
21. 1. Context
2. Mergers
3. The merger of the universities of Duisburg
and Essen
4. Critical success factors
22. Critical factors for success
• Pre merger: Due diligence, more than a “management
fad”
• Merger : Internal Structuring vs. „Regular Business“
• Time: „Quick and dirty“ vs. Sustainable and Slow”
• Balance between Stability and Change (Lewin)
• Extra financial support during the merger stage by the
government
– Performance Budget
– Buildings, IT, Libraries
• In case of two campuses: The subject identity replaces
slowly the local identity
23. Leadership and Governance
Goal Setting by Leadership
„Machine Model“ „MPM-Model“ (MbO)
Hierarchy Competition
Process Structure 2004 Contract Management
2005 Process
Setting by
Setting
Leader-
by the
ship „Systemic Model“ „Gardener Model“ system
Observation, Reflection Trust and Evolution
Institutional Evaluation Continuously
2006
Goal Setting by the system