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Skoda Auto University
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Individual Members (15)
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Last updated: 12/2/2019
Skoda Auto University
Member Institutions by Region -- ACBSP Regions: International Council - Region 8
General Information
Na Karmeli 1457
293 01   [ Map ]
420-326-823-113 (Fax)
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Czech Republic
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About This Member
  Bacc/Grad Degree
  Yes
  A - Fully Accredited
  2014
  10 Years
  Ms. Lenka Stejskalova
  Vice-Rector - International Relations & Head and Professor - Dept. of Languages
  Dr. Pavel Strach
  Professor
  No
  Standard 1: Leadership

The university's entire leadership structure supports the business program aligned with the vision of the institution and the parent company to build an internationally recognized institution of higher education.
Categories: Approach, Deployment

The top two visionary leaders of the institution (Rector and the Director) are compassionate, committed and process oriented leaders. They are in contact with students through class room teaching.
Categories: Deployment, Results

3. Strong Academic Board and Faculty Senate with 1/3 of members composed of external experts coming from higher education and corporate environment.
Categories: Approach
Verified: This Strength was verified on site.

Criterion 1.2

The Wine for Blood initiative which was supported by the Director financially and Labor and Student Unions are an example of the presence of strong impact on society of the university services and operations.
Categories: Approach, Deployment
Verified: This Strength was verified on site.

Standard 2: Strategic Planning

Skoda Auto has developed a Long-term Strategic Plan (2011-2015) which is revised every year to account for the changes in the environment and National Accreditation Body requirements with key measures. This is in line with the strategic direction given by Skoda Auto, its parent company for 2011-2018.
Categories: Approach
Verified: This Strength was verified on site.

In keeping with the strategic objective of the University and in compliance with the Czech Ministry of Higher Education requirements to function as PhD granting institution Skoda University has positioned itself to be included in a list of research organizations created by the Research and Development Council of the Czech Republic.

This positioning will allow Skoda to get potential public and private funds for research.
Categories: Approach
Verified: This Strength was verified on site.

Criterion 2.1

Criterion 2.1

The main guiding document for developing the Skoda Auto University strategic plan was the strategic direction (2011-2018) provided by its parent company Skoda Auto, which emphasised growth strategies for the university. Aligned with the strategic direction a separate long-term plan, the "Long-term Strategic Plan (2011-2015) of SKODA AUTO University' was developed as required by the Czech Ministry of Education, Youth and Sports, identifying a number of strategic areas with detailed explanations to focus upon, which includes (1) Degree programs and education development (2) Research and creative activities (3) Information systems (4) Personnel development (5) Internal quality assessment and support of excellence (6) Organisation and management of a private university and (7) Financial objectives. During the site-visit the visiting team has found that the leadership is determined that these objectives and related strategies will “lead to a permanent improvement of the education and research processes as well as overall development of the university in close collaboration with the founding partners and other stakeholders.”

These plans were developed in consultation with various stakeholders and action plans developed for its implementation.
Categories: Approach, Deployment
Verified: This Strength was verified on site.

Criterion 3.1

Skoda Auto has identified four particular segments of students it serves, namely students affiliated with the automotive industry, students from the region of Mlada Boleslav, students from the Czech Republic and Slovakia and international students. The student segments relates to employment prospects in the automotive industry and are in line with local, national and international involvement of Skoda Auto company as part of the VW group.

The university has adopted a range of strategies to serve the educational and support needs of the different segments of students which includes, among others, full-time and part-time program delivery options; industry-led curriculum along with inter-cultural competencies; a range of teaching and learning and assessment strategies like case studies, examinations, projects, and thesis), two language options;,dual degrees,;local; national and international internships to Skoda and VW group with possible graduate employment opportunities. Support services are also geared to provide cultural adjustment, accommodation and other facilitative services for international students.
Categories: Approach, Deployment
Verified: This Strength was verified on site.

Criterion 3.2

Criterion 3.2 and 3.4

Skoda Auto university has very active participation from its key stakeholders who include (1) Representatives of the automotive industry (2) Faculty and staff (3) Wider academic and research community (3) Regulatory bodies and (4) The city and region of Mlada Boleslav. The representation of these stakeholders at the different bodies of the university like the Board of Trustees, Supervisory Board, Academic Senate, Academic Board and its involvement with the regulatory and accreditation bodies like ACBSP, Czech government and Accreditation Commission, and the EEC provide both strategic and operational inputs for the growth and continued development of the university. Some of these initiatives with stakeholder inputs include quality improvement, student mobility and credit transfer in EEC, curriculum development, student internship and employment, transferring from a corporate model to an academic model., research projects, marketing and rebranding studies, facilitating backward linkages to local schools and technical colleges. Representation of students in the Student Union and the Academic Senate provides the student perspective for management action.


Categories: Approach, Deployment
Verified: This Strength was verified on site.

Criterion 3.5

The Study Affairs department of the university is the main department for attracting and retaining students. The Student Union and the International Office also play an important role. Their methods include student fairs, high school visits, and other marketing efforts, e.g. advertising and pr. course advising, additional tutoring help in retaining and building relationship with students. Relationships with other stakeholders are maintained through the Alumni Club and the governance and other mechanisms stated in Criterion 3.2.
Categories: Approach, Deployment
Verified: This Strength was verified on site.

Criterion 3.6

Skoda Auto has established process/procedures for handling grievances from students, faculty and other stakeholders. Student can contact their faculty, Heads of Department, Students Affairs department, the International Office or Vice Rector of Student affairs. A number of appeals and feedback procedures are under review. Faculty and staff have access to their superiors in the leadership structure and also to the Senate and their Labor Unions. The voice of other stakeholders are heard through their participation in different university Boards and committees.
Categories: Approach, Deployment
Verified: This Strength was verified on site.

Criterion 4.1

The University has a learning outcome assessment program with programs objectives, program outcomes and measurements defined for core knowledge and skills and program specific knowledge and skills. The program outcomes and program objectives aligns well to the achievement of the mission of the university.
Categories: Approach, Deployment
Verified: This Strength was verified on site.

Criterion 4.2

Three data points for employer internship rating is given, which is a direct measure of student learning and covering some of the program core skills and specific skills. The internship program is well managed which includes the student internship co-operation agreement, final report on obligatory internship by students, framework timetable for obligatory internship and internship and assessment certificate by employer.
Categories: Results
Verified: This Strength was verified on site.

Standard 5: Faculty and Staff Focus

The institution has a five year strategic plan that documents the research activities of the key faculty members with allocated budgets. These individual activities are aligned with the institutional goal to become a leading academic institution in the Czech Republik.
Categories: Approach, Deployment

Criterion 5.3


The institution has a well qualified faculty. This refers to academically as well as professionally qualified faculty.
Categories: Approach, Deployment
Verified: This Strength was verified on site.

Criterion 5.8

Skoda Auto University is systematically developing its full-time faculty to grow into an institution able to deliver doctoral programs. Part-time faculty is well rooted in the industry and brings relevant professional expertise into the class room.
Categories: Approach, Deployment
Verified: This Strength was verified on site.

Criterion 6.1.2

The delivery of the program in two languages is strength. It makes the student more attractive on the labor market. The flexibility of delivery (weekend and evenings) is another strength. The program has an additional semester for an internship. They have remedial services for programs delivered in Czech and English language. For students in the Czech language delivery method students take English for business studies (Oxford for Business Studies). Those students in the English delivery method take English for Academic Purposes.
Categories: Approach, Deployment, Results
Verified: This Strength was verified on site.

Criterion 6.1.4

The programs offer various interdisciplinary elective courses. For example the Masters Program in Business Management Operation changed the name to Business Administration and Operations, Logistics and Quality Management covering covering students and other stakeholder expectations.
Categories: Approach, Deployment
Verified: This Strength was verified on site.

Criterion 6.1.7

The institution has an excellent online system to support its administrative and learning processes. It records a wealth of data that can be used for systematic improvement.
Categories: Approach, Deployment, Results
Verified: This Strength was verified on site.

Opportunities for Improvement (OFI) (30)
Organizational Challenges

Skoda Auto has only become a not-for-profit public university in September 2013 to operate as a higher education institution but with active support of its parent company, who comprise the Board of Trustees. Opportunity exist for the university to develop HR policies and procedures for an academic institution which will improve its employee satisfaction outcomes.
Categories: Approach
Verified: This OFI was verified on site.

Skoda Auto has stated that it has a performance improvement system in place and has cited one example how it closes the performance improvement loop of its learning processes through student satisfaction survey analysis. Opportunity exist to identify some other key organizational processes to be systematically evaluated and effectively deployed for the purpose of improvement and closing the loop.
Categories: Approach
Verified: This OFI was verified on site.

Standard 2: Strategic Planning

Although there is some alignment of the strategies with the action plans there is opportunity to develop one comprehensive document which links up the vision, mission, objectives and action plans with related performance measures/ KPI's, timelines and responsibilities. There is also a need to develop comprehensive plans for HR, the PhD programs and action plan development for Quality Management, the Information systems and the organisation and management of a private university as underlined in the " Long-term plan for educational, research, development and other creative activities 2011-2015 " There is also a need to track all measures as included in their action plans.


Categories: Approach, Deployment
Verified: This OFI was verified on site.

Criterion 2.2

Although the University has deployed the core of the strategic plan through long and short-term and medium term action plans with key measures (pages 43,44 and 32) there exists an opportunity to develop comprehensive plans for HR, the PhD programs and action plans for Quality Management, the Information systems and the organisation and management of a private university as underlined in the " Long-term plan for educational, research, development and other creative activities 2011-2015 "


Categories: Deployment
Verified: This OFI was verified on site.

Although many of the strategic issues and directions seem to have been communicated through different methods and media and effective growth strategies have been developed, there is a felt need that the strategic plan is not fully disseminated. The Vision and Mission is not being displayed in the university and many are not aware of them. An opportunity exists for developing a comprehensive document linking vision,mission, objectives, strategies and action plans with performance measures, timelines and responsibilities for effective implementation and follow-up.
Categories: Deployment
Verified: This OFI was verified on site.

Standard 3: Student and Stakeholder Focus

The University has loyal alumni that are devoted to give back to the University. Although the University is in the process of developing an Alumni Association opportunity exists to develop an assessment instrument to collect systematic feedback for long term program impact on alumni.
Categories: Approach, Deployment
Verified: This OFI was verified on site.

The University has a very unique internship program. However, the University is using the Skoda Corporation Internship evaluation instrument that is only partially suitable for the Universities specific needs. The University could benefit from developing its own evaluation instrument fitting its specific academic needs.
Categories: Approach
Verified: This OFI was verified on site.

Criterion 3.2

Skoda Auto University listens and learns from a number of important stakeholder groups, however. opportunity exist to get valuable inputs from alumni and parents who finance students education.
Categories: Approach
Verified: This OFI was verified on site.

The University has loyal alumni that are devoted to giving back to the University. Although the University is in the process of developing an Alumni Association, an opportunity exists to develop an assessment instrument to collect systematic feedback for long term program impact on alumni.
Categories: Approach
Verified: This OFI was verified on site.

The University has a very unique internship program. However, the University is using aSkoda Corporation Internship evaluation instrument that is only partially suitable for the Universities specific needs. The University could benefit from developing its own evaluation instrument fitting its specific academic needs.
Categories: Approach
Verified: This OFI was verified on site.

Criterion 3.3

The results of internships are collected from employers, however, there is opportunity for improvement to systematize, analyze the data and devise improvements to implement.
Categories: Approach, Deployment
Verified: This OFI was verified on site.

Criterion 3.5

Although the university has a number of processes in place for attracting and retaining students, its dropout rate is high. An opportunity exists to review the process for attracting and retaining students, along with methods used, to make it more effective.
Categories: Approach
Verified: This OFI was verified on site.

Criterion 3.7

Skoda Auto University has established systems to gauge student and faculty satisfaction and dissatisfaction through off-line and online satisfaction surveys and all stakeholders through their membership in different university bodies. However, the student survey relates mostly to academic matters and the faculty survey relates to the Skoda Auto company which has been agreed by the union for the whole of Skoda group. Opportunity exist to develop internal faculty satisfaction survey relating to an academic institution and also developing more measures of daily operations and overall organisational performance in the surveys. It has also been agreed by the university management and ACBSP mentor that there is a need for further deployment of the graduate exit survey and the internship assessment as stated on page 53 of the self-study.

There is also a need to establish a link between measurement, analysis and improvement of processes and outcomes versus measurement, analysis and improvement of the teaching itself.
Categories: Approach
Verified: This OFI was verified on site.

Criterion 3.8

Student satisfaction results relate to academic matters only and the form in AIS has a section to provide feedback on any other matters only. Opportunity exists to develop criteria for students to evaluate support processes.
Categories: Approach
Verified: This OFI was verified on site.

The faculty and staff satisfaction survey form used is that of the VW Group, as agreed with the labour union, which the university faculty and staff decided to be a part of. Opportunity exists to develop an internal form to gauge satisfaction/dissatisfaction regarding matters relating to the university.
Categories: Approach
Verified: This OFI was verified on site.

Standard 4: Measurement and Analysis of Student Learning and Performance

Although Skoda Auto achieves successful graduate employment and placement outcomes, based on the information provided in the self-study it is evident that it is only the beginning of a systematic approach to learning outcomes assessment across multiple areas of student learning in core and specific skill areas of their programs. Opportunity for improvement exist to coordinate their program outcomes assessments on direct measures of student learning such senior thesis, employer internship ratings of student performance, capstone projects and indirect measures of student learning like employer survey, alumni survey, job placement indicators and comparison with other institutions on the core and specific program knowledge and skills.Course level outcomes assessment can also be made effective by incorporating Blooms Taxonomy for the different levels of the courses.
Categories: Approach

Criterion 4.1

1.The University gathers data on programs and courses. However there is opportunity for improvement to analyze the data and close the loop to systematically improve programs and courses.
Categories: Approach, Deployment
Verified: This OFI was verified on site.

2. The university has pointed out that action verbs have been circulated to faculty to develop course outcomes. Opportunity exist for individual course assessments as identified on page 70 to be mapped against respective course outcomes. Further, the course outcomes can be mapped against program outcomes.
Categories: Approach, Deployment
Verified: This OFI was verified on site.

Criterion 4.2

2. The University gives three data points for the course of statistics and management. However these points are grades which is not in line with ACBSP guidelines.

3. Although the University gave three data points for its thesis assessment results which is a direct measure of student learning, opportunity exist that these are according to evaluation criteria matching program learning outcomes which was submitted to the site-visit team.
Categories: Results
Verified: This OFI was verified on site.

Criterion 4.3

Although the university has provided comparative data relating to quality of student intake, retention, student/teacher ratio, small group teaching and graduate unemployment, they do not relate to students core and specific program-related outcomes. Opportunity exist to provide comparative assessment results over time for its different student segments on core and specific program outcomes.
Categories: Approach, Results
Verified: This OFI was verified on site.

Criterion 4.4

Although, Skoda Auto has reported some initiatives on pages 99-100 that will effect student learning due to internal assessment and external requirement they were not made in relation to program outcomes assessment results as stated in Criterion 4.2. and thereby a systematic approach is not evident for closing the loop in the learning outcomes assessment process. This will involve learning outcomes assessment results analysis and action planning to achieve program improvements.
Categories: Approach, Deployment
Verified: This OFI was verified on site.

Criterion 5.1

The 5 year strategic plan lists research activities of the faculty. These go along with the goal of the institution that full time employed academic staff should be doctorally qualified. This is an important element of a Human Resource Plan. Nevertheless there is opportunity for improvement to develop a comprehensive Human Resource Plan addressing the needs of full-time, part-time, adjuncts as well as free-lancers in the areas of scholarly activities (teaching, discovery, integration, application).


Categories: Approach, Deployment
Verified: This OFI was verified on site.

The HR function is still in transition from corporate model to academic model. This offers the opportunity to come up with an HR plan covering the specific needs of an academic institution.
Categories: Approach
Verified: This OFI was verified on site.

Criterion 5.2

Criterion 5.2.2 is not addressed in the self-study. However during the site-visit discussion the team collected information that this criteria has partial compliance (a-f) with no formal process in place. The institution hast opportunity for improvement to develop and implement a program addressing all six aspects of the criterion.
Categories: Approach

Criterion 5.6

There is opportunity for improvement to build a system to monitor/evaluate faculty's student advising and counseling, business and industry relations, faculty's development and consulting activities. In addition the institution could benefit from a systematic improvement of it's faculty/staff evaluation system.
Categories: Approach, Deployment
Verified: This OFI was verified on site.

Criterion 5.7

There is a rudimentary 5 page handbook (in Czech language) plus some distributed documents in line with Skoda Auto. There is opportunity for improvement to develop a faculty handbook addressing all the criteria consistently in a Skoda Auto University framework.
Categories: Approach, Deployment
Verified: This OFI was verified on site.

Standard 6: Educational and Business Process Management

The University is well managed. This refers to key-personell, roles and functions. It has an excellent IT System to support its administrative and learning processes. The institution is in transition from a corporate to an academic model. Business process are not sufficiently documented. Skoda Auto University has opportunity for improvement to document its business processes to a) clarify them b) enable the institution to systematically improve them.
Categories: Approach, Deployment
Verified: This OFI was verified on site.

Criterion 6.1.1

This criterion was not addressed in the study. Nevertheless the site-visit team was able to validate that there is a process for the educational design and delivery in place. There is opportunity for improvement to describe the process and put it in place in a systematic way.
Categories: Approach, Deployment
Verified: This OFI was verified on site.

Criterion 6.2.2

The organization is in transformation to an Academic Institution. There is opportunity for improvement to develop an appropriate business process model for key business operation processes.
Categories: Approach, Deployment
Verified: This OFI was verified on site.

Criterion 6.3.7

The institution is active in improving its enrollment management. The activities rather focus on marketing and sales activities. There is opportunity for improvement to additionally focus on the targeted selection of candidates to potentially reduce the high attrition rate.
Categories: Approach, Deployment
Verified: This OFI was verified on site.