Introduction of ECTS and Modularisation at the B & H Universities

1. Introduction of ECTS and Modularisation at the B & H Universities a matter of change management Anke Brugmann, Philipps-Universitaet Marburg

2. A retrospective of TEMPUS UM_JEP- 18041-2003 • What is being changed ? • The nature and the process of change • Chances and risks of the process • Managing the process Anke Brugmann, Philipps-Universitaet Marburg

3. Learning Outcome Perspective vs. Teaching Input Centering • academic cultures merge by adopting common formal structures in the system of education and testing • universities shape their profiles by centering on learning outcomes Anke Brugmann, Philipps-Universitaet Marburg

4. The Nature and the Process of Change Wikipedia: a complex interplay of emotions and cognitive processes Kurt Lewin: unfreezing – confusion – refreezing Anke Brugmann, Philipps-Universitaet Marburg

5. transparency innovation profile shaping through self-evaluation project management failure in communicating to faculty the need and the means to make effective use of the new structures failure to coordinate the process failure to provide the necessary manpower and technical instruments Chances and risks ofmodularisation and ECTS Anke Brugmann, Philipps-Universitaet Marburg

6. Main Problem Universities fall short of centering on the learning outcome issue as the guiding principle. Fear to lose academic culture prevails instead. Remains an unpopular administrative driven process which focusses on formal structural matters. Anke Brugmann, Philipps-Universitaet Marburg

7. B & H goes 5 E • European compatible and competitive • Economic output oriented • Energetic motivated • Electronic well equipped • Effective profile shaping see: http://www.ects.untz.ba/Tempus/reports/harmonization-tuzla.pdf Anke Brugmann, Philipps-Universitaet Marburg

8. Who is involved ? • Rectorate • Administration (academic affairs office, examination office, international office etc.) • Academic boards (senate, …) • individual faculty members as they teach, develop curricula, test, adhere to examination boards, advise students etc. • Information Technology Centre • Marketing and Quality Assurance Anke Brugmann, Philipps-Universitaet Marburg

9. Managing the process • The process requires leadership from the top. • A realistic academic vision for each university must be developed in a well organised communication process that links all partners involved. • Learning outcomes must be defined on each level of educational programme design. • The ECTS key features must be implemented in order to support the educational concepts. • The process is costly and creates new permanent management tasks. The necessary management structures must be implemented at central level and at faculty level. Anke Brugmann, Philipps-Universitaet Marburg

10. Communication and Change Peter Senge: Telling – Selling – Testing – Consulting - Co-creating Anke Brugmann, Philipps-Universitaet Marburg

11. Thank you for your attention Anke Brugmann, Philipps-Universitaet Marburg