The main goal of the paper is to introduce the tool which may be useful in the multicriterial decision making process of selecting the best software for integrating the core business operations in the institutions of higher education. The article was divided into three parts. The first one includes an overview of the integrated software systems. It also contains a description of the main university processes which have to be operationalized and rationalized within integrated application. In the second part, the analytic hierarchy decision making method has been proposed as a solution in questioned decision making problem. It is justified why the AHP method is worth applying when considering the optimal solution. The last part of the article presents practical use of the AHP method, which can be easily adjusted to the specific university environment.
On the management structure of higher education an equivalent impact have external interaction as well as the internal determinants. Higher education facilities compete with each other in the regional and global dimension on the free market basis. European universities are evolving into open organizations for the environment. The model of added value creation is changing: in traditional model supply and demand of services were important, nowadays value-added are new stakeholders (business communities, particularly the local ones, local authorities, NGOs), and it is the inclusion of those entities, which, as institutionalized or not, have a real impact on the decisions of institutions of higher education, should be seen as a strategic goal. The autonomy of public universities is in fact limited by law, forcing submission to the pattern established by the state. Despite this, the state has little ability to pursue the assumed educational and science policy. The current structure of management in higher education is not sufficiently clear and unwieldy, and substantive autonomy of universities is lower than in many other EU and OECD countries. The article attempts to answer the question to which extent solutions and experiences of European higher education systems are able to influence the reform process launched in Poland and to identify constraints inside the system which slow this process.
The article proposes an ambidextrous organization adaptation in public universities. The essence of the proposal is to change the organization of HEI of "90 °", i.e. one in which the faculties create an organization axis and research teams the coordination axis to which the roles are reversed. In ambidextrous university faculties are mainly engaged in mass education on the first level and research teams educate elites of students at the level II and III, conducted R&D activities simultaneously. According to the author, this proposal creates conditions for more effective use of human resources in HEIs.
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