Being an international university student in Turkey: Comparative field study on city population and Turkish and international students

Bacanlı, Hasan; Erişen, Yavuz; Çeliköz, Nadir; Dombaycı, Mehmet Ali; Karadağ, Engi̇n; Toprak, Metin; Şahin, Mehmet; Kirecci, M. Akif

doi:10.2399/yod.16.007

Cited by 1 publication

(1 citation statement)

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“…That the graduates of the university can be expected to be positively treated and accepted by employers since they have learning outcomes acquired thru concept courses. The concept courses in the curriculum are developed based on a wide consultation and direct evaluations of the business world (Hasan et al, 2017;Rubens et al, 2017;Bacanlı et al, 2016;Marri et al, 2002). Design (innovative thinking, multi-dimensional thinking); algorithm and coding (CIT, computing technologies and cloud computing, data base analysis); project / process planning and management; R&D and innovation (process from idea to product: "patent, trademark, license"); entrepreneurship and leadership; preparation for business world; environmental sustainability and sustainable development; digital marketing, communication design, content production and quality assurance have been determined as the concepts of the university.…”

Section: Design Of Concept Coursesmentioning

confidence: 99%

Developing a Tool for Quality and Accreditation of a New Generation University in the Digitalized Society: The Case of a Thematic-Technical University

et al. 2019

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In Turkey, digitalization of curricula, teachers, course materials, and educational technologies is relatively slower when compared with the ones in economic sectors and state services in general. In this study, we proposed a model for a new generation university in a digitalized society. The Council of Higher Education classifies universities in three categories (mission) to respond to technological and economic developments in the societal life: research, regional-development oriented and thematic universities. At national level, a digital transformation office acts as a coordination and orchestration body among governmental institutions in order to carry and transform public services into digital environment. The private sector naturally has to be digitalized by national and international severe competition. The tool developed in this study based on the model developed by Toprak et al. (2019). That model aims to compensate for coordination gaps in the traditional university hierarchical structure, which is designed as department, faculty board, university board and senate, from administration to governance. Five innovations can be mentioned in terms of organizational and functional configuration of a university model proposed there: (i) profile of graduate and mission of the new generation university in the fields of education, research and community services, (ii) policy development and implementation offices, (iii) university ecosystem consultation and steering committee and other committees and boards, (iv) concept courses and branded courses, (v) coop education and solution partnerships. The Rector’s Office acts as an executive committee to prevent coordination gap in the proposed model. A checklist has been developed for the processing of that model and hence it is made possible to measure the performance of an applied university and degree of compatibility with the model. Thus, the framework and content of the mechanism and tools traditionally used in quality assurance and accreditation will need to be updated in line with this model.

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Section: Design Of Concept Coursesmentioning

confidence: 99%