AD ALTA
JOURNAL OF INTERDISCIPLINARY RESEARCH
that students take interest to, opportunity to participate in
student organizations.
It is stated, that motivational factors are important to both
students and staff. They should be one of the priorities of
effectively run university.
In the management technique by goals the principle of liability
for errors, deviations and all kinds of shortcomings in the
implementation of the objectives are strictly adhered, which
causes the minimization of this kind of cases. The appraisal of
efficiency of the management and work of employees are the
base of payment policy in connection with results which were
gained by organization and tool to improve governing.
10
Management through goals is not a simply process, is not easy to
implement. But view about advantages of management
mechanism for setting objectives, appraisal and integration
personal goals with organizations becomes more common. The
Programs of management by objectives has gained common
acceptation, but they still demand volume of time and energy.
11
“The main goal of the tertiary education in Poland is
contribution in quality of life improvement by creating,
boarding and popularizing knowledge, training skills to use it for
personal and general benefit and influence for raising quality of
public service. The main goal of the tertiary education is also
creative connection between academic environment with global
academic community and intellectual community and also with
domestic and foreign companies and public institutions. The
achievements of polish scholars should have positive influence
on image of Poland in the world. Academies should has impact
on breaking barriers and ethnic prejudice, building positive
relations between people with other nationality, religion and
views.”
12
There under, seeking to realization following strategical goals in
academic management in Poland in prospective to 2020:
13
‘’variety’’, increased diversification of the institution of
tertiary education, in which academies will have different
educational and research missions, is main condition of the
conversion of education and science research quality;
“openness”, academies should open themselves on their
social environment, keep partnership relation and get
signals from environment; Make tertiary education
common currency was the first step to wider opening
college on social environment, but further actions are
needed;
“mobility”, preparation of students to function in global
society and science research development demand
significant augmentation of the scientific and educational
cadre and students; mobility is not understood in only
geographical sense, equally important is institutional
mobility (change of institution where particular person is
employed), between sectors (working in many different
environment, especially in academic and business) and
designing (participation in many different projects and
research teams);
“competition”, is an universal stimulating factor rising
quality and limiting costs.
“efficiency”, limited financial means and increasingly
competitive condition of academy working demands
increasing the efficiency of resource management and
better organization of academy; upcoming demographic
collapse can menace failure many academies, the
improvement should come before it will advent; the
management of the polish public academies has to become
more effective inter alia by using experience and the best
habits from foreign academies;
10
F. Michoń , Organizacja i kierowanie w przedsiębiorstwie, KiW, Warszawa 1981, s.
23
11
W. Goriszowski,
Współczesne koncepcje..., op. cit., s. 26
12
Misja, wizja i cele strategiczne szkolnictwa wyższego w Polsce w perspektywie 2020
roku
, Raport cząstkowy.
13
j. w., s. 7-11
“accountability and clarity”, the basic demand in Europe
towards autonomic academies is their spending means
accountability which are come from country, sponsors and
students and also clarify of management and other
activities of academy; accountability provides effective
using of means and clarify gives stakeholders full insight in
working of academy, who can make decision based on it
(financial support, to make decision to study etc.)
Realization six main strategic goals in academic management in
Poland is intended to contribute in drawing near sector of tertiary
education to European standards.
3 Summary
From experienced a dozen or so last years in Poland deep
transformations are occurring in all areas of the social life which
still are transforming the face of the Polish society. Economic
and social political transformations set their stamp in the sphere
of the widely understood education (also at colleges).
14
The best argument for higher education is a common good. In
the end, everyone has an interest in ensuring that education was
at a high level. Education is a matter of all citizens. The quality
of education is directly related to the level of people's lives:
employers, citizens. A strong education system is the foundation
of civil society, prosperous and democratic.
15
The efficiency of higher education can be assessed in
relation to the three types of educational standards, namely:
of standard software;
of standard of achievements of students (of effects of the
education);
of standard of required qualifications of university teachers,
the organization of classes, the base of the material college,
i.e. the standard of required conditions.
16
Only conditioning supporting the college (financial,
incentive, of management informed for the purposes of the
organization) created both by her alone as well as a
development and proper functioning can cause surroundings
for her.
Literature:
1.
Fulan M.,
Odpowiedzialne i skuteczne kierowanie szkołą,
Warszawa 2006.
2.
Goriszowski W.,
Współczesne koncepcje s zarządzania
i
funkcji kierowniczych w oświacie, Wydawnictwo Wyższej
Szkoły Pedagogicznej Towarzystwa Wiedzy Powszechnej,
Warszawa 2000.
3.
Kaczmarek B., Sikorski Cz.,
Podstawy zarządzania, PWN,
Warszawa 1997.
4.
Karolczuk-
Kędzierska M. (red.), Encyklopedia podręczna,
Kraków 2002.
5.
Komorowski T.,
Prawo oświatowe w praktyce, Wyd. Empi,
Poznań 2003.
6.
Kurzynowski A. (red. nauk.)
Polityka społeczna, globalna
i lokalna, Warszawa 1999.
7.
Michoń F., Organizacja i kierowanie w przedsiębiorstwie,
KiW, Warszawa 1981.
8.
Misja, wizja i cele strategiczne szkolnictwa
wyższego
w Polsce w perspektywie 2020 roku, Ra
port cząstkowy.
9.
Piwowar - Sulej K., Z
arządzanie personelem nauczycielskim
w oświacie, WoltersKluwer Polska Sp. z o.o. Warszawa 2009.
10.
Pomykało W.(red. nauk.), Encyklopedia pedagogiczna,
Fundacja Innowacja, Warszawa 1993.
11.
Świderska G., Rachunek kosztów i rachunkowość zarządcza,
wyd. Stowarzyszenie Księgowych w Polsce.
12.
Ustawa Prawo o szkolnictwie wyższym, art. 94
14
A. Kurzynowski (red. nauk.)
Polityka społeczna, globalna i lokalna, Warszawa
1999, s. 234
15
M. Fulan,
Odpowiedzialne i skuteczne kierowanie szkołą, Warszawa 2006, s. 17
16
K. Piwowar - Sulej, Z
arządzanie personelem nauczycielskim w oświacie,
WoltersKluwer Polska Sp. z o.o. Warszawa 2009, s. 22
- page 18 -