Implementation of a quality system in joint master programmes

Joint master programmes are systems which by default demand a proper quality system in order to sustain and improve. Objective of this thesis is analysing and proposing solutions to difficulties associated with the implementation of a quality management system to joint master programmes, with the focus on international joint master programmes. The application of the analysis to the Erasmus Mundus joint master programme European Master in Quality in Analytical Laboratories (EMQAL) is discussed. QA systems implementation in HEIs in Europe is an ongoing process, and implementation of such systems in JPs is one step further to enhancing quality in higher education in Europe. The issue closely discussed in this thesis is: should QMS be developed independently from the institutions, or should the institutions, when developing their quality management systems, take into account the (future) development of joint courses and prepare their quality procedures accordingly? A quality management system is normally developed for one organization, and different aspects of cooperation are considered within. A joint master programme is a result of successful cooperation of two or more organizations; therefore a development of its quality management system must be approached in a different manner. This thesis proposes a QMS with emphasis both on the HEI and the consortium. Different processes in the QMS can be managed independently at the level of the HEI or at the level of the consortium. Most processes in joint master programmes should be designed in programmes’ and institutions’ QMSs. Quality of a joint master programme cannot be analyzed separately from the higher education institutions which are organizing it. Comparative analysis of organization of one Erasmus Mundus Master programme to the solutions proposed in discussion showed that from all of the aspects considered, processes in EMQAL are organized in harmony with the proposed delegation of processes of the QMS for a joint master programme. The solutions proposed in the discussion are based on theoretical application of the quality principles and concepts. Comparison to the quality processes and procedures in an existing EM programme showed that analysis is applicable in practice.

Intervention for organizational innovation: a case study

This article is intended to report an intervention in a SME of the IT sector, aiming at an organizational change process towards a greater proactivity of employees. The presentation of the case includes the diagnosis, intervention, and the beginning of the implementation of innovation projects, based on an adapted model of third generation large-group organizational change methods. In addition to the steps followed, small-world analysis techniques were used, with the intention of determining the existing communication networks; also, a content analysis of collected success stories was made, in order to suggest strong points for a future organizational culture. The results clarified the desirable characteristics of an intervention method with large groups, adapted to Portuguese companies, and effective in organizational innovation project design. The analysis of the success stories helped to determine the strengths of an orientation for the future, while the use of measures of small-world networks allowed us to analyze the existing informal organization. Although this study does not include the completion of the projects, due to difficulties in the company, it can provide a solid basis for application in future interventions.