Raport końcowy Modele zarządzania uczelniami w Polsce

Modele zarządzania uczelniami w Polsce
Projekt współfinansowany ze środków Unii Europejskiej w ramach Europejskiego Funduszu Społecznego
programmes of studies without prior consent of the Ministry of Science and Higher Education
(11.1).
Thus, the amendments of the Law on Higher Education give HEIs much wider authority in
shaping new programmes of studies, including the launching of totally new, unique programmes.
At the same time the Law requires the senates of HEIs to define the effects of teaching precisely
as well as the means of proving the achievements of these effects. Another important duty is to
create and constantly improve institutional teaching quality assurance system. The legislator has
not provided specific means for achieving quality assurance, leaving it to the autonomous
decisions of HEIs. The only mandatory action is to monitor graduates’ careers (especially three
and five years after graduation) to help to adjust offered programmes to the demands of job
market (13a).
Because of the changes of the Law on Higher Education (accompanied by necessary
executive orders), the institutional management of the educational processes must adjust in:
− planning (starting from the strategy of the whole HEI, strategies of basic organizational units
that should follow national and regional strategies);
− organizing (the implementation of National Qualification Frameworks for higher educations
forces all programmes to readjust to new regulations; so all programmes should go through
a substantial revision);
− leadership/motivating (which includes a necessary process of constant adjustment to the
needs of job market);
− controlling (the creation and improving of institutional quality assurance system should be
accompanied by some pro-quality initiatives).
Because teaching is the most basic operation of any HEI, managing educational processes
must be connected with other modules, including: research, human resources or capital
improvements.
Research process
One of main objectives of recent changes in legislation is internationalization of scientific
research in Poland and strengthening of its position in the world. It will depend on the level of
preparation of Polish HEIs to conduct top research, the resources they will have at their disposal
and their organizational performance.
The efficient management of research activities implies taking into account several key
factors, such as various sources of financing, interdisciplinary character of the majority of research
topics, realization of research by multi-partner systems and consortia and necessity to fulfill more
and more demanding and changing international standards.
Realization of institutional strategy and attainment of assumed objectives demand in the
above mentioned conditions require the existence of efficient organizational structures. Case
studies of European research universities show that there exist highly specialized units dealing
involved in all stages of research process - from project applications through their administration
and reporting up to the valorization of project results. Another important issue is to ensure
consistency of individual research activities with overall institutional strategy; the important role can
be played by councils/committees including both top researchers from given institution and
representatives of stakeholders (industry, social partners etc.).
In the framework of the present Report a model of research management was elaborated.
Two perspectives were taken into account: that of individual researcher/research group and the
institutional one. Twelve sources of financing consistent with the present legislation were identified.
All stages of project preparation and realization were presented. The necessity of taking into
account both successes and failures related with grant applications was stressed. At the
Centrum Badań nad Szkolnictwem Wyższym Uniwersytetu Jagiellońskiego
31-007 Kraków, ul. Gołębia 24
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