The European Higher Education Area (EHEA) requires changes in the way universities are managed. It is an opportunity for correcting imbalances whilst at the same time being a challenge that can mark important differences between universities. This study seeks to identify the challenges and information/training requirements of Spanish university management teams in order to facilitate their integration in the EHEA. Methodology: The Delphi study with the participation of 115 chancellors, vice-chancellors, deans and heads of service of Spanish Universities (EUE) and 26 managers of non-Spanish Universities included in European university quality and management agencies (ENE). For preparing the Delphi study questionnaire, two groups were formed using qualitative research techniques: a first discussion group with the participation of 12 Spanish university managers and a second group in which the Nominal Group technique was applied, with the participation of 18 non-Spanish university managers. Results: The most important challenges are improvement in the quality of education and redefinition of each university's strategy. The EUE group considers it necessary to increase coordination between subjects in order to offer a comprehensive education and promote the renovation of teaching methodologies. The ENE group gives priority to the need for professionalizing university management. The information/training requirements of university managers are: quality management, strategic management and change leadership. Conclusions: There is a notable effort to identify how EHEA integration affects the different disciplines but it is less frequent to address the structural changes needed in universities to be able to successfully accomplish this integration. These include improving the quality of teaching and management, for which managers must have the capacity for innovation and change leadership.
This paper has the objective of finding a viable theoretical foundation for Enterprise Information Management (EIM) in World 2.0. The framework of the “Archive-as-Is” is an organization-oriented archival theory. The framework is a declarative model for understanding the archive “as is”, how it has been designed, constructed, processed, manipulated, and managed, and how it has “grown” to be the archive that the organization that generated it, wanted it to be. From the moment of their creation, archives are distortions of reality, only presenting biased images of the past due to the way organizations (and the people) “behave”. Contextualizing (by archivists) will be crucial to “correct” that distortion as much as is possible. The challenge in World 2.0 is to ensure that the organizational archive can be used as a “trusted” resource and be managed in such a way that an organization can survive the challenges of World 2.0. The theoretical framework of the “Archive-as-Is” may be the model that could be used to realize just that.--Spanish:Este trabajo tiene como objetivo encontrar una base teórica viable para la gestión de la información empresarial (EIM) en un Mundo 2.0. El entorno “Archive-as-Is” es una teoría archivística dirigida a la organización. Es un modelo para entender el archivo "tal cual", cómo se diseñó, construyó, procesó, manipuló y administró, y cómo "creció" para constituir el archivo que la organización que lo generó quería que fuera. Desde el momento de su creación, los archivos son distorsiones de la realidad, solo presentan imágenes sesgadas del pasado debido a la forma en que las organizaciones (y las personas) se "comportan". La contextualización (de los archiveros) será crucial para "corregir" la distorsión. El desafío es garantizar que el archivo se pueda utilizar como un recurso “confiable” y se administre de tal manera que una organización pueda sobrevivir a los desafíos de Mundo 2.0. El marco de actuación del "Archive-as-Is" podría utilizarse para conseguirlo.
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The objective of this intervention study was to map instituted and instituting movements present in the work of the Family Health Strategy in the development of their care practices. The theoretical framework is based on institutional analysis, using the schizoanalytic approach. Group meetings were carried out with the staff to discuss how they provided collective care in continuing health education. The study subjects were professionals from the team and students who were engaged in academic activity in the service. The average attendance was twelve people per meeting, and there were a total of eight meetings from March to July 2010. Data were grouped into two immanent strata: the relationships of the team and the relationship with clients. The strata point to the intersection of education and legal institutions and the social and technical division of labor. Collective thinking in groups appeared to be effective in denaturalizing established processes and interrogating places, knowledge and practices.
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