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					 Quality Management and Self
Assessment in Higher Education




                      C. Van Keer
                      2004.05.03
 Quality Management and Self
Assessment in Higher Education
• Higher Education: tasks, processes and
  outcomes

• Quality Management in HE

• Quality Assessment in HE
Quality management in HE
     Elements of quality: the EFQM basics
             People                   People
             Management               Satisfaction




                                                               Business Results
             Policy &                 Customer
Leadership




             Strategy                 Satisfaction




                          Processes
             Resource                 Impact on
             Management               Society




               ENABLERS                              RESULTS
 Quality Management and Self
Assessment in Higher Education


                Time dependent!!!

                    Subjectif !!!
   Quality management in HE shows
   many aspects and related fields
    organisational structure              what is univ reform?


               finances                       education


                  HRM                          research


buildings and premises         QM in HE        social service


         PR & contacts                          internal relations


    internationalisation                     external relations


    linked & depending orgs               results & outcomes
   Higher education: task, processes and outcomes
                                                                     actual status HE in Europe
                                                                     the know ledge based society
                                                                     from static org to virtual netw orking
                                                                     tasks & responsibilities
                                                                     processes
    organisational structure              what is univ reform?
                                                                     the BaMa reform
                                                                     Quality and Q-assessment
               finances                                              accreditation
                                                                     the ECTS certificate
                                                                     your outcome: a restructuring plan
                  HRM


buildings and premises         QM in HE       education


         PR & contacts                         research


    internationalisation                       social service


    linked & depending orgs                     internal relations


                                             external relations


                                          results & outcomes
Higher Education: task, processes and
outcomes
What does it mean “university reform”?
•   The actual status of HE in Europe
•   Your environment: a knowledge based society
•   From static organisations to virtual networks
•   Tasks and responsibilities of HE
•   Processes in HE
•   Bologna: the Bachelor – Master reform
•   Quality and Quality Assessment
•   The final need: accreditation
•   A supplement: the ECTS-certificate
•   Your outcome: a restructuring plan
Higher Education: task, processes and
outcomes
What does it mean “university reform”?

• Putting emphasis on responsibility towards

• Being an open minded society

• Meeting the standards

• It is not: drawing another organic structure
Higher Education: task, processes and
outcomes
What does it mean “university reform”?

• Putting emphasis on responsibility towards
     - society
     - students
     - staff
• Being an open minded society
• Meeting the standards
Higher Education: task, processes and
outcomes
What does it mean “university reform”?
• Putting emphasis on responsibility towards
• Being an open minded society
      - open and dynamic continuously learning
            system – process oriented
      - open for quality, quality oriented – a
            continuously improving and innovating
            knowledge management system
      - open for networking – communication and
            multi-disciplinarity
• Meeting the standards
Higher Education: task, processes and
outcomes
What does it mean “university reform”?
• Putting emphasis on responsibility towards
• Being an open minded society
• Meeting the standards: from
     - Quality management to
     - (Self-)assessment
     - Accreditation (= meeting national and
           international standards)
Higher Education: university reform
Main emphasis has to be put on:
• The quality management system and proceses
• Leadership: empowerment and coaching
• (Self-)assessment of:
      - the institution’s culture
      - processes
      - outcomes
• Certification:
      - National (= accreditation)
      - EU: ECTS - CATS
      - International: ISO 9001/2000
University tasks and responsibilities

 Tasks are threefold:

 - Education at academic level

 - Research to support the education

 - Social service to support the community
                                          what is univ reform?

                                                                regular curriculum
                                                                post-graduate training
                                                                Lifelong learning
                                              education         c-learning
                                                                e-learning
    organisational structure                                    ODL
                                                                courses on demand

               finances
                                                                fundamental research

                  HRM                                           applied research
                                                                research projects on demand / contracts
                                               research         project research
buildings and premises         QM in HE                         patenting
                                                                publication
         PR & contacts                                          individual_orgs_netw orks


    internationalisation                                              internal vs external
                                               social service         contracting
    linked & depending orgs                                           financial aspects



                                                internal relations


                                             external relations


                                          results & outcomes
           what is univ reform?

                              regular curriculum
                              post-graduate training
                              Lifelong learning
               education      c-learning
                              e-learning
                              ODL
                              courses on demand



                              fundamental research
                              applied research
                              research projects on demand / contracts
                research      project research
QM in HE                      patenting
                            Lifelong learning
           education        c-learning
                            e-learning
                            ODL
                            courses on demand



                            fundamental research
                            applied research
                            research projects on demand / contracts
           research         project research
QM in HE                    patenting
                            publication
                            individual_orgs_netw orks



                                  internal vs external
           social service         contracting
                                  financial aspects



            internal relations
                       research        project research
       QM in HE                        patenting
                                       publication
                                       individual_orgs_netw orks



                                             internal vs external
                      social service         contracting
orgs                                         financial aspects



                        internal relations


                     external relations


                  results & outcomes
University tasks and responsibilities
                  Education




                  University


 Social service                Research
                  Society
What is university reform?
• What is separating us?
  –   Languages and names
  –   Structures
  –   Entitling of diplomas and degrees
  –   ../..
• What is linking us?
  – The social context: a knowledge based society
  – The assignment: providing academic education and
    social service
  – An open and learning mind
  – Science and literature: windows upon the world
Why: “university reform”?
The social environment is changing
  • Widening of perspectives: region, country,
    continent, world, … Europe
    – Increasing mobility in education and in professional
      activities
    – Virtual networks are growing
  • Social integration
    –   A learning society
    –   Continuous education, Lifelong learning (LLL)
    –   In service training and training plans
    –   Flexible learning systems
    –   Career programming
Why: “university reform”?
The social environment is changing
 • Social and economical concerns: university
   education is expensive. Society requests
   return on investment (ROI)
 • Quality of our work and academic level can
   justify the society’s investment
   - What is the quality of our work?
   - How to measure quality?
   - What are quality indicators?
   - Which standards used for comparing?
   - How to communicate the results
Why: “university reform”?
University environment changed
 The paradigm:
 • University is not a fixed and stable,
   isolated system anymore; no more
   intrinsic authority
 • Talking on values and quality means
   talking on processes and outcomes
 • Processes are not immobile data, but
   continuously changing
“University reform”? A new work
culture and performance assessment
 Focussing on knowledge management, knowledge
   acquirement and knowledge transfer processes:
 - Processes are interactive and cross-boundary
         collaboration and inter-disciplinarity
 - Processes based on mental networks and shared
         goals
         strategic partnerships
 - Virtual networking introduced
         common knowledge management
 It all requires leadership
“University reform”?
  Performance – Based on:

     new corporate culture and

     performance assessment
     Quality management in HE:
    aspects of quality management
•     aspects of quality: core business - cf. EFQM
•     leadership – processes – outcomes
•     what is leadership? - empowerment
•     core business – tasks
•     mission – vision – strategy
•     the company culture
•     flows – bottlenecks
•     ../..
    Quality management in HE :
aspects of quality management – ctd.
 ../..
 •       implementation (quality planning – Q control
         – Q improvement)
 •       quality tools (flow charts – pareto –sun and
         fishbone-diagrams – run charts – histograms –
         scatter plots – control charts)
 •       quality indicators
 •       quality improvement teams (cont.
         improvement)
 •       ../..
    Quality management in HE :
aspects of quality management – ctd.
 ../..
 •       strategic management
 •       benchmarking
 •       process performance
 •       process reengineering: control & breakthrough
         vs. continuous improvement
 •       change management: organisational &
         individual
 •       auditing – self assessment
 •       accreditation – certification
Quality management in HE
     Elements of quality: the EFQM basics
             People                   People
             Management               Satisfaction




                                                               Business Results
             Policy &                 Customer
Leadership




             Strategy                 Satisfaction




                          Processes
             Resource                 Impact on
             Management               Society




               ENABLERS                              RESULTS
    Quality management in HE
      Basic elements of a quality system:
      leadership – processes – outcomes


Enablers
•     leadership
•     processes

Results
•     outcomes
       Quality management in HE
Leadership is empowerment:
Leadership is how leaders:

- visibly demonstrate their commitment to a culture of
  Total Quality Management;
- support improvement and involvement by providing
  appropriate resources and assistance;
- are involved with customers, suppliers and other
  external organisations;
- recognise and appreciate people's efforts and
  achievements.
Quality Assessment in HE
Leadership
    Quality management in HE
Enablers linking leadership to processes
  Policy and Strategy: How the organisation
  formulates, deploys, reviews its policy and
  strategy and turns it into plans and actions.
  Evidence is needed of how policy and strategy
  are:
  - based on information which is relevant and
         comprehensive.
  - well developed.
  - communicated and implemented.
  - regularly updated and improved.
    Quality management in HE
Enablers linking leadership to processes
  People Management: how the organisation
  releases the full potential of its people.
  Evidence is needed of how :
  - people resources are planned and improved;
  - capabilities are sustained and developed;
  - to agree on targets and continuously review
         performance;
  - people are involved, empowered and
         rewarded;
  - people communicate.
    Quality management in HE
Enablers linking leadership to processes

  Resources: how the organisation manages
  resources effectively and efficiently.
  Evidence is needed of how are managed:
  - financial resources
  - information resources
  - supplier relationships and materials
  - buildings, equipment and other assets
  - technology and intellectual property
         Quality management in HE
Processes:    how the organisation identifies,
manages, reviews and improves its processes.

Evidence is needed of how processes are:

•   key to the success of the business;
•   are systematically managed;
•   are reviewed and targets are set for improvement;
•   are improved using innovation and creativity;
•   are changed and the outcomes are assessed.
    Quality management in HE
Processes: framed in a Quality Management System
          Quality Management System

                            –

                        Descriptive
                         Handbook



                        Procedures



               Work instructions, forms and
                    other documents
       Quality management in HE
Outcomes – Business Results

Stepstones to business results:

 - Customer satisfaction     the students
 - People satisfaction       the staff
 - Impact on society         society, professional
                                    entourage
      Quality management in HE
Stepstones to business results

Customer Satisfaction:
what the organisation is achieving in relation to the
satisfaction of its external customers.

Evidence is needed of:
- the customers' perception of the organisation's
    products, services and customer relationships;
- additional actions relating to the satisfaction
    of the organisation's customers.
       Quality management in HE
   Stepstones to business results

People’s Satisfaction:
what the organisation is achieving in relation to the
satisfaction of its people.

Evidence is needed of:
- the peoples' perception of the organisation;
- additional actions relating to people satisfaction.
     Quality management in HE
Stepstones to business results
Impact on Society:
what the organisation achieves in satisfying the
needs and the expectations of the local, national and
international community at large.
This includes the perception of the organisation's approach to
quality of life, environment and preservation of global
resources, and the organisation's own internal measures of
effectiveness. It will include its relations with authorities and
bodies which affect and regulate its business.
Evidence is needed of:
- society's perception of the organisation;
- additional actions of the organisation's impact on society.
       Quality management in HE
Outcomes – Business Results: What the
organisation is achieving in relation to its planned
business objectives and in satisfying the needs and
expectations of everyone having financial interest in
the organisation.

Evidence is needed of:
- financial measurements of the organisation's
   performance.
- additional measurements of the organisation's
   performance.
Quality management in HE
implementation

what is leadership?
- empowerment
- making the organisation’s values
     accepted by all co-operators
- providing means and facilities
    Quality management in HE
     core business – tasks

•   providing academic education
•   research: sustains the academic level of
    education
•   social service: to community, including
    industry and government
     Quality management in HE
       mission – vision – strategy

• mission: why this organisation really exists
• vision: your aims – dreams – to be realised on
            middle long term
• strategy: how to realize the aims

•   action plans:detailed instructions for things to do
•   assessment: internal – external
•   improvement
•   projects
     Quality management in HE
The company culture
A company culture can have different aspects
•   the hierarchical company
                         Social impact
    versus                                Conservative    Innovative
                                             Social         Social
•   the social company
•   the conservative company               Conservative   Innovative

    versus                                 Hierarchical   Hierarchical


•   the innovative company
                                                                Innovation

•   efficient org. quality org.          flexibile org.
            innovative org
    Quality management in HE
  Processes: flows – bottlenecks
• Map process flows, using flowcharts
     Quality management in HE
  Processes: flows – bottlenecks
• Map relations in processes: causes and effects
- Fishbone diagrammes (cause-effect diagr.)


     Men        Machines




Cause                                  Effect


        Means              Materials
    Quality management in HE
  Process flows – bottlenecks
• Map the relations in the processes you’re owning
- Sun diagrammes (sun diagr.)

                 Enrollment

                              Administration
        Other


                   Your
                   Dept.
       Library                    HRM



                  Finances
    Quality management in HE
  Process flows – bottlenecks
• ../..
- Communicate intentions
- Compare information to daily practice


   Process flows – bottlenecks
- Avoid accepting of practical process shortcuts
- Prevent from mixing up in personal interests
- Respect your competitors, tomorrow they can
  become your co-operators
    Quality management in HE
  Implementation
• Implementation needs quality management
   - Quality planning
                           Quality assurance
   - Quality control
   - Quality improvement
• Implementation is introducing changes – Changes
  usually call up for resistance – Use change
  management techniques to overcome resistance
• Apply the PDCA-cycle for all implementation
  phases
• Implementation is not the end, afterwards comes
  improvement
    Quality management in HE
 Quality tools
• Use figures and facts, to avoid gossip
• Use quality management tools and SPC (statistical
  process control) for reporting and visualising
  process data:
   - Flow charts
   - Pareto-analysis
   - Sun and fishbone-diagrams
   - Run charts
   - Histograms
   - Scatter plots
   - Control charts
     Quality management in HE
   Quality indicators – Performance indicators

• Define for each process the quality indicators,
  these are the ultimate descriptors
• Develop measurement methods
• Validate measurement methods
• Define corresponding standards
• Compare reported data to standards
• Act on the difference

  … PDCA
Quality management in HE – Quality indicators
Output indicators used in K.U.Leuven
(from: Kwaliteitszorgonderzoek – Outputindicatoren aan de K.U.Leuven, G. Langouche, 2004)




                                                                                DOCTORAL COM.




                                                                                                                                                                                                    CONSEQUENCE?
                                                                                                                                                        CONGR.CONTR.
                                            PUBLICATIONS




                                                                                                                                         PART. CONGR.




                                                                                                                                                                                  STUDY STAYS
                                                                                                                                                                       PROJECTS
                                                                    CITATIONS



                                                                                                TEACHING




                                                                                                                              SERVICES
                                                                                                                    PATENTS
                                                                                                           AWARDS
                                                           IMPACT
    THEOLOGY & CANON. LAW                                                                                                                                                                             No

    LAW                                                                                                                                                                                               No

    ECON. & APPLIED ECON. SC.                                                                                                                                                                       Yes

    SOCIAL SCIENCES                                                                                                                                                                                 Yes

    PHILOSOPHY                                                                                                                                                                                      Yes

    ARTS                                                                                                                                                                                        planned

    PSYCH. & PEDAGOGY                                                                                                                                                                               Yes

    SCIENCES                                                                                                                                                                                        Yes

    APPLIED SCIENCES                                                                                                                                                                                Yes

    AGRICULTURE & APPLIED BIOL. SC                                                                                                                                                                    No

    MEDICINE                                                                                                                                                                                        Yes

    PHARMACEUTICAL SC.                                                                                                                                                                              Yes

    PHYSICAL FITNESS                                                                                                                                                                                Yes
    Quality management in HE
  Quality improvement teams
• Involve all co-operators in implementation and
  quality improvement actions

• Use quality circles (QC)
• QCs work on continuous improvement actions

• Use quality improvement teams (QIT)
• QITs work on projects – Use project management
  techniques
     Quality management in HE
  Strategic management
• Strategic management is the result of a decision
  making process …
• … allowing to making choices …
• … guided by the aims of the organisation …
   (what do we want to do?)
• … the marginal conditions …
   (what do others expect us to do?)
• … and the available means.
   (which means do we dispose of?)

• Strategic management reconciles the
  organisation’s characteristics and the
  organisation’s mission
    Quality management in HE
  Strategic management
• Strategic management is using SWOT analysis
  - Strengths
  - Weaknesses
  - Opportunities
  - Threats

• Strengths and Weaknesses … describe internal
  characteristics
• Opportunities and Threats … describe external
  characteristics
     Quality management in HE
  Benchmarking
• Benchmarking aims at exploring and identifying
  the best practice that when it is used for
  implementation, is leading to excellent process
  performance
• Benchmarking is a continuous process of
  comparing the own process’ outcomes to those of
  the strongest competitor or to those of the market
  leaders in the corresponding market segment
• Benchmarking: … comparing to the best of class
• Is a three phase process:
      - Investigation and comparing internal processes
      - External auditing; comparing to others
      - Final phase; identifying processes to change
         Quality management in HE –
                Benchmarking
         (from: Internationale context: benchmarking publicatie-output 1993-1999, G. Langouche, 2004)


120000                                                                                      Karolinska Inst.
            No. citations                                                                   Univ. Paris 6
                                                                                            Univ. Edinburgh
                                                                                            Leiden Univ.
100000                                                                                      Univ. Heidelberg
                                                                                            Univ. Munich
                                                                                            Univ. Milan
                                                                                            Univ. Helsinki
 80000                                                                                      Univ. Utrecht
                                                                                            Univ. Amsterdam
                                                                                            KUL Katholieke Univ. Leuven
                                                                                            Univ. Strasbourg 1
                                                                                            Univ. Copenhagen
 60000                                                                                      State Univ. Groningen
                                                                                            Tech. Univ. Munich
                                                                                            Free Univ. Berlin
                                                                                            Free Univ. Brussels (VUB+ULB)
 40000                                                                                      Free Univ. Amsterdam
                                                                                            Catholic Univ. Nijmegen
                                                                                            Univ. Vienna
                                                                                            Univ. Rome 1
 20000                                                                                      Univ. Bologna
                                                                                            Univ. Barcelona
                                                                                            State Univ. Ghent
                                                                 No. publications           UCL Univ. Cath. de Louvain
                                                                                            Univ. Liège
     0
                                                                                            Univ. Athens
     5000      7000     9000   11000   13000    15000   17000    19000   21000      23000   Univ. Antwerp
     Quality management in HE
  Process performance
• Process or system performance is quantifying
  system performance indicators using well-adapted
  system performance metrics

• The Balanced Scorecard is a management system
  allowing an organisation to establish its vision and
  strategy and to translate them into actions
    Quality management in HE
Process performance - Balanced Scorecard

               Customer


                Mission
                                Internal
Financial        Vision
                                Processes
                Strategy


               Learning
              and growth
       Quality management in HE
  Process reengineering
• Process reengineering pursues a complete change
      of the actual process
• Process reengineering is the alternative for
      continuous improvement

 Q-level
                                    Process
                                    reengineering
           Continuous
           improvement




                         Time
       Quality management in HE
Process reengineering
Dichotomous decision table:

 - the process is performant and
      - not outdated  use continuous improvement
      - is outdated  use process reengineering
 - the process is weakly performant and
      - proc. manag. is effective  process reeng.
                                     or benchmarking
      - proc. manag. not effective  process reeng.
     Quality management in HE
Change management
• Change management is a process resolving all types
  of resistance against changes in an organisation
• Change management can be used at two levels:
   - Top level change management  managers
             mainly interested
             in outcomes and financial results
   - Bottom level change management  operators
             mainly interested
             in personal situation and personal profits
    Quality management in HE
Change management
• Change management can be used at two levels:

   - Individual change management
             mainly used at bottom level
   - Organisational change management
             mainly used at top level
    Quality management in HE
Change management


• Change management’s aims:
   - make the organisation understanding the change
              need for efficient communication
   - make the organisation accepting the change
              need for an adequate strategy
   - support the organisational change
              need for additional training
Quality management in HE
auditing – self assessment
• Auditing
     - internal audit: performed by own trained
            staff members

      - external audit: performed by external
             auditors or auditing companies (e.g.
             Loyds, Deloitte & Touche, KPMG)

      - intrinsic audit aiming at accreditation or
              certification; always done by external
              and accredited auditors
Quality management in HE
auditing – self assessment
• Self assessment
      - an organisational internal audit aiming at
             process quality control and
             continuous improvement
      - includes a SWOT analysis: reveals strenghts
             and weaknesses (internal), opportunities
             and threats (external)
      - yields internal support and motivation of
             staff
      - requires explicit senior management support
      - requires training and feedback
     Quality management in HE
Accreditation – certification
• Accreditation
      Used in higher education, for public services
      and for governmental commissions by
      commercial companies
• Certification (e.g. ISO 9001 / 2000)
      Mainly used by commercial companies in
      contractual context
• Quality awards – Ranking
      Voluntary based participation
      Strongly supports Quality Management
             implementation
Quality Assessment in HE
Quality Assessment in HE
Quality assessment: prerequisites
• An operational Quality Management System
• Known and well defined process performance
  indicators
• Validated measurement methods or instruments
• Trained auditors
• Trained quality manager(s)
• ../..
• A lot of goodwill and motivation from all process
  participants: staff and students; graduates and
  external contacts
Quality Assessment in HE
Quality assessment instruments

•   EFQM
•   PROZA
•   balanced scorecard
•   questionnaires
•   SPC
•   audits – internal & external & intrinsic
•   experts’ opinions
•    ../..
Quality Assessment in HE
EFQM: the system
                 People                               People
                 Management                           Satisfaction




                                                                               Business Results
                 Policy &                             Customer
    Leadership




                 Strategy                             Satisfaction




                                      Processes
                 Resource                             Impact on
                 Management                           Society




                   ENABLERS                                          RESULTS



                              INNOVATION & LEARNING
Quality Assessment in HE
PROZA:
a model for quality assessment          9 fields of interest

                     Basic conditions   1.   Leadership
                                        2.   Management and strategy
                     and premises       3.   HRM
                                        4.   Means and co-operation



                     Processes          5.   Core processes


                                        6.   Staff satisfaction
                                        7.   Students’ satisfaction
                                        8.   Society’s satisfaction

                     Outcomes           9.   Performance
Quality Assessment in HE
PROZA: 9 fields of interest:
                    1. Leadership
                    2. Management and strategy
                    3. HRM
                    4. Means and co-operation
                    5. Core processes
                    6. Staff satisfaction
                    7. Students’ satisfaction
                    8. Society’s satisfaction
                    9. Performance
Quality Assessment in HE
PROZA: 9 fields of interest:

                       1. Leadership
                       2. Management and strategy
                       3. HRM
                       4. Means and co-operation
                       5. Core processes
                       6. Staff satisfaction
                       7. Students’ satisfaction
                       8. Society’s satisfaction
                       9. Performance
Quality Assessment in HE
PROZA: 9 fields of interest, subdivided in aspects

1. Leadership
2. Management and strategy   1. Leadership
3. HRM                         1.1 Vision and engagement
                               1.2 Coaching
4. Means and co-operation
                               1.3 Dealing with changes
5. Core processes
                               1.4 External appearance
6. Staff satisfaction          1.5 General management skills
7. Students’ satisfaction
8. Society’s satisfaction
9. Performance
Quality Assessment in HE
PROZA: 9 fields of interest:
Management and organisation

           1.   Leadership
           2.   Management and strategy
           3.   HRM                       1.   Leadership
                                               1.1   Vision and engagement
           4.   Means and co-operation
                                               1.2   Coaching                    Five quality levels of:
                                                                                 1.1 Vision and engagement
                                               1.3   Dealing with changes
                                                                                  1. Quality is individual
                                               1.4   External appearance
                                                                                  2. Initial process thinking
                                               1.5   General management skills    3. Professionalising
Fields of interest
                                                                                  4. Systematic improvement
            Aspects                                                               5. Externally directed and
                                                                                      striving for perfection
                      Q-level indicator
Management and organisation
 1.   Leadership
      1.1    Vision and engagement
      1.2    Coaching
                                              2.   Strategic management
      1.3    Dealing with changes
                                                   2.1    Management
      1.4    External appearance
                                                   2.2    Quality management
      1.5    General management skills
                                                   2.3    Operational management

 3.    Human Resource Management
       3.1   Work force and function
             assignment
       3.2   Competence development
                                              4.    Means and co-operation
       3.3   Staff evaluation
                                                    4.1   ICT management
       3.4   Co-operation and communication
                                                    4.2   Management of premises, safety and environment
       3.5   General management skills
                                                    4.3   Library and learning environment
       3.6   General staff management
                                                    4.4   Sports, culture and social services
                                                    4.5   Administration and logistics
                                                    4.6   Purchase and financial management
                                                    4.7   Partnerships
Core processes

     5.   Core processes
          5.1    Students’ intake management
          5.2    Communication with students
          5.3    Curriculum development
          5.4    Development of courses and course modules
          5.5    Organisation and operationalisation of curriculum
          5.6    Teaching and educational support
          5.7    Learning and tutoring
          5.8    Practical learning experience
          5.9    Internationalisation
          5.10 Assessment and evaluation
          5.11   Graduates’ management and alumni association
          5.12   Post-graduate training
          5.13 Social service
          5.14 Research
          5.15 Development and practicing of arts
Outcomes – Results

6.   Staff satisfaction
     6.1   Function characteristics
     6.2   Co-operation and social climate
     6.3   Workload and development of competence
     6.4   Involvement in management


                          7.    Students’ satisfaction
                                7.1   Student – Teacher interaction
                                7.2   Assessment and evaluation of students
                                7.3   Learning materials
                                7.4   Course programme
                                7.5   Information and advice
                                7.6   Complaints’ handling and participation
                                7.7   Support of study and students
Outcomes – Results
8.   Society’s satisfaction
     8.1   Appreciation by employers
     8.2   Appreciation by graduates
     8.3   Appreciation by strategic partners
     8.4   Appreciation by social and           9.   Performance
           cultural environment                      9.1   Engagement and attitudes of staff
     8.5   Social image                              9.2   Employment of staff
                                                     9.3   Motivation, self-activation and attitudes of students
                                                     9.4   Level of students’ input and of graduates
                                                     9.5   International dimension
                                                     9.6   Employment of graduates
                                                     9.7   Research output
                                                     9.8   Outcomes of social service
                                                     9.9   Result of development and practicing of arts
                                                     9.10 Teaching and study efficiency
                                                     9.11 Market share
                                                     9.12 Finances and infrastructure
                                                     9.13 Dynamics and cohesion
Management and organisation
1.   Leadership
     1.1   Vision and engagement

                                       1.1 Vision and engagements

     1.2   Coaching                       Phase 1. Quality is individual

     1.3   Dealing with changes           Phase 2. Initial process thinking

     1.4   External appearance            Phase 3. Professionalising
     1.5   General management skills      Phase 4. Systematic improvement

                                          Phase 5. Externally directed and striving for perfection
nd organisation

engagement

                  1.1 Vision and engagements
                     Phase 1. Quality is individual

th changes                                               Assessment questions
pearance                                                 1. Question 1, Statement 1
nagement skills                                          2. Question 2
                                                         3. Question 3
                                                         4. Question 4
                     Phase 2. Initial process thinking   5. Question 5
                     Phase 3. Professionalising

                     Phase 4. Systematic improvement

                     Phase 5. Externally directed and striving for perfection
PROZA: questionnaire
1.1 Vision and engagements
   Phase 1. Quality is individual

      1. Are the management executives following the social developments that are relevant for their
         field of study?
      2. Are the management executives giving prove of acquaintance with important trends in
         education and education management?
      3. Do management executives formulate regularly their short term aims?
      4. Do management executives formulate at the occasion of specific assignments or tasks the
         importance they attribute to quality?
      5. Do management executives act consequently in comparison to the worden aims and
         expectations?


   Phase 2. Initial process thinking

      6. Have the management executives communicated their vision to the staff members?
      7. Do the management executives take care for discussing important and new trends in education
         and education management with all staff?
      8. Do the management executives formulate regularly the medium length aims?
      9. ../..
PROZA: questionnaire
1.1 Vision and engagements
        Phase 1. Quality is individual



../..
        Phase 2. Initial process thinking

           6. Have the management executives communicated their vision to the staff members?
           7. Do the management executives take care for discussing important and new trends in education
              and education management with all staff?
           8. Do the management executives formulate regularly the medium length aims?
           9. Is Quality positioned centrally in the vision communicated by the management executives ?
           10. Have management executives explicitely communicated their personal aims to the relevant
               official management bodies in the institution?
../..


        Phase 3. Professionalising

           11. Do the management executives take care that valuable and required documentation and
              analysis results on relevant social developments are made accessible and available for all staff
              members?
PROZA: questionnaire
1.1 Vision and engagements
        Phase 1. Quality is individual

        Phase 2. Initial process thinking

../..
        Phase 3. Professionalising

           11. Do the management executives take care that valuable and required documentation and
              analysis results on relevant social developments are made accessible and available for all staff
              members?
           12. Are management executives themselves participating in external projects, initiatives or bodies
               related to education and education management?
           13. Are management executives involving staff members in the developing of coherent long term
              aims?
           14. Have the management executives developed a clear vision on quality management?
           15. Do the management executives take care for consequent assessment and follow up of the
               accomplishing of the aims that have been put first?
../..


        Phase 4. Systematic renewing and improvement

           16. Do the management executives regularly take initiatives for anticipating new and upcoming
PROZA: questionnaire
1.1 Vision and engagements
        Phase 1. Quality is individual

        Phase 2. Initial process thinking

        Phase 3. Professionalising

../..
        Phase 4. Systematic renewing and improvement

           16. Do the management executives regularly take initiatives for anticipating new and upcoming
               social developments?
           17. Do the management executives regularly take the lead for experimenting and for starting
               innovating initiatives?
           18. Are current aims regularly updated according to new internal or external developments?
           19. Are the principles of quality management (continuous improvement, customer-oriented, quality
               assurance, tuning of processes and tasks, ../..) commonly applied in all processes at all levels
               and in all parts of the organisation?
           20. Are the management executives using system performance indicators in following up the
              accomplishment of their strategic goals?
../..
        Phase 5. Externally directed and striving for perfection
PROZA: questionnaire
1.1 Vision and engagements
        Phase 1. Quality is individual

        Phase 2. Initial process thinking

        Phase 3. Professionalising

        Phase 4. Systematic renewing and improvement

../..
        Phase 5. Externally directed and striving for perfection

           21. Are the management executives externally being accepted as authorities in the development of
               specific professional sectors?
           22. Are the management executives taking the lead and playing a key role in the higher education
               area?
           23. Is the explicited vision of the management executives definitely including a coherent set of
               short, medium and long term aims?
           24. Are the management executives themselves, taking initiatives for involving external experts in
               assessment and evaluation of quality goals?
           25. Are the management executives by all staff members considered to be models in aiming for
               the aims that have been put forward?
Quality Assessment in HE
PROZA: the result of self assessment
After all questions having been answered the score is recorded for each of the phases:
../..
1.1 Vision and engagements                                   No. of   positive   negative   answers
        Phase 1. Quality is individual                                5          0
        Phase 2. Initial process thinking                             5          0
        Phase 3. Professionalising                                    4          1
        Phase 4. Systematic renewing and improvement                  3          2
        Phase 5. Externally directed and striving for perfection      2          3

The highest phase where three positive answers have been recorded,
       without having one negative in the preceding phase, is then
       considered to be the phase where the organisation scores for
       that aspect in the corresponding field of interest.
In this example this is phase 4.
Quality Assessment in HE
PROZA: the result of self assessment
Now the job starts … answering
  all questions (5), …
  for all phases (5), …
  in all aspects (65), …
  in all fields (9), …
that makes 5 * 5 * 65 * 9 = …


a serious and tedious job!!!!!!
Quality Assessment in HE
PROZA: the results of self assessment

1. Leadership
                             1. Leadership                     Scores
2. Management and strategy
                               1.1 Vision and engagement         4
3. HRM
                               1.2 Coaching                      3
4. Means and co-operation      1.3 Dealing with changes          4
5. Core processes              1.4 External appearance           4

6. Staff satisfaction          1.5 General management skills     4

7. Students’ satisfaction
                                           Average score         4
8. Society’s satisfaction
9. Performance
  Quality Assessment in HE
  PROZA: presentation of the results of self assessment
    For making results comparable average values might be
       presented in radar screen-view
                                                           Vision and engagement

                                                                       4

adership                    Scores   General
                                     management    4                                   3
Vision and engagement         4      skills
                                                                                           Coaching
Coaching                      3
Dealing with changes          4
External appearance           4                        4                           4
General management skills     4
                                          External appearance              Dealing with changes

        Average score         4
Quality Assessment in HE
PROZA: presentation of the results of self assessment
                             Scores
                                                  Leadership
1. Leadership                  4
2. Management and strategy     3
3. HRM                         5
4. Means and co-operation      4
5. Core processes              4
6. Staff satisfaction          5
                                    Students’
7. Students’ satisfaction      4   satisfaction
                                                               Means and co-
                                                                operation

8. Society’s satisfaction      5
9. Performance                 4
Quality Assessment in HE
PROZA Quick Scan: an alternative “light” version
PROZA QUICKSCAN


PROZA quickscan makes it possible to conduct a quick and useful
strength-weakness analysis and to determine what aspects need
to be addressed as a priority in order to achieve good and better
results. The results of the PROZA quickscan indicate where
opportunities for improvement can be found.
The 200 statements in the quickscan summarise the PROZA
frame of reference and cover the 9 areas of interest. For each
area of interest, 20 statements assess the global quality level of
the area that is being considered. Area of interest no.5, core
processes, offers 40 statements.
PROZA Quick Scan: an alternative “light” version
PROZA QUICKSCAN
The flowchart of the quickscan proceeds in a generally similar
way as the PROZA self assessment. First, an evaluation group is
made up. In preparation, each member of the evaluation group
checks his/her individual position on the statements as Sufficient
(S) or Must Improve (MI), and as Important (I) or Not Very
Important (NVI).
PROZA Quick Scan: an alternative “light” version
PROZA QUICKSCAN
PROZA quickscan makes it possible to conduct a quick and useful
 strength-weakness




Each combination has its impact on the subsequent proceeding:
 Must Improve and Important: bottleneck; improvement highly recommended; priority
  Must Improve and Not Very Important: room for improvement; non-priority
  Sufficient and Important: provide maintenance; preserve and nourish
 Sufficient and Not Very Important: provide preservation; no further policy attention
          required
PROZA Quick Scan: an alternative “light” version
PROZA QUICKSCAN: statements
PROZA Quick Scan: an alternative “light” version
PROZA QUICKSCAN: presentation of results
PROZA Quick Scan: an alternative “light” version
PROZA QUICKSCAN: presentation of results
PROZA Quick Scan: an alternative “light” version
PROZA QUICKSCAN: presentation of results

				
DOCUMENT INFO
Description: Resource Management Self Assessment document sample