As I stated in a previous post organizations today need to have access to knowledge, expertise and know-how of professional champions of integrated document management (IPM) in paper and technology. Actors primarily concerned with the management information resource rather than the resource itself (administrative records and archives), experts capable of taking over the management and implementation of complex projects. Considering this reality, a turn out of the ordinary is required in the definition and content of university programs (all cycles together) which should aim to secure the future cohorts of specialists management of recorded information on all types of media designed for current and future needs of the labor market in Quebec and, why not elsewhere on the planet. When reviewing current programs, it is clear that in 2011 the training of future business stakeholders become embedded in the ruts of the past century and that graduates are poorly prepared to face the reality field. We enter the second decade of the twenty-first century and it is time to dare and to innovate:
1. migrate the management of academic programs from the departments history (in Quebec, anyway) where they have permanently lost their place to the faculties or departments of management science to bring the craft of governance concerns of managers and decision makers both in the public services in private companies;
2. abolish undergraduate certificates of 30 credits (too short programs with limited content and poorly integrated with the combination of other certificates referred to as complementary) and replace them with undergraduate full 90 credits;
3. dust, rethink, enhance and better integrate content establishing a program structure designed to gain knowledge of both environmental and resource management and as well as know-how and knowledge to be;
4. transform graduate studies by adding the equivalent of what could be a sort of MBA specializing in systems integration GID accessible to customers with a minimum of 5 years experience in concrete work on the ground in at least three organizations.
The challenge of this revolution (I am well aware that he is one): enhancement the image of the profession and the adequacy of learning with the needs of increasingly sophisticated and complex of different organizations.
In a future post I will present my vision of the internal structure and rich content that could compose university programs champions of GID. Your suggestions are also welcome.
Michel Roberge
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