Quality links with management and operational management - Häme University of applied sciences
Quality links with management and operational management
Häme University of applied sciences
Visamäki campus from air.

Quality links with management and operational management

Quality links with management and operational management

Description of th​e HAMK management system


A light line organisation supports management at HAMK (Fig 3). As opposed to a conventional line organisation, co-configuration is emphasised in all managerial tasks and operational policies, instead of individual responsibility. Co-configuration is based on renewal learning; learning takes place through planning, modelling, conceptualizing and visualizing. Co-configuration also exploits new technologies and makes it possible to react more quickly to the needs emerging in the operational environment. Another characteristic of HAMK management is combining strategic and HR management to form competence management.

HAMK’s organisation and management as well as responsibilities and decision-making powers are specified in the HAMK Regulations. The highest decision-making authority at HAMK lies with the Board, which is comprised of representatives from the workplace as well as the students, faculty and management of HAMK. The Rector/Managing Director oversees HAMK operations. The schools bear operational and financial responsibility. The Rector is supported by the Board of Directors as well as a Quality and Risk Management Steering Group. Each school has its own Board of Directors.

Figure 3.

​Linking operational ​management with quality management ​ The quality system is part of management and operational management at both the institution and unit level. The framework of operational management (fig. 4) consists of management procedures defined in the HAMK Regulations as well as annual performance agreements and financial plans, which go through all phases of the PDCA cycle during the course of the year. Comprehensive guidelines and specific meeting protocols also augment the link between operational management and the quality system.

Figure 4: Operational management system at HAMK

Implementation as part of operational management

Operational management involves the management of schools and main processes. Main processes are monitored to ensure the balanced development of the institution as a whole in relation to its strategic objectives. Operations are primarily overseen using ordinary management functions (collecting feedback, decision-making, meetings, supervision, performance reviews), operational guidelines and development projects.

Each school manages resources and organises their activities to support the main processes and use resources efficiently. Schools ensure the fulfilment of operational guidelines and collect a majority of the feedback needed in operational management.

Evaluation as part of operational management

The quality, impact and productivity of operations are evaluated and data is collected using several of HAMK’s systems.

The main evaluation data comes from student and customer feedback systems, stakeholder surveys, steering and expert groups and consultative committees. Evaluation data is also found in agreements, in database of Ministry of Education and Culture, student administration system, FUAS cross-evaluation reports, self-evaluation reports, project database, financial administration system, FINHEEC audit reports and meeting memoranda.

Both the financial planning process and performance agreement process involve continuous monitoring of the implementation and annual results analyses. The schools-specific result analyses included in the performance agreement process serve as the basis for corrective measures and performance-based remuneration.

A risk management audit is conducted on each unit on a regular basis. Thematic evaluations and inspections were introduced at the end of 2012.

Some of the main developmental areas in terms of the data production that supports quality assurance are, in particular, producing the necessary analyses and reports required in operational management and ensuring the compatibility of information systems. FUAS’ jointly developed performance indicator includes the performance data of each member of FUAS as well as a comparison with the averages of Finnish universities of applied sciences and data on Haaga-Helia and Metropolia universities of applied sciences. ​

Development as part of operational management

Key development tools are management measures related to the performance agreement with the Ministry of Education and Culture, the administrator’s financial plan, strategy revisions, school agreements, development plans, performance reviews, meeting protocols and development projects. Quality assurance guidelines and descriptions are evaluated each year, based on which the appropriate developmental measures are taken. ​