High-quality educational activities

Leadership and management support high-quality operation

At our university, good leadership is based on openness, trust, non-discrimination, collaboration, recognition of the individual’s potential, and caring. Our capable, creative and thriving university community provides a fertile ground for the growth of new knowledge and education, which is changing the world through its interaction with society.

Leadership supports high-quality operations. The university has strengthened its academic leadership, and the reinforced management system enables us to monitor quality issues and take action on development targets more systematically. The posts of vice rectors and deans are full-time posts. The vice rectors of the university, the vice deans of the faculties, and the deputy heads of departments are responsiblefor education as well as for research and innovation activities.

The working of the respective management teams of the university, faculties, departments, and independent institutes is integrated into the university’s planning, development, and reporting processes. The vice rectors, vice deans and directors of independent institutes form the university’s Science Council and Education Council. In addition, the faculties and some departments have specific development teams for their education and research activities.

The directors of all units of the university, the Education Council, the Science Counciland the community development groups are responsible for the quality of activities and related development in their own domain in accordance with the university’s management system and delegated responsibilities. The finance and service director and the University Services Management Team are responsible for the quality and development of the university’s administration and services.

“At its best, quality management makes the university community’s daily life easier. It helps make the shared goals visible and standardises procedures in the work community where necessary for high-quality operation. It is important to agree on shared rules for those things that are significant in view of the quality of activities andachieving results.” Hanna-Leena Pesonen DEAN, JYVÄSKYLÄ UNIVERSITY SCHOOL OF BUSINESS AND ECONOMICS

OUR UNIVERSITY COMMUNITY PROVIDES A FERTILE GROUND FOR THE GROWTH OF NEW KNOWLEDGE AND EDUCATION, WHICH IS CHANGING THE WORLD THROUGH ITS INTERACTION WITH SOCIETY.

The university has revised its operational management system and enhanced its knowledge-based management, which has made operational planning and monitoring more systematic. The evaluation and feedback data yielded quality management system are used as a basis for the goal setting and development measures of action plans. The university and units monitor the achievement of goals in units’ annual reports and performance discussions between the Rector and unit management, which make up an important part of informed action and dialogue between the units and the university management. The university’s core activities – research, education, and societal interaction – as well as its work to support these together with related responsibilities are described in the quality manual. The manual combines the university’s strategy, operational requirements, goals, processes and services into a coherent whole. Furthermore, the manual provides an up-to-date view on the university’s operations, supports operational planning and development, enables systematic monitoring, and helps in change management.

“In our university community, striving for good quality is a matter of honour for each of us. The high quality of an organisation is founded on individuals’ actions and is strengthened through a shared culture. This calls for better awareness of quality and quality work and its continuous collaborative development. Good quality is not self-evident in a university, either.” Keijo Hämäläinen RECTOR, UNIVERSITY OF JYVÄSKYLÄ