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  1. Metropolia's strategy aims at healthy renewal. As a higher education institution, our strategic intent is to be a bold reformer of expertise and an active builder of the future. We want to strengthen the development of expertise, increase competitiveness and societal impact, and promote Metropolia's unity. We focus on high-quality learning and professional life cooperation. We renew our operating culture and expertise through digitalization and campus development. In terms of RDI and business solutions, we seek growth, especially in impact and external funding. We will achieve our strategic goals with flexible, continually updated learning opportunities, services, and solutions. We offer an environment where our staff, students, and partners can develop their competence and create something new. We build strong networks by international standards. With an open and experimental operating culture, we make society a better place for all. In the future, people in working life will need more and more teamwork and interaction skills. These skills will develop through the studies at Metropolia. At Metropolia, we support an enriching and constructive student-oriented culture in diverse learning environments. Our objective is to create a spark to make students motivated, enthusiastic, and exceed themselves! Enthusiastic learners will develop their professional expertise and take responsibility for their learning. In Metropolia, we believe in work-based collaborative learning and teaching in teams. Teaching is planned, implemented, and assessed together. Our goal is that the Metropolia Learning Track consists of holistic entities and challenging learning experiences supporting the learner's development and professional growth. Learning at Metropolia is student-oriented, students being members of the collaborative team. The rapidly changing world requires lifelong learning and continuous update of skills during the career. Our learning environments, learning objectives, and teaching and assessment methods support high-quality learning, expertise, and future work life skills. Multiple teaching methods are applied to challenge the student to join the shared learning process. In the learning activities, we utilize students' expertise that they bring in. We research and develop learning and teaching methods as well as our learning environments. At Metropolia, learning can be characterized by shared knowledge construction in groups and national and international networks. Our students learn through courageous trials and collaborative development. Besides robust learning in the core disciplines, all the students participate in various multidisciplinary working groups and projects. An example of this is the 10 ECTS Innovation projects in which services, methods, or products are developed together with work-life partners. Metropolia's objective is to develop learning activities and content flexibly, utilizing stakeholders and collaborators' expertise. At Metropolia, high quality is a significant shared value towards which we strive for our operations. There are motivated and development-oriented employees who aim to achieve excellent results in a good team spirit behind high-quality expertise. In order to operate with high quality and to achieve results of high quality, operations must be developed and improved continuously. This is visible in everything done at Metropolia. We want to grow and develop by our strategy today and in the future and thereby create high-quality top expertise at the national and international levels. The quality policy of Metropolia University of Applied Sciences has been described in section 5 of Metropolia's Regulations: "At Metropolia, all operations have a clear purpose and are cost-efficient. They generate high-quality results that satisfy and are valued by the various stakeholders. High quality guides all activities at Metropolia and forms an inherent part of Metropolia's management. Quality development aims to help achieve strategic and operational goals and serve as a continuous development tool. A critical method for improving quality is to assess and document operating practices and results regularly. Assessment, development of operations, and renewal are based on collaborative dialogue. A commitment to continuous development has been made in all operations. Metropolia's quality development is the responsibility of all Metropolia employees about their work duties. Its management is the responsibility of the Managing Director, President of Metropolia. Directors in the Management Group are responsible for their area's operational results and the smooth running, assessment, and development of its operations and the practical implementation of new operating practices and communicating them to the staff and students. Superiors at Metropolia must ensure that their unit operates at high quality and applies Metropolia's quality development practices. Metropolia's education, RDI, and business solutions and the aims, operating practices, follow-up, assessment, and development of Metropolia's services are described in Metropolia's intranet, Tubi. The outcomes and development plans of the core operations are also documented there. To the extent of their duties, all Metropolia employees are responsible for implementing quality policy according to the PDCA cycle of continuous development. Each superior must ensure that their unit operates at high quality and applies the quality policy of Metropolia. Directors in Metropolia's Management Group are responsible for their area's operational planning, smooth running, implementation, assessment, and development and the practical implementation of new operating practices and communicating them to the staff and students. Metropolia's core operations, education, business solutions, research, development, and innovation, quality management is the critical area in which more focus has been placed. In 2016, a quality coordinator was appointed for each core operation. They must carry out quality policy matters even further than before within the core operations. The quality policy is managed by the Managing Director, President of Metropolia. The aim and purpose of Metropolia's quality system are to help achieve the strategic goals and vision of Metropolia. The implementation of Metropolia's strategy, the operations, and the achievement of goals are checked systematically. Operations are developed and improved continuously based on results obtained from the evaluation and feedback systems so that Metropolia caters to its customers' needs in the best possible way. Quality management has been incorporated into Metropolia's strategy, making quality management and strategic objectives systematic and practical. Another objective of the quality system is to systematically create useful information and unify and intensify quality management procedures and operating policies throughout Metropolia. This increases the employees' participation in quality development and helps the creation of a quality culture. Metropolia's quality management process is based on the PDCA cycle principles for continuous development, which are implemented through comprehensive quality assurance and development, based on clear divisions of responsibility and combining all organization levels. According to section 5 of Metropolia's Regulations, Metropolia has a distributed quality system, meaning that all Metropolia employees are, to the extent of their duties, responsible for implementing quality management as indicated in the cycle of continuous development. Each superior must ensure that their unit operates at high quality and applies Metropolia's quality policy. Directors in Metropolia's Management Group are responsible for their area's operational planning, smooth running, implementation, assessment, and development and the practical implementation of new operating practices and communicating them to the staff and students. Quality coordinators were appointed in 2016 for Metropolia's core operations: education, business solutions, and research, development, and innovation. They must carry out quality policy matters even further than before within the core operations. The quality policy is managed by the Managing Director, President of Metropolia. The management and staff are committed to developing quality management, and operations are developed in cooperation with the staff, students, and stakeholders. At Metropolia, the PDCA cycle of continuous development is a spiral process of continuous improvement, aiming at high-quality operations. It guides and develops all operations. Targets are set, and operations are planned. Planning is based on UAS's strategy, analyzed feedback, and the current status and foresight information about the operating environment. Planning relies on both existing research and practical information and any other information obtained from the operating environment. Metropolia has, in recent years, encouraged adopting a culture of experimentation. In practice, this means a shorter planning stage, leading more quickly to implementation. This means that some of the planning occurs only after implementation has already started. As a result, challenges in implementation provide knowledge for further planning.
  2. Metropolia's strategy aims at healthy renewal. As a higher education institution, our strategic intent is to be a bold reformer of expertise and an active builder of the future. We want to strengthen the development of expertise, increase competitiveness and societal impact, and promote Metropolia's unity. We focus on high-quality learning and professional life cooperation. We renew our operating culture and expertise through digitalization and campus development. In terms of RDI and business solutions, we seek growth, especially in impact and external funding. We will achieve our strategic goals with flexible, continually updated learning opportunities, services, and solutions. We offer an environment where our staff, students, and partners can develop their competence and create something new. We build strong networks by international standards. With an open and experimental operating culture, we make society a better place for all. In the future, people in working life will need more and more teamwork and interaction skills. These skills will develop through the studies at Metropolia. At Metropolia, we support an enriching and constructive student-oriented culture in diverse learning environments. Our objective is to create a spark to make students motivated, enthusiastic, and exceed themselves! Enthusiastic learners will develop their professional expertise and take responsibility for their learning. In Metropolia, we believe in work-based collaborative learning and teaching in teams. Teaching is planned, implemented, and assessed together. Our goal is that the Metropolia Learning Track consists of holistic entities and challenging learning experiences supporting the learner's development and professional growth. Learning at Metropolia is student-oriented, students being members of the collaborative team. The rapidly changing world requires lifelong learning and continuous update of skills during the career. Our learning environments, learning objectives, and teaching and assessment methods support high-quality learning, expertise, and future work life skills. Multiple teaching methods are applied to challenge the student to join the shared learning process. In the learning activities, we utilize students' expertise that they bring in. We research and develop learning and teaching methods as well as our learning environments. At Metropolia, learning can be characterized by shared knowledge construction in groups and national and international networks. Our students learn through courageous trials and collaborative development. Besides robust learning in the core disciplines, all the students participate in various multidisciplinary working groups and projects. An example of this is the 10 ECTS Innovation projects in which services, methods, or products are developed together with work-life partners. Metropolia's objective is to develop learning activities and content flexibly, utilizing stakeholders and collaborators' expertise. At Metropolia, high quality is a significant shared value towards which we strive for our operations. There are motivated and development-oriented employees who aim to achieve excellent results in a good team spirit behind high-quality expertise. In order to operate with high quality and to achieve results of high quality, operations must be developed and improved continuously. This is visible in everything done at Metropolia. We want to grow and develop by our strategy today and in the future and thereby create high-quality top expertise at the national and international levels. The quality policy of Metropolia University of Applied Sciences has been described in section 5 of Metropolia's Regulations: "At Metropolia, all operations have a clear purpose and are cost-efficient. They generate high-quality results that satisfy and are valued by the various stakeholders. High quality guides all activities at Metropolia and forms an inherent part of Metropolia's management. Quality development aims to help achieve strategic and operational goals and serve as a continuous development tool. A critical method for improving quality is to assess and document operating practices and results regularly. Assessment, development of operations, and renewal are based on collaborative dialogue. A commitment to continuous development has been made in all operations. Metropolia's quality development is the responsibility of all Metropolia employees about their work duties. Its management is the responsibility of the Managing Director, President of Metropolia. Directors in the Management Group are responsible for their area's operational results and the smooth running, assessment, and development of its operations and the practical implementation of new operating practices and communicating them to the staff and students. Superiors at Metropolia must ensure that their unit operates at high quality and applies Metropolia's quality development practices. Metropolia's education, RDI, and business solutions and the aims, operating practices, follow-up, assessment, and development of Metropolia's services are described in Metropolia's intranet, Tubi. The outcomes and development plans of the core operations are also documented there. To the extent of their duties, all Metropolia employees are responsible for implementing quality policy according to the PDCA cycle of continuous development. Each superior must ensure that their unit operates at high quality and applies the quality policy of Metropolia. Directors in Metropolia's Management Group are responsible for their area's operational planning, smooth running, implementation, assessment, and development and the practical implementation of new operating practices and communicating them to the staff and students. Metropolia's core operations, education, business solutions, research, development, and innovation, quality management is the critical area in which more focus has been placed. In 2016, a quality coordinator was appointed for each core operation. They must carry out quality policy matters even further than before within the core operations. The quality policy is managed by the Managing Director, President of Metropolia. The aim and purpose of Metropolia's quality system are to help achieve the strategic goals and vision of Metropolia. The implementation of Metropolia's strategy, the operations, and the achievement of goals are checked systematically. Operations are developed and improved continuously based on results obtained from the evaluation and feedback systems so that Metropolia caters to its customers' needs in the best possible way. Quality management has been incorporated into Metropolia's strategy, making quality management and strategic objectives systematic and practical. Another objective of the quality system is to systematically create useful information and unify and intensify quality management procedures and operating policies throughout Metropolia. This increases the employees' participation in quality development and helps the creation of a quality culture. Metropolia's quality management process is based on the PDCA cycle principles for continuous development, which are implemented through comprehensive quality assurance and development, based on clear divisions of responsibility and combining all organization levels. According to section 5 of Metropolia's Regulations, Metropolia has a distributed quality system, meaning that all Metropolia employees are, to the extent of their duties, responsible for implementing quality management as indicated in the cycle of continuous development. Each superior must ensure that their unit operates at high quality and applies Metropolia's quality policy. Directors in Metropolia's Management Group are responsible for their area's operational planning, smooth running, implementation, assessment, and development and the practical implementation of new operating practices and communicating them to the staff and students. Quality coordinators were appointed in 2016 for Metropolia's core operations: education, business solutions, and research, development, and innovation. They must carry out quality policy matters even further than before within the core operations. The quality policy is managed by the Managing Director, President of Metropolia. The management and staff are committed to developing quality management, and operations are developed in cooperation with the staff, students, and stakeholders. At Metropolia, the PDCA cycle of continuous development is a spiral process of continuous improvement, aiming at high-quality operations. It guides and develops all operations. Targets are set, and operations are planned. Planning is based on UAS's strategy, analyzed feedback, and the current status and foresight information about the operating environment. Planning relies on both existing research and practical information and any other information obtained from the operating environment. Metropolia has, in recent years, encouraged adopting a culture of experimentation. In practice, this means a shorter planning stage, leading more quickly to implementation. This means that some of the planning occurs only after implementation has already started. As a result, challenges in implementation provide knowledge for further planning. View full university
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