The planning process in managing organisations of continuing education: the case of Greek vocational training institutions

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractThe aim of this article is to offer a framework model of the planning of the activities of organisations of continuing education and training, which gives the opportunity to determine their mission, to seek specific aims, to develop the available resources and to create a cooperative operating climate. Adopting this recommended model would help these organisations to adapt to the changes and challenges of the contemporary environment, ensure their functioning and the implementation of feedback and, where necessary, use corrective steps in order to achieve the objectives set.

Potenciar la calidad en formación continua: una aplicación en el ámbito deportivo / Enhancing Quality in Training Programs: An Application in the Sport Area

“…Referentes metodológicos (objetivo, metodología -participante/s, instrumento/s y procedimiento-y valoración). Estas dimensiones son coherentes con el planteamiento de Pawlowski (2007), según el cual para el desarrollo de la calidad deben identificarse los actores y procesos relevantes para una organización, así como los instrumentos y métodos en base a unos objetivos previos; y da respuesta a las cuestiones vitales que según Petridou y Chatzipanagiotou (2004) deben responderse en la planificación en centros de formación continua.…”

A metamorphosis of university from past to present: a three-stage development trajectory with strategic management perspective

“…Source: Petridou and Chatzipanagiotou (2004) Change is the nature of CE market. All educational institutes in response to these changes have embarked on adults and CE to create access for those who had dropped out but wish to re-enter now and for those whose penchant for knowledge extends well into their old ages (Michael et al, 1995).…”

“…All educational institutes in response to these changes have embarked on adults and CE to create access for those who had dropped out but wish to re-enter now and for those whose penchant for knowledge extends well into their old ages (Michael et al, 1995). Any organisation running CE business should be a self-contained unit within a country's wider system of CE (Figure 1), and should continuously interact with the other systems and hypersystems in its external environment (Petridou and Chatzipanagiotou, 2004). It is obvious that CE system just like other business units is no longer a close system.…”

Arrangement of cooperation between labour market and regional vocational education system

“…In its development, the cooperation process between labour market and educational services market was controlled on the basis of manufacturing requirements, proposals of vocational education institutions, and government policy (Petridou and Chatzipanagiotou, 2004). The main cooperation tools were mutual approval, pressure and submission.…”