Українська   Русский
DonNTU   Masters' portal

Improvement of the documented information of the process Organization of the master's thesis in the direction of preparation Quality Management

Content

Introduction

Currently, the main task of the educational policy of our state is to ensure the modern quality of education based on the preservation of its fundamental nature and compliance with the current and future needs of the individual, society and the state. A large number of established management systems can be distinguished: management of resources, personnel, organization as a whole. The relevance of research in this area is due to a number of reasons: changes in the educational services market associated with changes in consumer requirements; an ever-increasing rate of increase in the volume of knowledge; an increasing dependence between the quality of the services provided by the university and its economic stability.

The quality management system (hereinafter referred to as QMS) of the university is the tool that can significantly improve the efficiency of coordination and control of all processes in the university, increase the degree of rational use of all types of resources and respond much faster to the above changes.

In the process of forming the QMS, it is planned to develop the following documentation:

  1. Organizational structure of the department.
  2. Policy in the field of quality of the structural unit (department).
  3. Quality objectives.

1. Quality Management System

A quality management system (QMS, – ed.) is a set of measures and constantly implemented operations that are used in an organization to achieve the required quality of services or products - what is the result of the activities of this organization.

A quality management system includes the activities by which an organization sets its objectives and defines the processes and resources required to achieve the desired results.

1.1. QMS processes, consumers and other stakeholders in the university

The main consumers of the university are:

  1. Internal consumers: students of higher education programs (bachelors, specialists, undergraduates, graduate students) and secondary vocational education, doctoral students, teaching staff and university staff.
  2. External consumers: consumers of the results of the educational process (employers); applicants; parents and legal representatives of students; R&D customers.

Stakeholders include:

  1. State and municipal authorities.
  2. Educational and scientific organizations of the region, countries and foreign ones.
  3. Organizations and institutions of various forms of ownership.

To ensure the proper quality of the educational services provided in accordance with the requirements of educational standards of higher and secondary vocational education and the implementation of research and development in accordance with the requirements of customers and regulations, the university has defined processes (main and supporting) and types of QMS activities.

The Plan – Do – Check – Act cycle applies to all processes and to the quality management system as a whole.

In addition, actions related to risks and opportunities are planned and implemented in all QMS processes, which creates the basis for improving the effectiveness of the quality management system, achieving improved results and preventing adverse consequences.

Interaction of processes and activities of the QMS presented in the form of consumer-oriented flows.

Management of outsourcing processes at the university is carried out in the following areas:

  1. Recruitment on the basis of combining researchers and faculty members in accordance with the accepted procedure for competitive selection of university researchers and the procedure for competitive selection of faculty at the university.
  2. Organization of internships for students in accordance with the requirements of the procedure for conducting internships for university and multidisciplinary college students.
  3. Provision with energy resources.
  4. Banking services for settlement and cash services.
  5. Inspections by the control and supervision authorities.
  6. Services for QMS certification, accreditation and attestation of testing laboratories in accordance with the accepted procedure for concluding contracts, incl. in relation to state property assigned to the university on the basis of operational management, the regulations for planning the placement of orders for the needs of the university, the procedure for making purchases from a single supplier.
  7. Personnel training is carried out in accordance with long-term plans and the accepted procedure for concluding contracts.

2. Justification of the need to implement a quality management system in the structural unit of the university

Today, one of the effective tools to increase the competitive advantage of the university in the educational services market, improve the quality of training of graduates and the effectiveness of management of the educational institution itself is the introduction of not a formal QMS, but the implementation of a quality management system model implementation that meets the requirements of the international standard ISO 9001.

Justification of the need to implement the QMS:

  1. The presence of a certified QMS is a formal requirement for state accreditation of a university and licensing of a specialty / direction.
  2. A single worldwide approach to the recognition of the QMS compliance with ISO 9001 requirements creates advantages for universities interested in attracting foreign students or in establishing commercial relations with other countries.
  3. The presence of a certified QMS is a guarantee of the quality of the educational process in the eyes of existing and potential consumers.
  4. Effective and efficient QMS is the basis of the competitive advantage of the university, and, as a result, its stable economic position and high level of profit.

The impact of the creation and effective functioning of the QMS in the university and at the department:

  1. The manageability of the university is improving due to the fact that when designing the QMS, responsibility for the implementation of procedures is strictly distributed.
  2. The transparency of the university is increasing in terms of its organizational structure, business processes and functions.
  3. The competitiveness of the university is increasing due to the provision of high-quality education and the production of innovative and demanded scientific developments.

For a more efficient organization of the development and implementation of the QMS in the university, it is necessary to move from top to bottom. However, due to the complexity of the object of consideration, the high inertia of the processes in the university and the high duration of implementation (more than 3–5 years), it seems expedient to develop a model of the quality management system in parallel both at the top management level and in the main structural divisions - departments. This is obvious, since the main potential of the university development is concentrated in the departments. The implementation of the QMS at the department requires less effort and time for the coordination and development of fundamental documents, since the department is a relatively small and close-knit team.

3. Features of QMS implementation at the department

The presence of the QMS at the department, as well as in the university, has basically the same positive aspects, but I would like to highlight some of the features of the creation of the QMS.

To get acquainted with the main provisions of the ISO series standards and the specifics of the development of a model of a quality management system in an educational institution, training should be conducted for all employees of the department, both with the involvement of third-party organizations and on their own. Based on the results of training, all employees must receive certificates and diplomas.

To implement the provisions of the policy and goals in the field of quality, the organizational structure of the department must be formalized. Motivation of employees for more active and high-quality work in the selected areas of activity is carried out on the basis of the provision on stimulating the teaching and teaching staff of the department.

3.1 Building an organizational structure

Let's build an organizational structure for the Department of Quality Management.

Organizational structure is a set of divisions of an organization and their interconnections, within which management tasks are distributed between divisions, the powers and responsibilities of managers and officials are determined.

A department is a structural unit within a faculty, center or institute. She carries out educational, methodological and research activities. The department, together with other departments of the university, prepares students, postgraduates and doctoral students, participates in retraining and advanced training of employees of other enterprises and organizations.

The direct management of the activities of the department is carried out by the head of the department, who, as a rule, has the academic title of professor or an academic degree of Doctor of Science.

Associate Professor – academic title of teachers of higher educational institutions, performing the function of university lecturers; position in higher educational institutions.

Professor – academic title of scientific and pedagogical worker of a higher educational institution.

Senior lecturer is a teaching position in universities that occupies an intermediate position between a teacher and an associate professor.

Figure 1 shows the organizational structure of the department.

Organizational chart of the department

Figure 1 – Organizational structure of the department

3.2 Department policy in the field of quality

The department's policy in the field of quality, which plays a leading role in the provision of high-quality educational services that meet international standards and meet the needs of society and the state in competent human and intellectual resources, scientific achievements.

The main and most important goal of the department is to actively participate in the training of specialists with higher professional education in a wide range of training areas and specialties, to conduct research and development on the basis of a modern, highly developed infrastructure and production environment, with the most active participation of highly competent employees University. Thus, the department intends to contribute to the formation of a highly moral personality and a professionally competent specialist.

The success of the department in educational and research activities is based on their high quality, which means that each employee performs activities in full compliance with the established requirements, which ensures consumer confidence in business abilities.

The department constantly studies, strives to meet and exceed the needs and expectations of current and future consumers of the results of its activities in order to be a reliable and attractive partner.

The business reputation of the department and the effectiveness of its activities are based on the leading role of the management and the priority solution of problems:

  1. Create and allocate the necessary resources.
  2. Motivation and involvement of all employees in quality activities.
  3. Improving the effectiveness of all processes related to the quality of educational activities, research and development and educational activities.

he staff of the department have the necessary competence, they understand the importance and necessity of their activities, they know their goals and how to achieve them. Everyone is responsible for the high quality of their activities, realizing that they are both a consumer and a supplier in relation to other employees.

The department considers the implementation of a quality management system as a continuous process, the result of which is an increasing ability to improve customer satisfaction.

3.3 Objectives of the department in the field of quality

The objectives of the department arising from its policy are:

  1. Improvement of the educational environment of the university, the introduction of modern adaptive computer training software that provides individualization of training.
  2. Ensuring the formation of general cultural and professional competencies of trainees.
  3. Providing an educational resource available to students.
  4. Creation of conditions for the fullest realization of the creative potential of employees, including continuous professional development.

4. The basis of the quality management system

  1. Consumer orientation. The institution depends on its consumers, which include the state, employers, students and their families, other stakeholders and society as a whole. The university must understand their current and future needs, fulfill their requirements and meet their expectations.
  2. Leadership leadership. The university leadership provides directions for activities, creates and maintains an internal environment in which employees are fully involved in achieving the goals and solving problems in the field of quality. The task of the university leadership is not to manage teachers and staff, but to create an environment that makes it possible to maximize the productivity of the specific knowledge and skills of each teacher and staff member.
  3. Employee involvement. Full involvement of all employees enables the university to use their abilities to the advantage, increases responsibility for the quality of educational services provided.
  4. Process approach. The desired result is achieved more efficiently if all activities and resources are managed as a process. This leads to the need for an inventory of all processes of the university, the determination of those responsible for the processes and their documentary regulation.
  5. Systematic approach. Management of interrelated processes as a system contributes to the effectiveness and efficiency of the university to achieve its goals.
  6. Continuous improvement is a constant goal of the university.
  7. Making decisions based on facts. This implies the construction of such a system for collecting information about all aspects of the university's activities and its relationship with the "external environment", which allows you to "measure" both the quality indicators of all basic and supporting processes, and the results of the university as a whole. The data obtained are analyzed for the degree of achievement of the goals defined in the strategic development plan of the university. Based on the analysis, management decisions are made.
  8. Mutually beneficial relationships with partners. The institution and its partners are interdependent, and a mutually beneficial relationship enhances the ability of both parties to create value.

he university considers the following as partners:

  1. Schools, lyceums, technical schools and other institutions of general secondary and secondary vocational education, graduates of which are going to enter the university.
  2. Enterprises and organizations in which university graduates work or will work.
  3. Regional administration, public and other organizations that are interested in cooperation with the university and are partners of the university.
  4. Other universities and abroad interested in cooperation.
  5. Any suppliers of products and services necessary for the university to ensure its functioning.

Conclusions

The state, society, employers, students and their parents are interested in improving the quality of education. At present, most universities in organizing their activities are focused mainly on meeting the requirements of the state, reflected in the state compulsory education standards, and indicators of state certification and accreditation of universities. Both can be considered as regulatory requirements for educational services, the need to fulfill which is a condition for the existence of universities.

Thus, for the effectiveness of the QMS in a higher educational institution, it is necessary to adhere to certain key guidelines in its activities:

  1. High-quality student preparation is the result of the quality of the key processes that make up the activities of universities.
  2. Providing the university with a competitive recruitment of students.
  3. The basis of quality teaching as the design of appropriate curricula and curricula.
  4. Accompanying teaching by active scientific activity of teachers with the involvement of students.
  5. Systematic provision of study of academic disciplines throughout the academic year, while the assessment of the student's knowledge is carried out during training, and not only after completion.
  6. The orientation of universities towards the employment of a graduate in his specialty, since in fact this is the main assessment of his activities.
  7. Focus on effective educational work.
  8. Feedback from alumni, employers, society.
  9. Orientation to lifelong learning.

A quality system that functions effectively can provide evidence to potential customers about what the institution is capable of doing for them. Ensuring a stable output of competent specialists, improving the management structure, increasing productivity, optimizing costs, strengthening the image - strengthens the position of universities in the educational services market in the state. Creation of an efficiently functioning university management system based on a quality management system will significantly increase the level of training of graduates and their competitiveness in the labor market.

References

  1. Липская В.В. Менеджмент системы качества в высших учебных заведениях: состояние и перспективы [Электронный ресурс]. – Режим доступа: https://moluch.ru/conf/ped/archive/21/1817/....
  2. Зачем ВУЗу СМК? [Электронный ресурс]. – Режим доступа: http://new.sibupk.su/university/....
  3. ГОСТ Р ИСО 9000 – 2015 – Системы менеджмента качества. Основные положения и словарь.
  4. ГОСТ Р ИСО 9001 – 2015 – Системы менеджмента качества. Требования.
  5. Формирование системы менеджмента качества и ее внедрение в высшее учебное заведение [Электронный ресурс]. – Режим доступа: https://www.bestreferat.ru/referat....
  6. Система Менеджмента Качества. Начало [Электронный ресурс]. – Режим доступа: https://zen.yandex.ru/media/id....
  7. Менеджмент качества [Электронный ресурс]. – Режим доступа: https://www.kpms.ru/General_info....