University of Zagreb - Faculty of Economics and Business

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Strategy

Strategy

Faculty of Economics and Business Zagreb (FEB Zagreb) aspires to realize its vision of an elite higher education institution, which has a reputation extending across the national borders into the wider region and the neighboring EU countries, by focusing on raising the quality of research and education, as stated in its mission.

Fundamental strategic directions 

  • Strategic direction A. Institutional quality (in all segments of FEB's activities) and quality assurance (QA) system – with strong emphasis on learning goals and outcomes.
  • Strategic direction B. Strengthening internationalization and the regional/international relevance of the institution in the European Higher Education Area (EHEA).
  • Strategic direction C. Developing research capacity of the institution, as to achieve international visibility and recognition in the European Research Area (ERA).
  • Strategic direction D. Developing personalized services to students.
  • Strategic direction E. Diminishing competitive pressures by developing and implementing an effective stakeholder management framework.
  • Strategic direction F. Developing efficient network of policies and actions, as to reduce environmental costs of FEB activities.

Strategic objectives

Strategic direction A. Institutional quality (in all segments of FEB's activities) and quality assurance (QA) system – with strong emphasis on learning goals and outcomes. 

Strategic objectives for activities within the strategic direction A:

  • Harmonization of the program-level Learning Goals and Outcomes with the envisaged competitive position of the institution and the National Qualification framework.
  • Updating of the Learning Goals and Outcomes for all FEB’s subject areas/subjects in terms of knowledge, skills and attitudes and ensuring their harmonization with the program-level learning outcomes.
  • Supporting the introduction/functioning of regular internal quality audits for different FEB domains (individual programs, research/innovation activities, life-long learning…) as a regular activity within the institutional QA system.
  • Strengthening the FEB’s reputation with the regional/international academic QA community and obtaining/sustaining relevant international accreditations for the institution and programs taught in English.
  • Introduction of advisory board(s) for different FEB domains (undergraduate programs and employability of undergraduate students, graduate and doctoral programs and employability of graduates/PhDs, research/innovation activities, life-long learning…) to ensure that the stakeholders’ voice is heard in defining quality and required quality improvement(s).
  • Formal reporting on suggestions and complaints received from students, faculty and other FEB stakeholders, including the actions taken to address those within the institutional QA system. 

Strategic direction B. Strengthening internationalization and the international relevance of the institution in the European Higher Education Area (EHEA).

Strategic objectives for activities within the strategic direction B:

  • Initial development of the regional and international recruitment processes for programs taught in English and other languages (in the future).
  • Strengthening of regional competences within the FEB faculty, International Office and other relevant departments, in order to fully exploit the opportunities for internationalization within the TEMPUS Plus program (as a EU partner for non-EU regional universities).
  • Development of special activities/events (invited lectures of international faculty and managers/practitioners, exchange/internship info days, ‘international weeks’, etc.) and promotion campaigns to raise the students’ and faculty awareness of the need to develop ‘international spirit’ at FEB. 
  • Ensuring international experience/exposure of FEB’s Croatian students, by means of student exchange, international internships and other internationalized activities.
  • Attracting high-quality international faculty – both as visiting professors and potential employees.
  • Supporting young researchers in obtaining PhD and non-degree education in reputable international institutions and securing other relevant regional/international experience. 

Strategic direction C. Developing research capacity of the institution, as to achieve international visibility and recognition in the European Research Area (ERA).

Strategic objectives for activities within the strategic direction C:

  • Developing student and faculty research services (both in terms of activities and organizational arrangements), to be in charge of all proposed services within strategic direction C.
  • Further development and strengthening the regional/international research cooperation, with the special emphasis on achieving full membership in regional/international research networks and obtaining research grants from EU and other international sources.
  • Strengthening of regional competences within the FEB’s faculty, research services administration and other relevant departments, in order to fully exploit the opportunities for internationalization within research networks (and achieving the status of the EU-based ‘partner of choice’ for non-EU regional universities).
  • Identifying and supporting researchers and research areas at FEB, serving as national/regional/international centers of excellence, according to the transparent criteria.
  • Supporting faculty members’ research activities: technical support, research methodology seminars/counseling, English language proficiency training and editing services, etc.
  • Material rewards for FEB faculty, who obtain significant research funding from EU and other international sources and/or excel in network building, leading to the external research funding.
  • Material rewards for FEB faculty, who publish their research in high quality research journals, with several (most appropriate) reward options. 

Strategic direction D. Developing personalized services to students. 

Strategic objectives for activities within the strategic direction D:

  • Developing student career activities,  with the tasks of developing and helping to implement personalized career development plans; managing internship opportunities and providing internship placements (coordinating with other internship providers); providing access to FEB alumni network and corporate partners; developing, updating and maintaining a database of all previous and current FEB students and their relevant career details; cooperating with student organizations; organizing special events (Career Day, etc).
  • Developing staff and student counseling services (both in terms of activities and organizational arrangements), incorporating professional study and psychological counseling, peer tutoring and coordinating voluntary counseling activities/initiatives.
  • Strengthening of regional competences within the FEB faculty, career/counseling services administration and other relevant departments, in order to achieve the status of the ‘EU school of choice’ for students from non-EU countries in the region (neighboring countries).
  • Implementation of ethics & diversity training within the staff and student counseling framework.
  • Ensuring closer interactions of faculty and students by organizing additional social events and fostering the “community spirit”, cooperation with Non-Governmental Organizations (NGOs), involvement into social actions and Corporate Social Responsibility (CSR) programs, etc. 

Strategic direction E. Diminishing competitive pressures by developing and implementing an effective stakeholder management framework. 

Strategic objectives for activities within the strategic direction E:

  • Developing marketing and public relations services (both in terms of activities and organizational arrangements), to be in charge of all proposed services within strategic direction E.
  • Perpetual updating FEB web site and monitoring its reach and usability by means of Google Analytics and other relevant indicators.
  • Developing and maintaining integrated marketing communication, via a variety of communication channels (Facebook/LinkedIn/Twitter/YouTube and other social networks, specialized Internet education portals, production and distribution of FEB and program brochures – both printed and online, participation at educational fairs & organizations of special events, etc.).
  • Strengthening media relations, by creating a maintaining a database of reporters/journalists/media outlets and their relevant characteristics; developing media content and serving as a liaison between media and FEB experts; developing and conducting special events.
  • Developing the crisis communication capabilities, as to develop plans for contingency communications and ensure their viability. 

Strategic direction F. Developing efficient network of policies and actions, as to reduce environmental costs of FEB activities. 

Strategic objectives for activities within the strategic direction F:

  • Reducing paper consumption on FEB by replacing paper-and-pencil class surveys with electronic surveys for courses and reducing the amount of printed material in general (e.g. reliance on electronic materials whenever possible).
  • Introducing the EU and other support schemes and initiatives to accelerate energy efficiency investments in public sector.
  • Renovating the facade of the building in order to reduce energy losses (in the future).
  • Introducing separate waste collection in the premises of the FEB.