Strategic Focus

Strategy for Development of WUE

Our University’s statement of the mission and the vision have served as basis for the formulation of our strategy for development. The first document of this type, approved in 2011, presented four major strategic directions of development, namely: the strengthening of the scientific position of our departments and interdepartmental units, continued improvement of the educational offer (particularly the formal support for students with exceptional skills), broadening of cooperation with social and economic partners on the market, and the continued improvement of administrative and managerial qualities of our operation

Within this framework, more than 40 strategic objectives were identified and consequently introduced in the period of 2011–2015. In March 2015, by power of the WUE Senate’s decision (No. R 0000.17.2015), the formal strategy was extended to cover a number of programs for the strategic development of our University, developed on the basis of earlier diagnoses of the most important development problems and barriers faced by the WUE, both in the realm of scientific research and teaching. 

The task of managing the development of new business strategies was assigned to a dedicated body of WUE Committee for Academic Strategy, a team of 11 representatives of research personnel and students. The Committee members represent a wide assortment of our research and teaching departments and other units, including the Partners Club, the Regional Self-Government Research and Development Centre, and associations (the Association of WUE Graduates, and the Business Education Forum). Such composition of the team offered a broader outlook on the general concept of the University’s business strategy, with its intent on reconciling the vital interests of all the stakeholder groups. Our student body also had a tangible impact on the present shape of our strategy. Early drafts of the statement were circulated among our employees for reviews, and evaluated based on survey results. The preliminary design was also consulted with regional employers. Their opinions provided in survey forms offered valuable insight on the soundness of the adopted actions and directions of strategic development. 

The formulation of strategic and business objectives – at each stage of the process – was subject to expert evaluation and consulted with a representative sample of both internal and external stakeholders. Members of the Committee provided comprehensive analyses of the available literature on the market of education, both local and foreign. Based on the results, the Committee adopted subsequent drafts of the strategy, taking into account some of the business performance reviews available from the leading centres of education and research, to serve as a set of best practices in the field and a starting point for the formulation of our University’s own strategy of development.  

The following strategic programs for University development were adopted, based on the results of the above diagnosis:
  • Internationalisation of activities
  • Effective motivation
  • Development of and increased support for research projects 
  • Institutional consolidation
  • Young talents
  • Marketing of the educational offer
The above areas were deemed the most important for the realisation of the WUE mission and vision, and for the continued development of our University. Based on a comprehensive diagnosis of WUE problems, the Committee compiled a list of targets for improvement, and determined the best line of approach to such objectives as the internationalisation of activities, employee motivation for research and scientific advancement, acquisition of research funding from domestic and foreign sources, streamlining of administrative tasks and services, support for the development of young talents, and modernisation of the educational offer to better serve the needs dictated by the changing labour market, both at home and abroad. A detailed list of major objectives identified within the above framework is presented here.

The main assumptions of the adopted strategy are sufficiently detailed and built on the basis of in-depth analyses of WUE performance and barriers to development. They are categorised by program and designed to set the directions of development for WUE on the changing global market of education services. The strategic objectives are formulated with good degree of precision, to make them more applicable in the context of the postulated unity between knowledge and education. This principle is deemed vital for the provision of quality level of education and knowledge to our students, with the intent of helping them better cope with future challenges of vocational life, while at the same time providing them with high status in social dimension. Each of the strategic objectives included in the formal statement was defined based on a unified structural design, making them comparable and better suited for measurement and evaluation purposes. Each of the programs defines specific goals and the associated activities planned within the program’s framework. Constant supervision of the Committee over the strategy realisation processes helps monitor the effectiveness of programs. Members of the Committee are also obliged to consult their decisions with peers and other stakeholders, to ensure effective strategy updates based on analyses of changes in the immediate environment and the market. 

The Internationalization Strategy For WUE

The Internationalization Strategy refers directly to its EU Mission in Wroclaw and to its Vision of Development:


To be a leading centre of creative thought and economic education in our region of Europe(Mission)

The EU shall be a modern unit of education and research, an advisory and opinion-making unit permanently embedded in the regional, national and international area, undertaking activities leading to sustainable development in the sense of social and ethical responsibility, friendly to the staff, students and graduates, and open to all its surroundings (Vision of Development)

The Internationalization Strategy refers to the first (Strengthening of the University’s academic position) and second (Constant improvement of the quality of education while providing favorable conditions for the education of people with outstanding talents) strategic direction of the University’s development.

In terms of strategic direction of development, Strengthening of the University’s academic position, The internationalization strategy directly relates to the following strategic objectives:
  • (4) increasing international activity in the field of scientific research, in particular with regard to increased participation in European research programs and projects;
  • (5) expansion of international cooperation in the field of the exchange of academic staff;
  • (6) promoting international activities and achievements of employees.
In terms of strategic direction, Constant improvement of the quality of education while providing favorable conditions for the education of people with outstanding talents, The internationalization strategy is directly related to the following strategic objectives:
  • Development of a broad and comprehensive education in English at all levels and forms of education and for various types of studies;
  • Intensification of international student exchanges within international programs and bilateral agreements.
The Internationalization Strategy also refers to one of the strategic goals within the strategic direction of development, The development of various forms of cooperation with the social and economic environmentnamely: Obtaining international institutional accreditation.

OPERATIONAL ACTIVITIES IN THE FIELD OF STRATEGIC DIRECTION OF DEVELOPMENT STRENGTHENING OF THE UNIVERSITY’S ACADEMIC POSITION

  • Creating incentives (bonuses) for the organization of international cooperation at the level of departments and institutes;
  • Granting annual prizes / awards from the Rector for activities towards strengthening the university’s position in the international arena;
  • Obtaining international accreditation (both programmatic and institutional), especially including the AACSB (The Association to Advanced Collegiate Schools of Business) and AMBA (Association of MBAs);
  • Constant increase of the number of foreign professors, with their inclusion in the implementation of projects and research programs undertaken by the university;
  • Integration of foreign professors with the university’s academic community (e.g. "open lectures", participation in department seminars, etc.);
  • Gradual increase of the share of Englishlanguage texts in journals published by the university - up to 100% in some of the titles – combined with actions to increase their impact factor in the international arena; especially Argumenta Oeconomica;
  • Cooperation with foreign publishers (patronage, business contracts, etc.);
  • Arranging a system of internships at foreign research centres for young employees;
  • Intensification of scientific cooperation (joint conferences, projects, etc.) with strategic international partners; (a need to define a suitable list);
  • Cooperation with regional and national stakeholders on strengthening the scientific institutions internationally (KRUWOCZ - The Commission for the Promotion of University of Wroclaw, KRUE, the Foreign Commission KRASP, Wrocław Academic Hub, etc.)
  • Expanding the scope of scientific cooperation with "non-university" research centres abroad (research institutes, scientific foundations, international institutions - especially the UN agendas and programs, etc.);
  • Constant increase of the participation of foreign partners (persons, institutions) in research projects under the national (particularly the National Science Centre, National Centre for Research and Development and the Foundation for Polish Science) and the EU system for the promotion of research;
  • Continuous improvement of the Englishlanguage website, substantial expansion and improvement of the Russian and Ukrainian site, and the creation of a Chinese website.

OPERATIONAL ACTIVITIES IN THE FIELD OF STRATEGIC DIRECTION OF DEVELOPMENT OF CONSTANT IMPROVEMENT OF THE QUALITY OF EDUCATION

  • Development of new rules for the LLP Erasmus program (from 2014);
  • Creation of a system for continuous improvement of the level of a linguistic range of courses conducted in English and other languages (both Erasmus and the Englishlanguage programs);
  • Significant extension of the scope of the EDPinEFM, especially its expansion into Eastern Europe;
  • Introduction of studies in English with foreign partners;
  • Expanding the mobility of students within bilateral agreements (especially in cooperation with German, Russian and Ukrainian universities);
  • Actions in favour of the "system of two degrees" with selected foreign universities;
  • Constant improvement of the administration and household service for foreign students;
  • Increasing the internationalization of Management Studies, MBA (existing as well as planned for the start of International Business);
  • Attracting international accreditation (substantive) for selected courses;
  • Introduction (based on European funds) of the system of internships for assistant professors (based on the principle of their incorporation into our range of courses, foreign exchanges and program content).

PROJECTS FOR CONTINUOUS IMPROVEMENT AND MONITORING (CONTROL) OF OPERATIONAL TASKS

  • Development and continuous improvement of the collection and dissemination of information on international cooperation in the field of science (homepage of the University, creation of a uniform system of "post-travel reports" – including back-to-office, newsletter reports);
  • Continuous improvement of the system of information on international cooperation in the  area of teaching (Newsletter for foreign students, leaflets about the offer in foreign languages, etc.);
  • Creating a system of evaluation and monitoring of the effects of internationalization in two areas:
    o Science (in two systems: research and teaching staff, department staff)
    o Teaching;
  • Establishment of the Commission for International Accreditation (within the AACSB and AMBA);
  • Continuous improvement of the organization and operation of the Office of International Cooperation, and creation of a central service point for international students in the International Relations Office.

© 2014 Wrocław University of Economics
close
Our site uses cookies.
Read how to disable cookies. I understand