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The quality management system of FH Münster, a German university of applied sciences with 15.000 students, was established ten years ago. The main goal was to systematically foster reflection on quality issues in all faculties. In 2016, the concept was transferred to the level of institutional reaccreditation: A procedure called „cumulative accreditation“ was implemented, including e.g. a public symposium.
On both levels, the author experienced that joint reflection on quality issues may encourage academics to change habits and improve study programmes. However, sometimes desirable changes will not happen. Instead of asking for sanctions and incentives, the article suggests another approach: the creation of learning opportunities for university members.
The article explains how an “Academic Scorecard” may help to build a bridge between operational and strategic management. First, we will have a closer look at the problem of the “strategic gap”, before the basic concept of the Balanced Scorehand is explained. Then, the Academic Scorecard will be introduced and applied to the sphere of internationalisation. We illustrate how a scorecard can be developed and end with some recommendations.
Teaching and learning in international and thus intercultural contexts places special demands on the conception of trainings. The same holds true for online or distance learning. Taken together, both factors – training in an intercultural and online context – pose specific didactic and technical challenges. Against the background of the COVID-19 pandemic all international training programmes under the umbrella of the Higher Education Management Programme at FH Münster –University of Applied Sciences had to be held online. In the article on hand we share our experiences with online training for actors in the higher education area from developing and emerging countries and discuss its specific demands along the lines of common criteria for effective learning.
Basics of Project Management
(2022)