Tuzla, January 2007 Anke Brugmann, Philipps-Universitaet Marburg

1

Introduction of ECTS and Modularisation

at the B & H Universities

a matter of change management

Tuzla, January 2007 Anke Brugmann, Philipps-Universitaet Marburg

2

A retrospective of TEMPUS UM_JEP- 18041-2003

What is being changed ? The nature and the process of

change Chances and risks of the process Managing the process

Tuzla, January 2007 Anke Brugmann, Philipps-Universitaet Marburg

3

Learning Outcome Perspective

vs. Teaching Input Centering

academic cultures merge by adopting common formal structures in the system of education and testing

universities shape their profiles by centering on learning outcomes

Tuzla, January 2007 Anke Brugmann, Philipps-Universitaet Marburg

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The Nature and the Process of Change

Wikipedia:

a complex interplay of emotions and cognitive processes

Kurt Lewin: unfreezing – confusion – refreezing

Tuzla, January 2007 Anke Brugmann, Philipps-Universitaet Marburg

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Chances and risks ofmodularisation and ECTS

• transparency• innovation• profile shaping through• self-evaluation• project management

• failure in communicating to faculty the need and the means to make effective use of the new structures

• failure to coordinate the process

• failure to provide the necessary manpower and technical instruments

Tuzla, January 2007 Anke Brugmann, Philipps-Universitaet Marburg

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Main Problem

Universities fall short of centering on the learning outcome issue as the guiding principle. Fear to lose academic culture prevails instead. Remains an unpopular administrative driven process which focusses on formal structural matters.

Tuzla, January 2007 Anke Brugmann, Philipps-Universitaet Marburg

7

B & H goes 5 E

• European compatible and competitive

• Economic output oriented

• Energetic motivated

• Electronic well equipped

• Effective profile shaping

see: http://www.ects.untz.ba/Tempus/reports/harmonization-tuzla.pdf

Tuzla, January 2007 Anke Brugmann, Philipps-Universitaet Marburg

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Who is involved ?

• Rectorate• Administration (academic affairs office, examinati

on office, international office etc.)• Academic boards (senate, …)• individual faculty members as they teach, develo

p curricula, test, adhere to examination boards, advise students etc.

• Information Technology Centre• Marketing and Quality Assurance

Tuzla, January 2007 Anke Brugmann, Philipps-Universitaet Marburg

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Managing the process

• The process requires leadership from the top.• A realistic academic vision for each university must be de

veloped in a well organised communication process that links all partners involved.

• Learning outcomes must be defined on each level of educational programme design.

• The ECTS key features must be implemented in order to support the educational concepts.

• The process is costly and creates new permanent management tasks. The necessary management structures must be implemented at central level and at faculty level.

Tuzla, January 2007 Anke Brugmann, Philipps-Universitaet Marburg

10

Communication and Change

Peter Senge:

Telling – Selling – Testing – Consulting - Co-creating

Tuzla, January 2007 Anke Brugmann, Philipps-Universitaet Marburg

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Thank you

for your attention