Planeamiento estratégico del sistema universitario de posgrado privado

El Sistema Universitario de Posgrado Privado no tiene un buen posicionamiento en américa latina debido a problemas estructurales que está en proceso de resolver. En el presente Planeamiento Estratégico se plantea como visión que para el 2025 logre posicionarse entre los cinco primeros puestos de la región latinoamericana, siendo reconocido por la disponibilidad de docentes de alto nivel académico, la eficacia en la gestión y administración del sistema, con profesionales comprometidos en la investigación, capaces de contribuir en los diferentes sectores productivos de nuestro país. Para alcanzar la visión se formuló seis objetivos de largo plazo, relacionados con la inserción de los alumnos de posgrado en los diferentes sectores productivos de nuestro país, incrementar el aporte de publicaciones científicas con estándares internacionales, incrementar las acreditaciones de las carreras profesionales universitarias y elevar el grado académico de los docentes. Se formularon 14 estrategias de las cuales se retuvieron ocho, quedando seis estrategias de contingencia. Como resultado de las matrices se muestra el lento crecimiento con poca capacidad competitiva, por lo que requiere reducir la masificación de los servicios, para concentrarse en aquellos programas que tengas mejores condiciones de calidad, avanzar mediante estrategias intensivas, y aliarse con quienes comparte intereses comunes. Asimismo se definieron 18 objetivos a corto plazo para poder lograr los objetivos a largo plazo, y se asignaron los recursos respectivos. Se diseñaron diez políticas, se elaboró el organigrama con integración de roles, y se describió la manera de gestionar el cambio para poder concretizar lo propuesto. En el Tablero de Control Balanceado se comparan los indicadores, unidades y periodos establecidos para cada uno de los Objetivos a Corto Plazo considerando cada una de las perspectivas. El Sistema Universitario de Posgrado Privado Peruano no ha desarrollado clústeres lo cual es importante conformar para favorecer su competitividad y posicionamiento.The Private Postgraduate University System does not have a good position in Latin America due to the structural problem that is in process to be solved. This Strategic Concept will lead to achieve the vision that has been set for 2025, which is to get a position between the top five of the Latin American Region, and to be recognized by the availability of high academic level professors, efficiency at managing the system, with professional committed to make researches and to be able to contribute at the different productive sectors of our country. In order to reach the vision, six long-term goals were formulated, which are related to the insertion of postgraduate students at different productive sectors of our country, the increase of scientific publications with international standards, the increase of professional careers accreditations and the raise of the academic grade of professors. Fourteen strategies were formulated, from which eight were kept, and six were left as contingency strategies. As a result from the matrices, a slow growth with poor competitiveness is shown. That is why it is required to reduce the growth of services, in order to focus on those programs that have better quality conditions, in order to go forward through intensive strategies, and also in order to establish bounds with ones who share common interests. Likewise, eighteen short-term goals were defined in order to achieve the long-term goals. These are the respective resources. Ten policies were designed, the organizational chart with the integration of roles was elaborated; and the way in order to manage the change to put into practice the proposals was described. Indicators, units, and periods established for each short-term goal are compared on the Balanced Control Table considering each one of the perspectives. The Peruvian Private Postgraduate University System has not developed clusters, which are important to be established in order to favor its competitiveness and its positioning.Tesi

Erratum to: Guidelines for the use and interpretation of assays for monitoring autophagy (3rd edition) (Autophagy, 12, 1, 1-222, 10.1080/15548627.2015.1100356

non present