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A Platform for Quality Management in Research Institutes (Part II)


Recent years have particularly strong influence on changing outdated structures and management models in research institutes. Modern research institutes are scientific - research institutions with a market profile - nearly 80% of the funding comes from cooperation with enterprises and research contract activities and services. Research institutes are basic science sector oriented towards cooperation with the economy, applied and innovation research. In order to maintain the existing and establish the new cooperation a high level of quality of operations should be particularly maintain, improve and exhibit. Facing the implementation of more and more advanced research projects, operations requiring rapid response to change, risk analysis, assessed annually by the Ministry of Science and Higher Education - it seems to be appropriate to use the instruments supporting quality assessment. In the proposed triaspects terms, the following scope of activity are emphasized: implemented quality management systems, the area of scientific information and the sphere of cooperation with the customer. The article is a continuation of topics of the first part - the development of issues related to the responsibilities of each Section of proposed Quality Management Platform in research institutes.

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Determinants of Student Governments’ Promotional Activity

Politics , 38 (4), 723–729. 13. Lizzio, A., Wilson, K. (2009). Student participation in university governance: the role conceptions and sense of efficacy of student representatives on departmental committees. Studies in Higher Education , 34 (1), 69–84. 14. May, W.P. (2010). The History of Student Governance in Higher Education. College Student Affairs Journal , 28 (2), 207–220. 15. McFarland, D.A., Starmanns, C. (2009). Inside Student Government: The Variable Quality of High School Student Councils. Teachers College Record , 111 (1), 27

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The impact of leadership styles on innovation management

reticence. International Journal of Leadership in Education , 10, 315–325. 37. House, R.J., & Aditya, R.N. (1997) The social scientific study of leadership: Quo vadis? Journal of Management , 23, 409. 38. House, R.J., Spangler, W.D., & Woycke, J. (1991) Personality and charisma in the U.S. presidency: A psychological theory of leader effectiveness. Administrative Science Quarterly , 36, 364–396. 39. Howell, J.M., & Avolio, B.J. (1993) Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of

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