Strengthening the embedment of internationalization. supporting those schools in developing a realistic strategic plan for internationalization;
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- Joel Anderson
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2 QIS 2020 aims Strengthening the embedment of internationalization in VET schools, by supporting those schools in developing a realistic strategic plan for internationalization; empowering the international officer(s) to involve co makers like teachers, students, boardmembers, regional partners.
3 Realistic development perspective Self-evaluation of your stage of development: 0. Pioneering teachers 1. International Office(r) 2. Platform Internationalization 3. Community of Professionals 4. International Organization + contextual awareness
4 Culture eats strategy for lunch
5 Culture eats strategy for lunch
6 Context 1: Meaning of internationalisering in your VET school 1. Internationalisation? Not for me! 2. We apply for mobility funding and make sure that activities are organized effectively and efficiently 3. Internationalisation contributes to strengthening the public image of our VET school. 4. We should enable every student and every teacher to gain relevant international experience. Via mobility or in the classroom. 5. International developments in vocational sectors are constantly reviewed on their potential added value for our education. Students, teachers as well as regional partners are actively involved in this.
7 Context 2: Governance culture 1. Top-down! Authoritarian decision making 2. Our decision making structure is organised piramid like. Decisions at the top are operationalised at the lower levels. 3. Our school board sets the goals & does the policy framing; educational teams fill in the content. 4. Decision making is a democratic process. Participation of professionals stimulates ownership. 5. Decision making is a concentric process, organized around shared purpose. Changing realities and advancing insights require dynamic steering.
8 Context 3: Quality assurance in your VET school 1. Quality is any directly noticeable impact. 2. Quality is defined in norms and procedures and contributes to predictability and educational standards 3. Quality is tangible: high scores on - quantitative - achievement indicators and benchmarks. 4. Quality is reflected by engagement of students and teachers. We are a learning organization. 5. Quality is visible in synergie: together-win for all stakeholders involved (students, teachers, management, regional- and sectoral partners).
9 Context Culture Structure Power driven Ego, exploitation Hierarchic culture Compliance driven Stability, certainty Bureaucratic culture Outcome driven Success, competition Achievement culture Community driven Connection, consensus Professional culture Innovation driven Synergie (eco system), breakthrough Open culture
10 Synthesis Stage 1. International Office Stage 2. Platform internationalization Stage 3. Community of Professionals Stage 4. International organization Culture Family - x x x Hierarchic - - x x Bureaucratic - - x Achievement Professional Open Holistic X = In this context it is not possible to realize this organizational structure. - = In this context there will be resistance among those involved, be aware of that. = There is a match between context and organizational structure. + = This context offers extra opportunities. Take this into account, while (re)developing your strategy and organizational structure.
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