Theory and Practice of Quality Management in Lifelong Learning at a Public University

2018 ◽  
Vol 8 (2) ◽  
pp. 49-73
Author(s):  
Petr Adamec

The core issue of this paper is a quality in the lifelong learning. The aim of the contribution is to describe the area, level and dimensions of quality in a wide range of lifelong learning programs, respectively of further education, which are realized in the sense of § 60 and 60a of the Higher Education Act. The content of the paper also focuses on the theoretical and practical starting points of the quality phenomenon, both from the historical point of view and especially from the perspective of the current focus and concept of university policy in the European and Czech region. The paper also presents the results of a survey focusing on approaches to the quality assurance systems in the concept of components at selected public university.

The Oxford Handbook of Lifelong Learning is a comprehensive and interdisciplinary examination of the theory and practice of lifelong learning, encompassing perspectives from human resources development, adult learning, psychology, career and vocational learning, management and executive development, cultural anthropology, the humanities, and gerontology. Individual chapters address the most relevant topics on the subject, including: continuous learning as it relates to technological, economic, and organizational changes; developmental theories and research, models of lifelong learning, and the neurological bases for learning across the lifespan; examples of learning programs, tools, and technologies, with a focus on corporate programs and business education; international perspectives on lifelong learning and learning across cultures; and assessment of learning needs and outcomes.


2016 ◽  
pp. 1511-1548
Author(s):  
Anita Mörth

This chapter gives an overview of quality management activities in German universities engaging in lifelong learning. Projects funded within the German-wide funding competition “Advancement through Education: Open Universities” aim to open universities to lifelong learning and to increase permeability between vocational and academic pathways. They range from development of concepts for part-time courses, further education and blended learning study formats to new kinds of cooperation with institutions outside university. Quality management activities have to be developed and implemented in all projects. The chapter presents the findings of an action research process including a quality management workshop with different universities involved in the funding competition and the resulting recommendation paper, complemented by a document analysis, which show the variety of quality assurance and quality management activities within academic continuing education in German higher education.


Author(s):  
Anita Mörth

This chapter gives an overview of quality management activities in German universities engaging in lifelong learning. Projects funded within the German-wide funding competition “Advancement through Education: Open Universities” aim to open universities to lifelong learning and to increase permeability between vocational and academic pathways. They range from development of concepts for part-time courses, further education and blended learning study formats to new kinds of cooperation with institutions outside university. Quality management activities have to be developed and implemented in all projects. The chapter presents the findings of an action research process including a quality management workshop with different universities involved in the funding competition and the resulting recommendation paper, complemented by a document analysis, which show the variety of quality assurance and quality management activities within academic continuing education in German higher education.


2020 ◽  
Vol 10 (1) ◽  
pp. 18
Author(s):  
Dorota Kuchta ◽  
Stanisław Stanek

The definition of the success of research projects implemented at public universities is far from being unequivocal. The success of a research project has to be in line with both the public university’s and the funding institution’s policies, as well as with the personal objectives and ambitions of the researchers. Once the success definition for the research project has been determined, the strategy of implementation must be defined. The omission of this step may result in effort lost (public money, time, enthusiasm, etc.) after being directed toward objectives which do not fit with either the public university’s or the funding agency’s policies, nor with the researchers’ personal objectives. This paper discusses this problem and proposes a model where simulation is used to choose the project strategy that best fits the selected research project success definition in the context of the policy of a given public university, the preferences of its researchers, and the policy of the funding agencies. The model is illustrated by means of a case study—a real world research project implemented at a public university in a European country, where the policy of subsidizing public universities has been changing both very regularly and in a highly unpredictable manner. It is shown how various project strategies can lead to multiple project outcomes, which are then evaluated in different ways depending on the point of view of public university policy or of the researchers, the funding agencies, and/or society. The main conclusion is that applying simulation to a research project before it starts may contribute significantly to the optimization of time, effort, and resource usage with the objective of project success maximization in the context of public university policy and the objectives of the researchers.


2020 ◽  
Vol 20 (3) ◽  
pp. 122-132
Author(s):  
AM Hosnjak ◽  
B Ilic ◽  
B Kurtovic ◽  
Ficko S Ledinski ◽  
M. Smrekar

AbstractIntroduction: European gerontological research confirms that accelerated aging of the population will lead to a pronounced occurrence of target groups of functionally capable older people. Lifelong learning is a tool that enables an active post-retirement period in order to enhance cognitive mental capacities, prevent dementia, and overcome the intergenerational gap. The aim of this paper is to develop strategies in the field of lifelong learning for older adults through SWOT analysis.Methods: A qualitative study on lifelong learning for older adults was conducted during the month of November 2019 using 4 SWOT matrices which were subsequently analyzed and integrated into one common matrix. Four strategies were developed based on this template.Results: The analysis of the SWOT matrix showed that lifelong learning contributes most to a sense of belonging, prevention of social isolation, prevention of dementia, and better personal satisfaction. The biggest obstacles for older people when it comes to participating in lifelong learning programs are finances, physical illness, and a lack of understanding from their family members and the wider society for this kind of activity.Discussion: Lifelong learning contributes to a long-term maintenance of cognitive processes of participants involved in education processes. Lifelong learning provides the opportunity to promote older people’s health regardless of the formal education they received in early adulthood.Conclusion: Learning and further education are not only the indicators of active aging, but also a need for older people to master new tools so that they can actively participate and contribute to the society.


2011 ◽  
Vol 8 (3) ◽  
Author(s):  
Joyce Martin ◽  
John Brown ◽  
Jean MacDonald ◽  
Meg Gain

In 1992 the Further and Higher Education Act created the English further education sector by taking colleges out of LEA control and bringing into existence the Further Education Funding Council (FEFC). As in higher education (HE), similar funding arrangements exist for further education in Scotland, Wales and Northern Ireland.DOI:10.1080/0968776000080302 


2021 ◽  
Author(s):  
Alice Lefebvre ◽  
Vera B. Bender ◽  
Luzie Schnieders

<p>Many institutes have equal opportunity or gender equality officers. They are usually responsible to ensure that equal opportunity and gender equality laws are applied at their institute but also offer local support. The actions from these officers might greatly help to improve equal opportunities and gender equality.</p><p>At MARUM – Center for Marine Environmental Sciences, University of Bremen, Germany, a collective of three women was elected in January 2019 as decentralised women’s representatives. Our overarching goal is to advice and support all scientists and students at MARUM, as well as the director and committees, in the implementation of the legally-fixed gender equality duty (<em>Bremisches Hochschulgesetz</em> / Higher Education Act of the State of Bremen). As such, we have implemented several actions to promote gender equality at MARUM.</p><p>With the present contribution, we would like to present the activities with which we have been engaged and discuss how successful they were, in order to help other gender equality officers in their role. We also hope to hear about other successful actions that have been implemented in order to broaden our actions. Generally, we would like to discuss ideas of useful future actions and exchange with colleagues in this field. A long-term goal is to create a repository of actions which can be taken by equal opportunity and gender equality officers.</p><p>Our actions were implemented at a range of levels: directly with the women from MARUM (e.g. network meetings, support in case of conflict, pregnancy checklist), sensibilisation (e.g. invited talk on gendered wording in job advertisement, workshop on writing letters of recommendation, screening of “Picture a Scientist”), institutional (e.g. bi-annual meeting with director, meetings with the other gender equality actors at the university), monitoring (e.g. analysis of the gender of job applicants and selected candidates).</p><p>Most actions are very beneficial and well received. We feel it is profitable to act at these different levels, to provide support directly to the women, but also to inform a wide range of actors on gender inequalities. The resources we have at MARUM allows a funding of some activities, which is particularly useful. Because we are scientists ourselves, we have a good and productive exchange with the other women on a peer level. We are greatly encouraged and supported by the fact that people in leadership positions take us seriously and carefully listen to our opinion and feedback. A difficulty which we encounter is that, although the position of women’s representative is officially recognised by the law, we are not given specific time for it. Therefore, the work that we do as gender equality officer is done in addition to our scientific work.</p>


Sign in / Sign up

Export Citation Format

Share Document