One of the most significant consequence of this situation is the difficult individuation of all the university stakeholders and the definition of their roles in the QMS. Possible university stakeholders are listed below:
- industries and economical subjects
- professional orders
Therefore; QMSs relating to teaching or research are strictly connected with professors involvement in those processes.
But when the focus is on administrative supporting processes the role of professors radically changes: they become the most important and demanding stakeholders; as they are the main users of the service provided. A considerable number of central administration offices (or decentred ones) dedicate to professors support the greater part of their activities.
The â€śGood Practiceâ€ť project; promoted and guided by Milan Polytechnic School since 2000; demonstrated that we canâ€™t even forget that the professorsâ€™ roles change from an university to another: for example there are activities that are completely managed by professors in some university; but that elsewhere are under other structures control. Moreover; sometimes professors decide and execute an activity; while somewhere else they only take a decision; leaving the execution to clerks. Undoubtedly; every university trying to implement QMS has to carefully consider this aspect in order to establish which is the exact role of professors in their organization and to correctly define all the responsibilities. In this case good practices individuation and analysis can help to point out critical elements; while solutions from similar situation can be learned. The investigation described below is just an example of this approach.