1. http://eacea.ec.europa.eu/tempus/index_en.php AQARA Conference 16-17 June 2011 Cardiff QUALITY AND LEADERSHIP Professor Alfredo Moscardini

2. http://eacea.ec.europa.eu/tempus/index_en.php The Leadership Project Partners CoordinatorUWIC EU Partners, Bari and Ionia MEDA Partners, Fayoum, Ain Shams, AUC in Egypt King Hassan 2, SIST and Cadi Ayyad in Morocco MUBS and BAU in Lebanon and Souuse and Sfax in Tunisia Also the Leadership Foundation, Magna Charta Association of Arab Universities and the Arab Network of QA Agencies

3. http://eacea.ec.europa.eu/tempus/index_en.php The Leadership Project Objectives The main objective of this project is to improve leadership, governance and management of MEDA region higher education and converge it with that of EU universities Network for Leaders E-learning for Aspiring Leaders Masters for Potential leaders Woman’s Club - WHEEL

4. http://eacea.ec.europa.eu/tempus/index_en.php Outline What is Quality What is its relationship with Leadership

5. http://eacea.ec.europa.eu/tempus/index_en.php Pyramids of Aj-Jisah

6. http://eacea.ec.europa.eu/tempus/index_en.php Quality Assessment Very POOR Why

7. http://eacea.ec.europa.eu/tempus/index_en.php Quality Assessment What was the purpose of these Pyramids? To preserve the mortal remains of the Pharoah so he could be united with his spirit Complete failure Robbed within two or three hundred years

8. http://eacea.ec.europa.eu/tempus/index_en.php Alternative Some believe that his pyramid at Giza was built by slaves but this is not true. One hundred thousand people worked on it for three months of each year for a hundred years. This was the time of the Nile's annual flood which made it impossible to farm the land and most of the population was unemployed. He provided good food and clothing for his workers and was kindly remembered in folk tales for many centuries

9. http://eacea.ec.europa.eu/tempus/index_en.php Alternative It is conceivable that by bringing together so many people and giving them a common goal, that of making a mountain, a national identity is forged in their hearts. From Upper and Lower Egypt communities would have got to know each other and a common bond would have been manifest in the object of the pyramid

10. http://eacea.ec.europa.eu/tempus/index_en.php Quality Assessment Purpose – to unite a Nation Success great Civilisation for 3000 years Quality Assessment 9 out of 10

11. http://eacea.ec.europa.eu/tempus/index_en.php Second Alternative Many pyramids were built that collapsed. Most famous one is called the Bent Pyramid

12. http://eacea.ec.europa.eu/tempus/index_en.php Second Alternative Purpose – to create an enormous edifice that would last thousands of years Secret is in the angle of slope Very successful – good Quality

13. http://eacea.ec.europa.eu/tempus/index_en.php Lessons Quality is a concept that does not exist by itself. It is linked with purpose Before one can speak of quality, one must examine purpose

14. http://eacea.ec.europa.eu/tempus/index_en.php Zen and the Art of Motorbike Maintenance Persig compares his approach to life to his friend who chooses not to learn how to maintain his expensive new motorcycle. He simply hopes for the best with his bike, and when problems do occur he becomes frustrated, and is forced to rely on professional mechanics to repair it. In contrast, Persig has an older motorcycle which he is usually able to diagnose and repair himself through the use of rational problem solving skills.

15. http://eacea.ec.europa.eu/tempus/index_en.php Quality Quality is, like beauty, held in the eye of the beholder. Quality is a subjective phenomenon that is the emergent emotion resulting from the combination of perception and expectation. The feeling of high quality occurs when perception exceeds expectation; the feeling of low quality occurs when perception does not meet expectation.

16. http://eacea.ec.europa.eu/tempus/index_en.php NISSAN When a Nissan car comes off the production line there is no quality check Quality is already in the process Quality control is DEVOLVED to the workers

17. http://eacea.ec.europa.eu/tempus/index_en.php NISSAN and MAINTENANCE What is your machine maintenance plan Nissan machines do NOT breakdown Continuous monitoring and maintenance

18. http://eacea.ec.europa.eu/tempus/index_en.php NISSAN What you cannot measure, you cannot control

19. http://eacea.ec.europa.eu/tempus/index_en.php HIGHER EDUCATION What is the purpose of a University?

20. http://eacea.ec.europa.eu/tempus/index_en.php HIGHER EDUCATION

21. http://eacea.ec.europa.eu/tempus/index_en.php HIGHER EDUCATION Three Examples

22. http://eacea.ec.europa.eu/tempus/index_en.php Plato’s Academy The Academy was founded by Plato in 387 BC in Athens. Aristotle studied there for twenty years (367 BC - 347 BC) before founding his own school, the Lyceum. Though the Academic club was exclusive, not open to the public, it did not charge fees for membership. The school did not have any particular doctrine to teach; rather, Plato posed problems to be studied and solved by the others.

23. http://eacea.ec.europa.eu/tempus/index_en.php Plato’s Academy Plato was training “leaders” Professor - Facilitator

24. http://eacea.ec.europa.eu/tempus/index_en.php The Ivory Tower

25. http://eacea.ec.europa.eu/tempus/index_en.php Wilhelm von Humboldt A German philosopher, government functionary, diplomat, and founder of Humboldt Universitat in Berlin. He is especially remembered for important contributions to the theory and practice of education. In particular, he is widely recognized as having been the architect of the Prussian education system which was used as a model for education systems in countries such as the United States and Japan.

26. http://eacea.ec.europa.eu/tempus/index_en.php Humboldt University Humboldt’s educational ideal was entirely coloured by social considerations ‘the education of the individual requires his incorporation into society and involves his links with society at large’ the individual is not only entitled, but also obliged, to play his part in shaping the world around him

27. http://eacea.ec.europa.eu/tempus/index_en.php Modern University UWIC

28. http://eacea.ec.europa.eu/tempus/index_en.php Quality The quality of these establishments would be measured by the outcomes – which are all different We need GENERAL PRINCIPLES

29. http://eacea.ec.europa.eu/tempus/index_en.php General Principles Spotlight – Floodlight Lead and Manage – Inspire and Capture Told to – Just do Must do – Want to Managing – Enabling Fix it – Cure it

30. http://eacea.ec.europa.eu/tempus/index_en.php Spotlight - Floodlight Fire-fighting and symptomatic problem management together with reacting quickly to fix business problems to address so called “external market pressures” and decreasing “time-to-market” can lead to detracting from management focus and achieving real results for the whole organization.

31. http://eacea.ec.europa.eu/tempus/index_en.php Told to – Just do Managers should be nurturing an environment that stimulates the shift from “Told to” to “Just do”, where we have a highly empowered and motivated process team that takes pride in their work, team achievements and performance without being told to.

32. http://eacea.ec.europa.eu/tempus/index_en.php Lead and Manage – Inspire and Capture Let's wake-up to the idea of “Inspiring” and “Captivating” people as opposed to “Leading” and “Managing” them. In some Eastern philosophies there's the idea of the ruler that abdicates his power and leaves the people to just "get on with it" ― he is the most successful ruler, who in return receives love, admiration and devotion from his people. When people are happy and have a good sense of well-being and appreciation they are also more productive.

33. http://eacea.ec.europa.eu/tempus/index_en.php Must do – Want to Managers should be facilitating the shift from “Must do” to “Want to” in terms of motivation and engagement. Nobody likes to be forced to do anything, and quite frankly why should they be forced? People need a Shared Vision of the future, which they can believe in and agree to before they will genuinely want to contribute.

34. http://eacea.ec.europa.eu/tempus/index_en.php Managing - Enabling As a management team we must make the overarching shift from “Managing” to “Enabling”. This can be manifested in various ways, for instance: the manager as coach. It is the role of the manager to "Enable" not to "Manage"..

35. http://eacea.ec.europa.eu/tempus/index_en.php Fix it – Cure it It is not so much a question of fixing problems, which has undoubtedly been the priority for many managers over the past decade, it is more a question of curing those problems ― so that they do not come back to haunt our children.

36. http://eacea.ec.europa.eu/tempus/index_en.php The Leadership Project The issues of Quality raised during this presentation will form the basis for the Leadership training during the project