Answering the Economic and Social Environment Expectations Role of the Higher Education Institutions for the Development of the Continuing Education. Answering the Economic and Social Environment Expectations Prof. dr. ing. Sorin Eugen ZAHARIA 9 September 2005

Increase of the number and diversification of knowledge based organizations Academic Sector  Research programs for universities and enterprises;  Connection between basic research and applied research;  The need to promote research compared to the interdisciplinary characteristics of the society. Business Sector  A new type of enterprise, named “the knowledge based institution”  Most of its employees have superior qualification – “diplomats”.

What university?  The University flexible, open, with a performing management who responds to the needs of industry, who works with new enterprise = entrepreneurial university. What enterprise?  The enterprise who are open to innovation, who learns and produce itself knowledge = knowledge enterprise Corporative university

Corporative Universities Evolution in the Worldwide

What results?  University-enterprise joint activities,  University entrepreneurial structures. University  Research and dissemination of the results of the research  Education and training  Local and regional development ▪ Technology transfer centers ▪ Continuing education centers ▪ Customized training ▪ Science parks ▪ Incubators for innovative business ▪ Consulting centers ▪ Documentation and information centers Tehnology platforms Industry/local community  SMEs – basic actor in the economic environment  Learning-based organization  Knowledge-based organization  Big companies

Corporative University versus Entrepreneurial University Corporative University  Development and diffusion of necessary knowledge applied for the company policy: Organizational Process; Enterprise diagnosis; Special Research; Company development. Entrepreneursial University  Development and diffusion of fundamental and applied knowledge for the society: for the diagnosis and organizational interaction, it may draw up theories and strategies for the sustainable development.

Corporative University versus Entrepreneurial University Corporative University  Company strategic lever: - Staff training; - Knowledge and know- how supply; - Evolution of structures and mentalities. Entrepreneurial University  Higher strategic lever, in many areas: - Training policies; - Research policies.

Corporative University versus Entrepreneurial University Corporative University  Acknowledged by the company executive board;  Company development engine;  Innovation. Entrepreneurial University  Recognised at international level;  Regional, national, international development engine of the society;  Continuing innovation.

Corporative University versus Entrepreneurial University Corporative University  Very flexible;  Well targeted training; faster adjustment of courses;  Prompt reaction to needs identified within the company. Entrepreneurial University  Flexible  Opened-multidisciplinary training  Faster reaction to the market needs through the “entrepreneurial” structures.

Corporative University versus Entrepreneurial University Corporative University  High quality knowledge;  Less customised education;  More practice training. Entrepreneurial University  Higher quality; higher pedagogical expertise and practice;  Possibility of more customised education;  Less practical activities in training, but more openness;

Corporative University versus Entrepreneurial University Corporative University  Relevant knowledge for short time;  Enterprise funding;  Less expensive. Entrepreneurial University  Practical skills, know-how by continuing training, adapted knowledge; basic knowledge providing grounds for continuing training;  State funding combined with other partners funding;  More expensive.