QMI Certification: Higher Education Quality Manager
Professional Faculty: Joshua Fischer, Ph.D.
(Links to Fischer Bio and Online Course Details)
Professional Faculty: Joshua Fischer, Ph.D.
(Links to Fischer Bio and Online Course Details)
Dr. Fischer will apply his many years of experience in
higher education administration and consulting to guide
you through our "online and facilitated self-study" plan.
higher education administration and consulting to guide
you through our "online and facilitated self-study" plan.
Course Narrative: QM for Higher Education Academic Leadership
This course provides academic leaders with experienced insights for the design and development of effective higher
education academic initiatives, the assessment of program curriculum and the development of adult and online educational alternatives.
You'll recieve the management tools to make accurate assessments of service processes, take corrective action, develop
and implement strategic plans, and get impressive results.
Most of us in higher education were not trained to be managers. We have not been trained to think of the end product; rather we have simply been coached to use our knowledge to influence our students. We are motivated by empathies and service, or our mission/vision but often do not focus on the organizational leadership and management skills that are required to consistently deliver great outcomes.
When we use the term quality management, we are not using the word "quality" as an adjective to describe management. Instead we are making quality our driving motivation, and then management being the guidance we provide to people and processes to insure the effective delivery of services - and "keep our promises" to our students and their family members, our staff, board members, accreditors, donors and other constituents.
The human attributes required to manage our outcomes and consistently keep our promises can be organized into attitudes (values) and actions (skills). These values and skills should be taught across the organization. They can unify the organization, focus the service culture and provide professional development so that leaders and managers can mature within the organization. In many management curriculums values are diminished and the emphasis is placed on quantifiable skills. However, it is important that training have a balance of attitude and skills development for the effective delivery of our services. As an example, many of our new workers do not understand or practice "the golden rule" and we must educate them on its importance as a guiding value. Click Here to Read More
Most of us in higher education were not trained to be managers. We have not been trained to think of the end product; rather we have simply been coached to use our knowledge to influence our students. We are motivated by empathies and service, or our mission/vision but often do not focus on the organizational leadership and management skills that are required to consistently deliver great outcomes.
When we use the term quality management, we are not using the word "quality" as an adjective to describe management. Instead we are making quality our driving motivation, and then management being the guidance we provide to people and processes to insure the effective delivery of services - and "keep our promises" to our students and their family members, our staff, board members, accreditors, donors and other constituents.
The human attributes required to manage our outcomes and consistently keep our promises can be organized into attitudes (values) and actions (skills). These values and skills should be taught across the organization. They can unify the organization, focus the service culture and provide professional development so that leaders and managers can mature within the organization. In many management curriculums values are diminished and the emphasis is placed on quantifiable skills. However, it is important that training have a balance of attitude and skills development for the effective delivery of our services. As an example, many of our new workers do not understand or practice "the golden rule" and we must educate them on its importance as a guiding value. Click Here to Read More
