Strategic Plan of the
Faculty of Economics
and Administration,
Masaryk University,
for the Years 2021–2028
MUNI
ECON
January 2021
The Strategic Plan of the Faculty of Economics and Administration of Masaryk University (FEA MU)
for the Years 2021–2028 is one of the faculty’s key development documents, setting out both the basic
priority areas and goals, as well as the individual tools, activities and indicators leading to their fulfilment.
The structure of the document reflects the mission, values ​​and vision of the Strategic Plan of Masaryk
University for this period, and is thus its complement, elaborating the basic strategic document and
declaring the main goals and priorities at our faculty level.
Over the last five years, until 2020, during which time the Faculty of Economics and Administration
of Masaryk University based its strategy on the previous Strategic Plan for 2016–2020, it managed to
meet its basic development goals and became a popular faculty of economics both for students, and
in terms of cooperation in science and research, or partnership with the public and private sectors.
Over the past period, the faculty has undergone major developments in its educational and research
infrastructure, and is now at the top European level. The faculty successfully implemented the transition
to institutional accreditation, and also significantly expanded the offer of studies at all levels, including
degree programmes taught in a foreign language. A great achievement in science and research over the
last five years is the fact that the faculty is now part of many major research projects at the national and
international level, including regular participation in project consortia of the Horizon 2020 programme.
FEA MU, as well as other faculties of Masaryk University and the entire university sector, has faced many
challenges in recent years, including the completely unprecedented impacts of the pandemic. Therefore,
the next period of 2021–2028 is crucial in terms of the need to reflect new external and internal influences,
as well as to create an environment that will enable the faculty to implement its innovation potential and
support a proactive ecosystem to remain a leading economic faculty at the national and international level.
The key tasks are the effective digitization of teaching, the development of a study offer that reflects the
strong employability of graduates in the domestic and foreign labour market, creating an environment for
the further development of targeted top­‑class research (including implementing an evaluation system for
research organizations and targeted support programmes for research, development and innovation), and
further strengthening the MUNI ECON name and brand as an important partner at the regional, national
and international level.
The new Strategic Plan is the first plan that is conceived for a period longer than five years, and is based on
both the concept of the Strategic Plan of Masaryk University and other external factors. It is also the first
truly participatory strategic document, the creation of which involved an open discussion of the wider
academic community. The plan was created at a time that bridged two terms of office of faculty management,
and rather than being a complicating factor, instead it demonstrated the consistency of opinion and
consensus between the former and new management of FEA MU in key parameters of the document.
The implementation of the Strategic Plan will enable us, in cooperation with other constituent parts
of Masaryk University and partner organizations, to maintain an advantageous position in a highly
competitive environment of universities focused on economics and administration in the Czech Republic,
and give us an overlap of educational and research activities vis­‑à-vis similarly focused universities abroad.
Antonín Slaný
Dean
(term of office 2016–2020)
Jiří Špalek
Dean
(term of office 2020–2024)
Introduction
In accordance and in cooperation with other faculties of Masaryk University, the mission
of the Faculty of Economics and Administration is – with its educational, research and
social activities in the field of economics and administration – to support the development
of society, to contribute to the healthy and high­‑quality lives of every generation, and to
support efforts for a secure, free, and cohesive society capable of critical thinking.
The values of the Faculty of Economics and Administration of Masaryk University are in line
with the general values rooted in Masaryk University and expressed in the MU Strategic
Plan. Since its founding, Masaryk University has always respected and professed the
democratic values ​​of a free republic. To this day, these values ​​form the basis of its internal
culture and are widely shared by the university’s academic community. These values are:
FREEDOM
Freedom, respected and defended as a principle of internal organization of the
university in the form of academic freedom of teaching and research, or the
freedom of choice of students’ own curriculum profile, but also as a principle of the
university’s institutional autonomy towards the state and as a social imperative;
RESPECT
Respect for the rules establishing equal opportunities and transparency in how the institution
functions, which is reflected, for example, in its internal administrative and economic
settings, its study legislation, and in its commitment to the principles of academic ethics;
RESPONSIBILITY
Responsibility, understood in relation to the external environment as the public role of the
university, emphasizing its task as a co­‑creator of public opinion and active participant in
public debate, but also as a major player in the transferral of knowledge and technology into
practice, as a public service provider, and as an institution that is also open to disadvantaged or
minority groups. Inwardly, individual responsibility for one’s own choice of curriculum is an
elementary principle of the functioning of an open and internally free study environment.
Mission
Values
	— A faculty with a wide range of well­‑taught academically and professionally focused
degree programmes, implemented in cooperation with partners not only within Masaryk
University but also outside it, which allows Czech and foreign students to be successful
in the labour market and in science and research in the Czech Republic and abroad;
	— A faculty which is perceived in the Czech Republic by domestic and foreign academic
staff members as an important educational and research centre in Central Europe;
	— A unit creating potential for interdisciplinary activities both in the
field of education and in the field of science and research, with an
overlap to respected units in the Czech Republic and abroad;
	— A faculty which is a sought­‑after and reliable strategic partner for academic
and non­‑academic organizations in the private and public spheres;
	— A unit which contributes to the society­‑wide discussion on fundamental
issues related to the sustainable development of society and to other
fundamental topics, with respect for the principles of critical thinking;
	— An employer with an attractive working environment for all employees,
which supports the further education of academic and non­‑academic staff
members, and supports the balance of work, family and personal life;
	— A unit supporting the development of an internal culture for students and employees
based on responsibility, performance, creativity and compliance with ethical principles.
In the same way that the entire Strategic Plan of the Faculty of Economics and
Administration of Masaryk University for the Years 2021–2028 takes as its starting
point the Strategic Plan of Masaryk University for the years 2021–2028, so too does
the faculty’s vision. Nonetheless, this vision also reflects the specific conditions of the
faculty’s mission, arising from its focus on economics and administration and the related
offer of degree programmes, its fields of study, and its scientific­‑research orientation.
With regard to these specifics, in 2028 the Faculty of Economics and
Administration of Masaryk University wants to be:
Vision
Strategic priorities of
the Faculty of Economics
and Administration 2021–2028
A high­‑quality and
attractive education
Prestigious national and
international research
Individual and diversified
doctoral degree programmes
Active societal role
and communication
Effective administration of
the institution and successful
personnel management
1
3
2
4
5
1A high­‑quality and
attractive education
Strategic goals
1.1	 In relation to the wide range of degree programmes, increase students’ opportunities for
the individualization and flexibility of studies, both in relation to the profile of the graduate
of the particular degree programme and the revised offer of elective educational activities
1.2	 Introduce tools enabling the development of modern forms of teaching at all levels
of study, including the overall digitization of the basic elements of studies
1.3	 Increase possibilities for the permeability of study, including its
completion in accordance with the latest foreign trends
1.4	 Increase the relevance of individual degree programmes in Bachelor’s and
follow­‑up Master’s studies to the needs of the labour market
1.5	 Reduce the student dropout rate and introduce tools to complete
studies within the standard duration of study
1.6	 Increase the use of mobility programmes for students of
Bachelor’s and follow­‑up Master’s degree programmes
1.7	 Increase the attractiveness of degree programmes in a foreign language
1.8	 Expand the offer of further education courses in cooperation
with faculty partners from the public and private sector
Tools, indicative measures and activities
1.1	 In relation to the wide range of degree programmes, increase students’ opportunities for
the individualization and flexibility of studies, both in relation to the profile of the graduate
of the particular degree programme and the revised offer of elective educational activities
	— Innovate the offer of programme­‑specific courses within the first years of study;
	— In cooperation with student clubs (e.g. the Investors’ Club), expand the offer
of activities related to the study of individual degree programmes;
	— Modernize the offer of Bachelor’s degree programmes in relation to the
development of the demand for studies and the requirements of the labour market,
including a discussion on unifying the concept of Bachelor’s studies;
	— Create tools for reconciling study in the combined study mode
with the professional and personal lives of students;
	— Support teaching in a foreign language within the framework of Czech
degree programmes and unify their quality and level of difficulty;
	— Expand the implementation of practical training and internships in the Czech
Republic and abroad as compulsory or elective parts of individual degree programmes,
and support students in the possibility of their completion – either in the form
of granting credits or the further development of a unified framework;
	— Carry out a revision of merit scholarships in order to increase students’
motivation to achieve excellent results throughout their studies.
1.2	 Introduce tools enabling the development of modern forms of teaching at all levels
of study, including the overall digitization of the basic elements of studies
	— Create tools for the possibility of digitizing teaching using the latest IT and AV tools, including
support for infrastructure (e­‑learning support, including student evaluation online, improving
the availability and quality of study materials in electronic form, improving awareness of
and increasing the quantity, quality or added value of recorded online lectures, etc.);
	— Create conditions for the implementation of teaching using innovative
forms, including support for student teamwork;
	— Change the way students’ knowledge is tested (e.g. abandon the practice of repetitive
testing) and bring it closer to testing for independent critical thinking;
	— Enable academic staff members to avail themselves of further education in modern teaching
methods in order to create alternatives to traditional frontal teaching (interactive teaching,
simulations, project­‑oriented teaching), in cooperation with university­‑wide units;
	— Support the link between graduate studies and the involvement of students
in scientific research activities (for example, in relation to final theses
topics), including involvement in research teams at the faculty;
	— Support the use of individual tools of modernized infrastructure
through the regular training of teachers.
	— Support the development of the language competences of academic
staff members involved in teaching foreign language courses.
1.3	 Increase possibilities for the permeability of study, including its
completion in accordance with the latest foreign trends
	— Further expand the importance of final theses as a crucial point in the
overall process of implementing graduate studies at the faculty (link
to the revision in the form of state final examinations);
	— Support the process of cooperation between individual units of the faculty, as well as between
other units of the university, in order to offer a range of interdisciplinary topics for final theses;
	— Motivate students to completing their diploma theses by offers of cooperation
connected directly with practical training, e.g. co­‑tutoring;
	— Further expand the involvement of qualitative criteria in the evaluation
process within the educational process of graduate studies (ability to discuss
the topic by students, essays on the ability to describe a topic, etc.);
	— Support the exchange within the faculty of so­‑called good practice between individual
units – support in the form of pedagogical conferences, interdepartmental seminars, etc.
1.4	 Increase the relevance of individual degree programmes in Bachelor’s and
follow­‑up Master’s studies to the needs of the labour market
	— Involve partners from the public and private sectors in educational innovation and consult
with them their contribution to the graduate’s profile and subsequent employment;
	— In cooperation with partners, expand the offer of professionally oriented combined degree
programmes and set up the process for their communication with the target group.
	— Intensify or increase the number of complementary activities implemented in cooperation
with partners from the private and public sectors, as well as in cooperation with
student clubs, and create links to teaching (e.g. expansion of TopSec activities);
	— In cooperation with other faculties of Masaryk University and external partners,
support the involvement of the faculty in new thematic areas having the potential
for creating degree programmes that are highly relevant to the labour market;
	— Create tools to increase the employability of graduates in the labour
market through faculty­‑wide tools created in cooperation with
university units – such as the project manager training centre;
	— Create conditions for teacher internships with public and private sector
partners, and support the transfer of knowledge into teaching.
1.5	 Reduce the student dropout rate and introduce tools to complete
studies within the standard duration of study
	— Create conditions for optimizing the number of students per pedagogical
staff member and ensure long­‑term sustainability;
	— Use motivational tools to support teachers’ interest vis­‑à-vis further education in pedagogical
and didactic competencies, in close cooperation with the university’s CERPEK unit;
Stabilize the functioning of so­‑called study advisors at individual
departments, coordinate and evaluate their activities;
	— In cooperation with the central level of the university, further support the introduction
of tools to identify potential risk factors leading to the termination of studies;
	— Support the identification of first­‑year students with the relevant degree
programme in the form of targeted mass events (e.g. first­‑year student
meets), as well as the activities of individual faculty units;
	— Further develop the use of feedback tools (e.g. student surveys) in the
context of ongoing changes in teaching and course assessments in
order to respond to any critical points identified by students;
	— Use internal tools to support the involvement of student teams in national
and international competitions, and promote these opportunities long‑term
as a motivating factor – starting with first­‑year students;
	— In relation to the system of internal and external performance indicators, further expand
work with data and information regarding student dropout, including regular evaluation.
1.6	 Increase the use of mobility programmes for students of
Bachelor’s and follow­‑up Master’s degree programmes
	— Expand and improve cooperation with foreign universities and other
partners, including expanding the list of recognized subjects with a direct
link to the curriculum of the degree programme at the faculty;
	— Further develop a system enabling the maximum recognition of completed
courses and courses from abroad in relation to the structure of the relevant degree
programme (including setting the cooperation for interfaculty programmes);
	— Moreover, support the motivation of students to use mobility
programmes, both through individual information tools and especially
in cooperation with individual teachers and thesis supervisors;
	— Support the creation of new innovative forms of mobility, for example in the form of
blended learning (a combination of full­‑time internships and online teaching);
	— Support the interaction of Czech (Slovak) students and foreign
students in teaching and follow­‑up elective study activities.
1.7	 Increase the attractiveness of degree programmes in a foreign language
	— In cooperation with other units of Masaryk University, support the establishment
of multidisciplinary degree programmes in a foreign language;
	— Support the involvement of the faculty’s individual units in the creation of so‑called
multiple degree programmes with foreign units, including active support to
find opportunities for their creation (e.g. the Erasmus Mundus programme);
	— Intensify cooperation of the faculty’s individual units with foreign partners
on the exchange of knowledge concerning good practice in the teaching of
individual courses, including the involvement of relevant study tools;
	— Intensify the international mobility of teachers between the
faculty and foreign cooperating institutions;
	— Support the implementation of tools in the form of summer and winter
schools for students of the faculty, interested students from other universities,
and those interested in studying in foreign language programmes;
	— Co­‑operate with foreign institutions on the exchange of knowledge concerning good practice
in the teaching of individual courses, including the involvement of relevant study tools;
	— Aim for international accreditation for selected degree programmes;
	— Support the exchange of teachers (e.g. invited scholar) between
the faculty and cooperating foreign institutions;
	— Support the involvement of external partners from the public and private
sectors in the implementation of foreign language programmes.
1.8	 Expand the offer of further education courses in cooperation
with faculty partners from the public and private sector
	— Set a process for long­‑term communication with partners from the private and public sectors
to determine the demand for further education in the form of so­‑called non­‑degree courses;
	— Create a network of stable partners for whom the faculty will be a supplier of
further education, with the potential for the long­‑term development of forms and
methods of education (fulfilling the concept of modularity, mutual branding);
	— Further develop the system of certifications granted by the faculty, drawing upon
the brand quality of Masaryk University, and link to other possibilities;
	— In cooperation with the central level of Masaryk University and other units,
support the development of faculty and university units supporting the offer
of further education, e.g. the centre for training project managers.
Key results and indicators in the SP MU
2021–2028 relevant for the particular
strategic goal of the faculty
	— Teaching competence and experience are fully integrated into the criteria
of the habilitation procedure and the professor appointment procedure,
and are also taken into account and specified in the work content
	— Set system for rewarding excellent pedagogical work – rewards individuals and academic
	— teams, and supports the creation and dissemination of
teaching innovations through specific tools
	— Number of students per teacher (maintaining a favourable ratio reflecting the quality of
education and at the same time taking into account growth in the applicant population)
	— Proportion of unsuccessful students in degree programmes
in various phases of study (declining trend)
	— Students of Bachelor’s degree programmes (not subject to regulation) have
a practical opportunity to choose the study plan by the second semester
	— Implemented rules enabling flexible changes of degree programmes
	— Number of students who have successfully completed shared
university core courses (growing trend)
	— Number of students opting for studies with an interdisciplinary nature
by combining major and minor study plans (growing trend)
	— Implemented tools to compensate for the disadvantages
of students in the early stages of studies
	— Number of degree programmes implemented in a purely distance study mode
	— Online education is an integral part of teaching and
learning in all forms of study at all faculties.
	— The number of students and outside experts involved in
the evaluation of teaching quality (in the
	— evaluation of degree programmes, within programme boards, etc.; growing trend)
	— Systematized new offer of all lifelong learning options available on the university
website structured according to the typical needs of potential applicants (combined
and distance forms of degree programmes for studies while working, short professional
programmes for changing qualifications, online courses for acquiring specific skills, etc.)
	— The university offers its students the opportunity to identify
their skills portfolio before entering professional life
	— The obligation to complete at least one expert course in a foreign language within
the Czech degree programme is introduced at all faculties of the university
	— Proportion of professional courses taught in foreign languages in non‑philological
degree programmes carried out in Czech (growing trend)
	— Number of foreign language courses in the blended learning mode included
in the standard study offer at individual faculties (growing trend)
	— Number of degree programmes in English with teaching
in all types of study (increasing trend)
	— Proportion of foreign students in degree programmes (growing trend)
	— Proportion of students completing a study stay abroad during their
studies (lasting 1 month, 1 semester, etc.; growing trend)
	— A university­‑wide Welcome Centre with a wide range of
services for international students and employees
2Individual and
diversified doctoral
degree programmes
Strategic goals
2.1	 Increase the attractiveness and success of doctoral
studies for motivated and talented students
2.2	 Strengthen the internationalization of doctoral studies
2.3	 Create conditions for the implementation of interdisciplinary doctoral degree programmes
2.4	 Strengthen the environment of mutual cooperation
between supervisors and doctoral students
2.5	 Create an environment to strengthen research within doctoral studies
with a link to the development of students’ publishing activities
Tools, indicative measures and activities
2.1	 Increase the attractiveness and success of doctoral
studies for motivated and talented students
	— Change the structure of the admissions procedure so that it takes into account not
only the quality but also the motivation of applicants for doctoral studies, strengthen
contact between the student and supervisor before the admissions procedure itself;
	— Create tools for monitoring and evaluating doctoral studies;
	— Support the continuity of studies for doctoral students in the form of creating
motivational tools enabling the solution of various situations associated
with the study (e.g. a significant increase in the length of studies);
	— Support the work of the doctoral boards of doctoral degree programmes with
the aim of reflecting the results of feedback from individual programmes, and to
actively project it onto the structure and functioning of the degree programme;
	— Create motivational tools to support the student in completing their
dissertation thesis within the standard duration of study;
	— Create a system of addressing graduate students from the Czech Republic
and abroad, introducing them to the possibilities of doctoral studies,
and supporting their recruitment to study at FEA MU;
	— Carry out a revision of scholarships and tuition fees in doctoral degree programmes and also
ensure equal study conditions for all doctoral students in a language other than Czech;
	— Create a communication tool acquainting doctoral students with the
faculty and the relevant home unit (doctoral first­‑year student meets,
introduction of research teams and specializations, etc.).
2.2	 Strengthen the internationalization of doctoral studies
	— Support possibilities for increasing the number of motivated and talented foreign doctoral
students (e.g. the possibility to finance talented students from abroad through state support);
	— Implement a system of compulsory foreign internships for doctoral students
with a recommended length of at least 3 months (90 days);
	— Support sending doctoral students for internships abroad, including the possibility to carry
out a postdoctoral fellowship with a foreign partner after completing their studies;
	— Within the framework of cooperation with foreign partner research
organizations, promote the possibility for long­‑term doctoral student exchanges
and their involvement in research teams at the host institution;
	— Initiate and support cooperation with recognized foreign institutions (according to international
rankings) through the implementation of studies under dual guidance (so­‑called cotutelle).
2.3	 Create conditions for the implementation of interdisciplinary doctoral degree programmes
	— In cooperation with other faculties, analyse the possibility of joint degree
programmes that would be implemented on an interdisciplinary basis,
including joint supervision of dissertation theses (e.g. the economic impacts
of new IT technologies or the introduction of new biotechnologies);
	— Support the use of so­‑called collaborative doctoral studies in cooperation with partners from
the public and private sectors, and strengthen professionally oriented doctoral studies.
2.4	 Strengthen the environment of mutual cooperation
between supervisors and doctoral students
	— Define the roles and responsibilities of the supervisor and the doctoral student,
including the provision of methodological support to supervisors in the form of
workshops and seminars on the possibilities of doctoral student development tools;
	— Develop a system for evaluating the quality of supervisors’ work (their publishing activities,
length of study of their doctoral students, employment of doctoral students, etc.).
2.5	 Create an environment to strengthen research in doctoral studies with
a link to the development of students’ publishing activities
	— Support the excellent publishing activities of doctoral students in the field of their
dissertation thesis by introducing a motivational system in cooperation with supervisors;
	— Initiate a discussion on contracted modes of doctoral study;
	— Support targeted research by involving combined doctoral students in scientific
research activities, including the corresponding publication output;
	— Prepare comprehensive introductory training for doctoral students in which
they are acquainted with the basic evaluation parameters of their activities and
the evaluation of publishing activities, etc., including the relevant dates;
	— Introduce elective courses (including the provision of teaching in cooperation with external
experts) which would enable students to further expand the possibilities of their research;
	— Create a communication tool acquainting doctoral students with the
faculty and the relevant home unit (doctoral first­‑year student meets,
introduction of research teams and specializations, etc.).
Key results and indicators in the SP MU
2021–2028 relevant for the particular
strategic goal of the faculty
	— Established standards of doctoral studies at faculties also as part of
the internal evaluation of doctoral degree programmes
	— Implemented standardized requirements for the quality of
the work of supervisors of doctoral students
	— The proportion of doctoral students’ research outcomes that are indexed by the
world’s major multidisciplinary citation databases (Web of Science, Scopus and similar such
databases) from the total number of doctoral students’ outputs from MU (growing trend)
	— The proportion of research publications of doctoral students in
prestigious sources (journals, publishers) with regard to the quality
criteria of the given scientific discipline (growing trend)
	— Proportion of students completing a foreign internship during their doctoral
studies (in lengths of a min. 1 month, 1 semester, etc.; growing trend)
	— Proportion of doctoral students who successfully graduate within
the standard duration of study (growing trend)
	— Average amount of financial evaluation per doctoral
student at individual faculties (growing trend)
	— Number of supported doctoral students from scholarship programmes for
the evaluation of excellent results in doctoral studies (growing trend)
	— Portfolio of motivational tools for doctoral students and
supervisors within the PhD academe at MUNI
	— Established system for monitoring the employment and career paths of doctoral graduates
3Prestigious national and
international research
Strategic goals
3.1	 Support key research topics and the creation of excellent results in R&D
3.2	 Develop applied research
3.3	 Support the communication and promotion of the faculty’s R&D activities
3.4	 Involve the FEA MU in international research projects and consortia
3.5	 Internationalize research, including cooperation in
science and research with foreign partners
Tools, indicative measures and activities
3.1	 Support key research topics and the creation of excellent results in R&D
	— Support the further development of key research topics identified at individual departments
and research institutes, including the creation of internal tools for securing funding;
	— In cooperation with other faculties and departments of Masaryk University, develop strategic
interdisciplinary research topics identified with regard to major societal challenges – especially
in the fields of biotechnology, biomedicine, pharmacy, security, health and quality of life,
and environment and sustainable development, and which are described in the Strategic
Development Project of Masaryk University 2021+ “Innovation for a Healthy and Safe Society”
	— In cooperation with domestic and foreign partners, seek and support long­‑term opportunities for
key research topics with international implications, including interdisciplinary research topics;
	— Adjust the settings of research institutes at the faculty in order to
support excellent results in cooperation with departments;
	— Support the development of a project support system in order to
create conditions for the involvement of research teams in prestigious
programme frameworks in the field of science and research;
	— Integrate new researchers, especially foreign ones, into long­‑term teams at the
faculty, and connect support for these researchers already with their activities
in the context of graduate or doctoral studies (final theses, etc.);
	— Increase the number of functioning interdepartmental and interfaculty
research teams with long­‑term research topics;
	— Create tools for motivating researchers working at the faculty to get involved in long‑term
research teams already when completing their doctoral studies, with a vision to
potentially pursue further work within the R&D teams established at the faculty;
	— Create tools to increase the citation index of published results (indexed in the world
databases WoS and SCOPUS) – especially support for visibility and dissemination;
	— Support the introduction of the Open Science and Open Access concepts in
cooperation with the central units of the university, and the creation of appropriate
information tools for academic and non­‑academic staff members;
	— In cooperation with university units, communicate intellectual
property values ​​(including the Open Science concept);
	— Secure long­‑term access to electronic resources, including updates of relevant databases, etc.
3.2	 Develop applied research
	— Support the involvement of the faculty in platforms of cooperation with the
private and public sector in order to identify opportunities for involvement in
R&D (including the conclusion of long­‑term cooperation agreements, etc.);
	— Increase research cooperation with relevant partners, including the conclusion of long‑term
contracts for research activities (e.g. South Moravian Region, City of Brno);
	— In connection with the use of programme frameworks supporting the application of science
and research outcomes (especially TA ČR), support the submission of follow­‑up projects with
the aim of maintaining and deepening long­‑term cooperation with application partners;
	— Create a user­‑friendly communication portal, used by academic staff members, centred on
the possibilities of using individual programme frameworks to support the application of
basic research outcomes at the faculty (e.g. developing and applying GA ČR outcomes).
3.3	 Support the communication and promotion of the faculty’s R&D activities
	— Develop tools for implementing the effective internal evaluation
of science and research outcomes, including communication with
academic staff members, and tools for internal promotion;
	— Support the exchange of information on the outcomes of projects and other research
activities within the faculty in the form of regular workshops and conferences;
	— Create a set of tools (e.g. websites) to enable the promotion of interesting
outcomes and opportunities for cooperation in the field of R&D
with the representatives of partners and expert circles;
	— Promote the portfolios of key research topics at events in the Czech
Republic and abroad (e.g. network workshops and conferences).
3.4	 Involve the FEA MU in international research projects and consortia
	— Increase the capacity and possibilities of the system for the project support of
individual faculty departments with the aim of increasing the involvement of the
faculty’s research teams in international research programme frameworks;
	— Within the framework of international projects, support the active
role of faculty teams, including the possibility of publishing activities
in prestigious international journals (Q1 and Q2);
	— Support the connection of faculty research teams to units actively involved in international
science and research projects, and develop tools to inform research teams at the
faculty about opportunities to participate in international projects and consortia;
	— Create a suitable system of motivational evaluation for individual employees and research teams
to obtain an international project, or get involved in an international research framework.
3.5	 Internationalize research, including cooperation in
science and research with foreign partners
	— Support the employment of foreign researchers, especially in the position of
“postdoc” in order to support the internationalization of research teams in
the long term and to further significantly reduce faculty inbreeding;
	— Introduce a system of foreign trips for all academic positions (from assistants to professors)
and combine it with other tools for professional development (e.g. the sabbatical system);
	— Focus on creating opportunities for the long­‑term activities of foreign workers,
even after the end of projects, create conditions for long­‑term activities;
	— In cooperation with the central level of the university, create and develop tools for the
activities of foreign postdocs at the faculty (standard selection procedures, etc.);
	— Create a long­‑term strategy associated with internationalization in
the field of R&D, including the search for relevant foreign experts and
their engagement long­‑term in research teams at the faculty.
Key results and indicators in the SP MU
2021–2028 relevant for the particular
strategic goal of the faculty
	— Successful implementation of a strategic development project in
the field of innovation for a healthy and safe society
	— Built high­‑quality university facilities connecting basic and clinical research in the field of
human health and full use of the research potential of the Faculty of Pharmacy MU
	— Number of proposals and projects obtained in the grant schemes of
international funding bodies, where MU is in the role of investigator
or co­‑investigator (especially in Horizon Europe)
	— Number of projects in cooperation with industry/state
administration/self­‑government (TA ČR, M PO etc.)
	— Proportion of highly­‑cited publications in Web of Science
	— Number of submitted proposals and individual international
prestigious research grants received (e.g. ERC)
	— All key infrastructure of the university in science, informatics, social sciences and the
humanities operate in the mode of shared laboratories (so­‑called core facilities)
	— New, successfully established teams of holders of the MUNI Award in Science and Humanities
	— Introduced periodic evaluation of research quality as a standard part of management
at all faculties and higher education institutions (functional peer review panels, etc.)
	— Proportion of research outcomes that are indexed by the world’s major
multidisciplinary citation databases (Web of Science, Scopus and the like)
from the total number of outcomes of MU authors (growing trend)
	— Proportion of research publications of MU authors published in Q1
and Q2 according to the citation index (e.g. IF, AIS) of the journals in
the relevant field at the Web of Science (growing trend)
	— Number of research publications in 1%, 5% and 10% of the world’s most
cited publications according to the Web of Science, with MU authors
having a key role of (first/corresponding author; growing trend)
4Active societal role
and communication
Strategic goals
4.1	 Introduce active communication as a tool for developing the
position of the faculty within the public square
4.2	 Establish and support partnerships within the public and private sectors
4.3	 Develop the activities of the faculty as an organization fulfilling the
principles of social responsibility and sustainable development
a)	 social area
b)	 economic area
c)	 environmental area
Tools, indicative measures and activities
4.1	 Introduce active communication as a tool for developing the
position of the faculty within the public square
	— With regard to development in other areas, update the Communication Strategy of the FEA MU;
	— Support cooperation with the central units of the university in the field
of communication, whether for individual events or key topics;
	— Participate in the implementation of MU events (e.g. MjUNI,
Researchers’ Night, Campus Day), including their promotion;
	— Support the communication of interesting results in science and research to
the general public and expert circles (access to selected specialist lectures,
organizing educational lectures, appearances in the media, etc.);
	— Systematize and develop activities to promote the faculty as an entity offering
opportunities and facilities for a wide range of social and professional events (with
regard to the infrastructure, simultaneously as a venue with full disabled access);
	— Create and implement tools for long­‑term cooperation with the media, and
promote faculty­‑related events and topics in the public square (including
the use of social media, communication platforms, etc.);
	— Create tools to support the entry of students and faculty employees into the media
space in order to present the values ​​of a top­‑class expert unit with an impact on social
affairs, in cooperation with the organizational parts of Masaryk University.
4.2	 Establish and support partnerships within the public and private sectors
	— Actively participate in the creation of policies and strategies at the local and central
level (in the form of an offer of cooperation between FEA MU institutes, or the
membership of faculty employees in working groups and expert committees);
	— Support the implementation of important events as part of national and
international projects (e.g. general meetings, important conferences) and present
the faculty as a reliable partner, especially on the international stage;
	— Strengthen and develop long­‑term partnerships with secondary schools and other
stakeholders in this area (create a concept of cooperation, including the systematization
of offers of lectures, excursions, and other activities for secondary schools);
	— Expand or intensify cooperation with other entities in the region and use their
potential for the development of science and research as well as education;
	— Revise the so­‑called partnership system implemented at FEA MU – streamline the offer of
activities while making it more attractive to partners from the public and private sector;
	— Create a system to monitor concluded contractual relations with partner organizations
(from the fields of science and research, education/teaching, supervision of final theses,
etc.) and connect it to the system of offering opportunities for further cooperation.
4.3	 Develop the activities of the faculty as an organization fulfilling the
principles of social responsibility and sustainable development
	— Support the development of Corporate Social Responsibility (CSR) activities and thus establish
the good name of the faculty as an organization fulfilling the values of long­‑term sustainability;
	— Support initiatives and implement knowledge dissemination activities that contribute to
the personal development of individuals and society (e.g. civic engagement, principles
of long­‑term sustainability, financial self­‑sufficiency and financial literacy);
	— Create conditions for forming and strengthening the sense that students,
graduates and employees belong to the faculty (see individual areas).
a)	 social area
	— Support the activities of student clubs at the faculty and involve them in the
implementation of faculty events (e.g. Open Day, MjUNI, expert lectures);
	— Use the potential of the HR Award Label project to create an overall concept for human
resources development at the faculty while simultaneously fulfilling the principle of
balancing professional, family and personal life (e.g. develop a support system for the
further education of employees in connection with regular evaluations, workshops focused
on employee rights, or the principles governing how the faculty/university functions);
	— Support equal access to employees and students of the faculty, and
respect the principle of non­‑discriminatory treatment;
	— Involve students and employees in the voluntary activities of MU and the external
public square, and for this purpose create a system of support and appropriate
information tools (e.g. Giving Tuesday, donating blood, recruitment drives for
registration in the bone­‑marrow donor registry, education on financial literacy);
	— Expand support for cultural, sports and other social activities of the faculty’s individual
units for students and employees, and create a recognized space for informal events
(e.g. an opening party to launch the semester for students, a Christmas party for
employees, Fit Office, a chess or badminton tournament, board games);
	— Develop events for family the members of employees (e.g.
a St. Nicholas Party for employees’ children).
b)	 economic area
	— In cooperation with the university’s units, communicate intellectual
property values ​​(including the Open Science concept);
	— Create long­‑term conditions for student entrepreneurship, i.e. connect students
with practice (cooperation with the South Moravian Innovation Centre, etc.);
	— Offer high­‑quality and affordable lifelong learning aimed, among other
things, at maintaining high professional and ethical standards;
	— Create a concept for working with graduates (e.g. their participation in
faculty events or involvement in teaching, the TopSec project, supervision
of final theses, support in spreading the good name of the faculty);
	— Continue the financially responsible behaviour of the
faculty (transparency, debt­‑free operation).
c)	 environmental area
	— Develop a strategy for the use of renewable resources at the faculty (purchasing
“green energy”, FairTrade products, saving used materials, etc.);
	— Involve students and employees in volunteer activities that show consideration
to the environment, e.g. Ukliďme Česko (Clean Up Czechia), Sázíme na
budoucnost (Planting the Future), and Do práce na kole (To Work on Bike);
	— Support the implementation of projects at the faculty that are environmentally
friendly (waste sorting, Filtermac project, shared bike racks, etc.);
	— Develop cooperation between FEA MU research institutes and private
and public sector institutions focused on environmental issues.
Key results and indicators in the SP MU
2021–2028 relevant for the particular
strategic goal of the faculty
	— Implemented evaluation of the societal role of the university as part of quality assurance
	— Established process for selecting priority topics arising from social need
and their investigation in cooperation with parts of the university
	— Working tool for mapping fulfilment of the societal role
of the university by individual students,
	— employees, and units
	— Overview of implemented activities as part of fulfilling the societal role, social responsibility
(CSR) and the Sustainable Development Goals (SDGs), published at www.muni.cz
	— Number of statements by experts from the university on issues being addressed
in society, published in the relevant media and in public debate (growing trend)
	— Created fund to support the implementation of projects of students and employees
with a socially beneficial impact, and the volume of funds allocated and drawn
	— Institutionalized volunteering activities in the structure of
the university and an overview of its activities
	— An established cultural and social centre of the university
	— Overview of and attendance at social, cultural and sports
events organized for the university and the public
	— Established internal evaluation of employees taking into account the
fulfilment of the societal role of the university within the work portfolio
	— Awards and other rewards for socially responsible initiatives for students and employees
	— Indicators of satisfaction and sense of belonging for students,
graduates and employees, as shown by university surveys
5Effective administration
of the institution and
successful personnel
management
Strategic goals
5.1	 Successful personnel management
5.2	 Management and development of the institution, including infrastructure
5.3	 Development of information systems
Tools, indicative measures and activities
5.1	 Successful personnel management
	— Support the mutual cooperation of teams from the faculty’s individual units and
thus support cooperation between individual units, including strengthening
affiliation with the faculty and personnel relations at the faculty;
	— Further develop programmes to support the career and professional
growth of employees, both academic and non­‑academic;
	— Adjust the EVAK evaluation system for academic staff members in order to simplify the evaluation
criteria and optimize the remuneration system in connection with the employee’s annual
evaluation and performance (support the motivation system, transparency of environment, etc.);
	— Create a system for training members of selection committees for academic and non­‑academic
positions in order to professionalize the entire process of recruiting and selecting employees;
	— Support the system of open selection procedures for academic positions at the faculty (including
advertising at other R&D units, advertising abroad, etc.) in order to prevent the effects of
inbreeding (in connection to other strategic priorities of the Strategic Plan of the faculty);
	— Introduce the HR Excellence in Research Award label and ensure long‑term
that European Commission continues to award it;
	— In relation to the HR Excellence in Research Award label, create a system of
basic training for academic and non­‑academic staff members reflecting both
the need for further minimal professional training in relation to their positions,
and the statutory requirements on ensuring the regular training of new and
present employees and having clear records of completed courses;
	— For academic and non­‑academic staff members, ensure the possibility of creating “packages
per person” to draw support for internal and external training and further education;
	— In cooperation with the central units of the university, set up and implement the adaptation
process for new employees as a phase following their recruitment and selection (e.g.
acquainting them with the MU Information System, intranet, travel authorization forms);
	— Create a system of basic frameworks for recognizing the qualifications of foreign
workers in cooperation with RMU, and create basic typological templates
(clarification of what can be recognized, equivalencies in the Czech Republic,
personnel categories in which employees can be classified, etc.);
	— Implement career rules for academic employees;
	— Create and implement an overall personnel strategy for the faculty in connection
to other priorities of the Strategic Plan of the FEA MU for the years 2021–2028
(e.g. the number of employees required for individual positions);
	— Define competencies for researchers (according to a comparison with the European
Frame­‑work for Research Careers) – basic criteria for the recruitment, selection,
evaluation and professional development of academic employees;
	— Participate in the discussion on the systemic positions of associate professors and
professors according to foreign models with relevant evaluation, and so support
the long­‑term employment of top­‑class domestic and foreign experts;
	— Further expand the systemic offer of employee benefits,
including various packages (e.g. sports activities);
	— As part of employee evaluations, start a discussion on the possibilities of a method for
regularly monitoring the fulfilment of work­‑life balance, i.e. monitoring workloads;
	— Creation and implementation of a system specifying maximum possible
terms of office for heads of academic/research units.
5.2	 Management and development of the institution, including infrastructure
	— Create tools for the long­‑term provision of e­‑information resources in cooperation
with other parts of Masaryk University (participation in a national consortium for the
purchase of key electronic information resources, joint purchase of e­‑resources, use of
state­‑of­‑the­‑art global terminals providing access to economic and financial data);
	— Create conditions for the reconstruction of the faculty office space in accordance with modern
trends (provision of places for consultations with students, job sharing, environmental
responsibility, efficient management of energy, water and waste, SMART buildings, etc.);
	— Create tools for the introduction of a language policy, including the conversion
of all basic faculty agendas into a bilingual form (CZ and ENG);
	— In cooperation with the affected units of Masaryk University, solve the use of parts of the
Vinařská campus for the needs of the faculty (specialized unit for language teaching, etc.);
	— Implement the reconstruction of library equipment and facilities which were not part
of the reconstruction of SVI FEA MU in 2012 (especially: reconstructing the toilets,
replacing the air conditioning units, repairing windows and replacing blinds);
	— Update the faculty’s Plan of Investment Actions with an outlook to 2030.
5.3	 Development of information systems
	— In cooperation with MU central units, support the use of the IS MU for online education,
especially for so­‑called compulsory courses (e.g. legislative, introductory/adaptation training);
	— In relation to the concepts Open Science and Open Access, support the building
of sufficient capacity for the administration and long­‑term storage of data at
the faculty (strengthening the faculty’s network, server capacity, etc.);
	— Create conditions for the further continuation of the faculty
library’s computerization and the overall digitization of collections;
	— In cooperation with other units of the university, create a comprehensive
system to support the digitization of teaching;
	— Unify the system of internal communication at the faculty using IT systems in order to
eliminate ambiguities or duplications (Office 365, including Yammer and others);
	— As part of the further education of academic and non­‑academic staff members, ensure
the inclusion of a module reflecting the overall electronic processes and documents
at the faculty (approval processes, uploading and managing documents, etc.).
Key results and indicators in the SP MU
2021–2028 relevant for the particular
strategic goal of the faculty
	— Established system of positions for associate professors and
professors according to selected foreign practice
	— A maximum possible term of office for heads of academic and research institutes
	— Number of foreign academic, research, and non‑academic
staff members at MU (growing trend)
	— The proportion of academic, research, and non­‑academic staff members with
work experience outside MU – mainly acquired abroad (growing trend)
	— HR Award acquired for all faculties and higher education institutions of the university
	— Fully implemented system for the internal evaluation of employees
in connection with other types of evaluation at the university
	— The extent to which tools are used to promote the reconciliation of work and
private life in individual constituent parts of the university (growing trend)
	— Implemented unified enterprise architecture as a new way to manage
and develop information systems and IT MU services
	— Areas of strategic management of the university with full data­‑driven decision support
	— Comprehensive provision of digital services through the MU Information System
	— The level of security and the ability of IT MU to process confidential information,
special categories of personal data, and other data with special protection
	— The range of digital content available to students, employees, graduates
and the general public through IT MU (growing trend)
	— An overview of fully digitized agendas within the university
	— Overview of electronic tools communication with applicants, graduates, and partners, for
internal communication, and for the online implementation of commercial activities
	— Overview of electronic tools for synchronous and asynchronous teaching
	— Modified budgetary rules in relation to selected qualitative parameters, that reflect the
current number of students at faculties, and the motivational system of research funding
	— Greater success for the university in competing for the institutional
funding of education and research due to improvement in the qualitative
budget indicators of the Ministry of Education, Youth and Sports
	— Created financial reserves of the university, in connection with the rules set of their
creation, covering needs for co­‑financing strategic development activities
	— The use of certified procedures in accordance with environmental responsibilities
in the implementation of new constructions, reconstructions, and repairs of buildings
	— Implemented strategy of responsible public purchasing
	— Proportion of green areas on university campuses (growing trend)
	— Implemented strategies for energy, water, and waste
management and their measurable effects
	— Proportion of so­‑called SMART buildings, monitored and controlled
by IT systems, within the university (growing trend)
	— Established system of training employees and students in the efficient
and environmentally responsible operation of the university
Strategic Plan of the Faculty of Economics and Administration,
Masaryk University, for the Years 2021–2028
Published by Masaryk University, Faculty of Economics and Administration,
Lipová 507/41a, 602 00 Brno, Czech republic
1st edition, 2021
www.econ.muni.cz/en