QUALITY ASSURANCE AND LEADERSHIP

Transcription

1 QUALITY ASSURANCE AND LEADERSHIP Lucy Ida Kululanga, PhD, MPH, BScN, RNM Presentation at 1 st National Quality Assurance Conference Sunbird Nkopola, Mangochi 7 th 10 th August 2017

2 Introduction Description of concepts Quality Assurance in Higher Education Leadership Quality Culture Case study - KCN Conclusion

3 Quality Assurance in Higher Education is the systematic review of educational programmes to ensure that acceptable standards of education, scholarship and infrastructure are being maintained (UNESCO). Quality Assurance is an evolving mechanism that ensures that continuous improvement on educational standards to meet or exceed the expectations of educational stakeholders (AASU, 2012) 3

4 Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills. 4

5 1. Visionary thinking 2. Professional conduct 3. Ethical conduct 4. Regular and open communication 5. Innovation 6. Personal example (Role model) (Nel, 2016)

6 A quality culture is: An organizational value system that results in an environment that is conducive to the establishment and continual improvement of quality.

7 Think of a continuum: Slogan Quality as a way of life Adapted from Forbes Insights, 2014

8 Leadership is key to development and sustainability of a culture of quality.

9 efqm.org

10 nist.org

11 Successful Educational Leaders Hold the Key to Unlock a Vision Copyright Allyn &Bacon 2007

12 Quest for Excellence Understanding customer s needs Action to achieve customer s appreciation Leadership - determination to be a leader Involving all people Team spirit to work for common goal Yardstick to measure progress

13 It compels us to move to a more evidencebased model of educational leadership at all levels within tertiary organization (Coolbear, 2011).

14 MACRO DECISION LEVEL (Government/Ministry Leadership Actions MESO IMPLEMENTATION LEVEL (Executive University Leadership Actions) MICRO IMPLEMENTATION LEVEL (Department Leadership)

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16 CASE STUDY KAMUZU COLLEGE OF NURSING

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18 To be a centre of excellence in nursing and midwifery education, research, and services for innovation and entrepreneurship so that it can produce human resources that are innovators for social economic development of this country.

19 To deliver high quality, costeffective nursing and midwifery education including other healthrelated programs to students and other stakeholders through teaching, research, consultancy and community engagement, advance professional growth and to promote the health of the people of Malawi and beyond.

20 Caring Service Diversity Advocacy Life long learning Evidence Interprofession al collaboration 20

21 Quality Assurance Director Quality Assurance and Enhancement Policy Committees: Committee on University Teaching and Learning Heads and Deans Curriculum Teams (ADHOC) Academic Audit and Infrastructure,

22 Leadership will and provision of enabling environment Support to QAD Budget Work plan Advocates for quality Staff involvement Students involvement

23 1. Stakeholders UNIMA Satisfy the needs of whom? EMPLOYER KCN NCHE STUDENT NMCM

24 Working through committee Inadequate human and material resources Large number of students vs inadequate resources Changing policies

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26 As a leader: Commit yourself to a culture of quality. If you really want to be a leader in 21 st century higher education, you need to prepare yourself for a lifetime commitment. A quality culture is not an act you can put on for a few days. True quality culture is a lifestyle. Practice quality culture until it becomes habit.

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28 Thank you for your attention. May God bless you all!