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Major goals set by the university itself are included in the development programmes of the university’s strategy. In addition, the university is obliged to the requirements of regulations and agreements it has signed. At the Ä¢¹½Ö±²¥, quality means operations that aim at achieving the established goals and fulfil relevant standards and requirements.

Continuous quality improvement is an overarching theme for the whole strategy of the university. Our values – openness, trust, quality, and integrity â€“ are fundamental to the working culture of our university community. We think in a fresh way, inspiring one another and encouraging experimental approaches. We appreciate and take advantage of diversity as well as foster interaction and trust. We encourage multidisciplinary collaboration and aim at continuous quality improvement.

Each staff member and student of our university community is responsible for the quality and qualitative development of his or her own actions. We are working together in line with the university’s values, goals, and shared practices. By consistently doing the right things at the right time and in the right way, we will achieve ever better quality.

Quality is a goal-oriented component of the operational culture.



 

Quality management at the Ä¢¹½Ö±²¥

Good quality management is part of all university activities, and it calls for continuous operational development. Quality management is a combination of commonly agreed and shared responsibilities, best practices and procedures, and allocated resources.

The aims, responsibilities and procedures of the quality management system are set out in the university’s quality policy, while the system is linked to the management system and operational steering of our university.

The Rector is responsible for the University’s quality management. The Rector appoints the Quality Management Steering Group and defines its duties. The directors of all university units, the Education Council,the Science Council and community development groups are responsible for the quality of operations in their area and its development in compliance with the University’s management system and delegated responsibilities.

In our daily university life, quality management manifests as different instructions, steering processes, process descriptions, and feedback systems.

Evaluations and quality certificates

The Finnish legislation for universities and universities of applied sciences contain provisions which oblige HEIs to participate in external evaluation of their activities and quality systems.

An essential operational model in quality management comprises continuous and anticipatory development based on feedback and evaluation. The tools applied in evaluation include internal audits and self-assessments as well as external audits conducted by individual experts or expert groups. 

The Ä¢¹½Ö±²¥n participates regularly to the following external evaluation, auditing and accreditation processes.

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Jyväskylä University School of Business and Economics

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