D.ped.n. Doroshchuk E.S.

Kazan State University, Russia

Information competence in the management of the department as a factor in the modernization of the educational space of the university

Information competence in the context of the problem of department management

At present, it is the department, as the main structural unit of the university, that bears the burden of solving general tasks in the field of modernizing the educational system. And the effectiveness of solving these problems and their implementation in the educational and research process largely depends on how information-saturated the managerial link of the department is.

Therefore, one of the most important factors in improving the quality of managerial, and in general, educational and research activities of the department is the information competence of both its head and all its departments as a whole.

Information competence has several aspect characteristics.

Firstly,it can be represented asthe totality of various special and general information, as information components that affect the result of the manager's managerial activity, reflecting the value aspects of the behavior of the team. This is due to the fact that competence is ultimately manifested in behavioral practice, and we judge it based on the analysis of human behavior. In the social environment, as well as in the managerial one, the most valuable aspects of behavior for people that affect the perception of their carriers and the results of their actions are distinguished: cognitive, emotional, energy. Each of them is also present in the behavior of the head of the university department.

Secondly,information competence can be represented as a model of effective behavior, which is its essence. The components of behavior that underlie information competence include:

cognitive - free, open to experience, fantasy and other processes, thinking about the goals that need to be achieved; anticipation of possible development paths and obstacles to be overcome; analysis of the results of one’s own actions for a better understanding of the nature of the situation, which is expressed in a set of necessary competencies that the head of the department should have: planning skills, identifying the problematic field of activity and the main obstacles to achieving the goals of the department, etc.;

affective - emotional setting for the task, when the setting for the productive use of positive and negative emotions prevails, which allows you to create a creative background for solving primary tasks and use tension as an incentive to improve performance. One of the results of affective behavior in this context is the degree of pleasure from the work done or the desire to overcome dislike (unpleasant attitude) to the part. obligatory types actions;

strong-willed - the application of additional efforts to reduce the likelihood of failure, which is expressed in perseverance, determination, will; formation and development of skills and experience, which are based on confidence in successfully overcoming all difficulties and achieving results. This is expressed in habitual, but flexibly adaptable ways of behaving and using information as the basis for making managerial decisions.

Thirdly,information competence can be represented as a set factors , influencing the increase in the efficiency of managerial activity, among which the most important are two: 1) receiving support from members of the department; 2) the conviction that the leader's behavior corresponds both to his own ideas about the need for such actions, and to the ideas of people significant to him about this.

To improve the quality of management of the department and the implementation of the entire set of information competencies of the head, an information system is being created to support the management of the department - ISPU - designed to optimize management processes.

ISPU is a set of elements intended for monitoring in the field of educational, consulting and scientific and innovative activities of the department, based on the constant flow and updating of information in the field of educational and educational activities. As a technological tool, she uses computer programs and document templates developed in various departments of the university and the department. The creation of an independent integral system of the department allows integrating these document bases, different in structure and content, into one information base of the department.

The principles of formation of this kind of information system are as follows:

- Informativeness - information richness, which contributes to an adequate perception of the tasks and goals of the development of the department and is the basis for the formation of a team spirit.

- Relevance - meeting the needs of the department as a whole and taking into account the interests and needs of each member of the department, when each employee sees his place in the “team system” and understands his responsibility for the overall success of the team.

- Predictability - vision of long-term ways of development of the department, taking into account the changing external and internal conditions of this development

-Expediency- a clear target binding of all blocks and sections of the system, providing high-quality management.

- Openness -accessibility to all members of the educational and research team in blocks and target subsections with a transition and links to the necessary documents and subsystems.

The purpose of creating an information system for supporting the management of the department is to optimize and improve the quality in managing the department, as well as to increase the efficiency of the educational and scientific activities of the department

ISPU tasks:

Monitoring the situation in the educational and research activities of the department

Identification of trends and problems, ways to preserve and use the research and educational potential of the department

Formation of a reference and information fund to optimize the management of the department

Organization of wide access to structured information to activate the department's self-government.

Monitoring the situation in the educational and research activities of the department can be decomposed into two main stages:

Stage 1. Creation of information and analytical base of the department: documentary (office management) and creative (author's - design).

II stage. Creation of conditions for maintaining monitoring (introduction of information computer technologies).

Identification of trends and problems, ways to preserve and use the research and educational potential of the department can be decomposed into the following areas:

- Research seminars and projects to assess the problem field of the department.

- Ensuring a new quality of organization of the department's activities through a new quality of digital and textual information (transition from databases to knowledge bases).

- Active use of information resources of the university (university) and other bodies of municipal and federal education.

- Formation of a high information culture among the staff of the department as an important factor in the effectiveness of activities .

The formation of a reference and information fund for optimizing the management of the department takes place on the basis of the following processes:

Creation of a virtual department with personal accounts of each member of the department and each subdivision of the department;

Creation and support of network resources that provide educational, organizational and research activities of the department.

O the organization of wide access to structured information for the activation of self-government by the department is carried out through

Formation of network complexes in three directions: documents, personnel, students (off-line for official use and on-line for wide access modes);

Automation and standardization of filling in important and time-consuming documents of educational and research activities (course regulations, reports, program standards, etc.);

Strategic and tactical planning of the department's activities in educational and research areas;

Presentations as a form of information structuring and management (creative-personal and strategic level).

An important component of the information competence of the head of the department is the development of a strategy for the development of the department for the five years and current planning of activities.

Designing the strategic foundations of the activity of the university department

The formation of a strategy is a long and continuous process, which can be considered as the process of creating a document and represent the documentary basis for the activities of the departments of the university. At the present stage of revising the basic value and technological foundations of educational activities, strategic planning is becoming a method of managing the educational system at any level, as it allows you to trace the prospects for the development of the system, identifying especially important components.

The transition to a different system of education, where the educational trajectories formed by students become the main ones, where the main goal is the development of a competent personality, requires other strategic decisions that allow educational processes to be carried out in a new innovative mode.

The place of the department in the university system. An elementary and at the same time the main unit of the structure of any university is the department, as an independent and autonomous education, organically included in the structure of a higher educational institution, performing its functions in the field of education, scientific research, enlightenment, education, combining science and production. The department is a part of the university system, therefore any strategic program developed at the department plays, first of all, a constructive role that ensures its dynamic and holistic existence in the structure of the university. Moreover, the department, being a structural element of the system, is itself a systemic formation, characterized by a set of specific elements that form integrity, are interconnected and interact with each other.

The department has the main management links:

a) vertical - subordinate (manifested in different degrees and personality-centered);

b) horizontal - coordination (manifested in the form of cooperation - educational, scientific, industrial);

c) continuity (manifested in the interaction between departments, faculties, students - students, teachers, reflecting the integration nature of the department's activities).

Thus, there are all the signs of a system in the system: integrity, elementary structure, integrativity, openness, multifunctionality (the ability to modify goals and perform various actions to achieve results), relative independence from the external environment, purposefulness.

The department as an element of the structure of the university can be considered as a socio-professional system, characterized by the integrity of the elements, integrativity and multifunctionality, open to interaction, aimed at creating a special educational space with the aim of developing the individual with special forms and methods.

The most important document that ensures the functioning of this system is the development strategy.

Development strategy of the department of the university can be presented as the most important strategic document of the structural unit of the university, which is moving into an innovative mode of life and has adopted the program-target development ideology as a basis.

The program-target ideology of development involves understanding the goal as an image of the desired and possible result, setting operationally set goals, that is, goals should be set in such a way that it is possible to check the result of their implementation.

Goals of the development strategy

This is, first of all, concretization - overcoming uncertainty - knowing where, how and why to move.

The second goal is to streamline the joint activities of the staff of the department, since the success of the implementation of the strategy depends on this.

The third goal is the prioritization of activities, which allows you to concentrate the main efforts on a particular issue that is relevant and important now and today.

The essential features of the development strategy of the department are also influenced by the modernization of education and the entire education management system as a whole. We refer to them:

1. Direction (primary) to the solution of the most important, fateful, predetermining the general directions of the life of the department and the university as a whole, strategic tasks. This is also due to the pronounced orientation of the strategy towards taking into account the state and forecasting trends in the external environment of the specialty (profession), that is, the market for professions or the conditions of employers.

2. The development strategy is innovative in its essence, as it is a plan for the implementation of innovations in the process of the department's activities, which is associated with the expansion of the influence of information technologies, an increase in the share of interactive technologies in the educational process, the formation of new relationships in the "teacher-student" system.

3. The predictability of the strategy is associated with its focus on the future, the implementation of not only current, but also promising, expected, predictable needs, both internal and external.

4. The systemic and program-targeted nature of the strategy allows us to present the department as part of the university system, and at the same time as an independent system, while defining goals and expected results with a methodology for verifying the achievement of these goals, which itself demonstrates the final results or intermediate options for achieving goals.

5. The manufacturability of the strategy lies in the use of advanced rigidly structured technologies (multimedia approach - multimedia technologies).

The components of the development strategy of the department include: a development program, which, in turn, includes a constructive program of activities and an educational program; plan its varieties: comprehensive and strategic plans; a development project as a step-by-step implementation of the image of the future (as a specific form of creativity, which is a universal property of human thinking).

The development strategy model is a triune system that contributes to the solution of development and management tasks (Scheme 1.).

These tasks include the task of harmonizing the interests of the department as a structural unit of the university, the task of formulating a clear and agreed goal; tasks of increasing loyalty to the group; the tasks of improving communications (both external and internal); tasks of increasing responsibility for the work performed by members of the department.

The model is built on the basis of two main patterns:

1. Cooperation as a social partnership is successful in compliance with agreements on activities in the scientific, educational, practical and educational areas;

2. Compliance with trust and loyalty in the team forms the prerequisites for effective interaction.

The development program of the department is special kind strategic development that performs a constructive function. One of the priorities of the development program is to build specific actions aimed at achieving the intended goals or the appearance of the department (program for the development of specializations, the program for the development of the laboratory, the program for the development of ICT - information computer technologies).

Plan - a document that gives meaningful guidelines for activities, defining its order, scope and time limits (I.A. Kolesnikova, M.P. Gorchakova-Sibirskaya). Its goal is to streamline the activities of the department, giving it a planned, systematic, manageable and successive character.

A project is a specific type of activity to create a prototype or prototype of a proposed or possible object, a state that precedes the implementation of what was conceived in a real product.

Scheme 1. Model of the development strategy of the department of the university

In this way, the development strategy of the department in modern conditions is a management tool with a powerful and effective potential that provides a guaranteed result - the transition of the department to a new qualitative state in the conditions of new educational communication. The development strategy of the department solves three main tasks:

1. Ascertaining, defining a starting point, the so-called "pillar of problems."

2. Image-forming, modeling the desired image of the department, which includes the structure, functions, needs, values.

3. Technological, developing a strategy and tactics of transition.

There are three types of requirements for the development strategy of the department: implementation, control and communication.

Implementation requirements reflect the qualitative characteristics of the content of the strategy and demonstrate the reality of planning activities (Table 1.).

Table 1

Implementation requirements for the development strategy of the department

Strategy Requirements	Enforcement of requirements
The relevance of the strategy of the department	Analysis: monitoring the activities of the department, SWOT analysis
Predictability of strategic decisions of the department	forecast of changes in the external environment and internal potential of the department
Tension - focus on maximum results with the rational use of the resources of the department	Optimization of thinking with the choice of a rational and economical option
Completeness and consistency of the strategy of the department	Systematic thinking, the idea of ​​the department as a structural element of the university system

SWOT - analysis is a comprehensive method for studying the development of the department, during which the resources, available to the team, existing spaces(“weaknesses”) are outlined perspectives and related risks.

The control requirements contribute to the development of the principles of activity of the developers of the development strategy of the department with a further transition to the activities of the department itself (Table 2.).

table 2

Control requirements for the development strategy of the department

Requirements	Ensuring implementation
Controllability of the strategy	Accuracy and operationality of goals, objectives and benchmarks
Sensitivity to failures in strategic decisions and department actions	Introduction of intermediate control points in order to correct actions
Department integration	Involvement of all members of the department staff in the development of a strategy
Consolidating direction of strategic decisions of the department	Intensification of communication and communications in the team, creativity of communication

Communication requirements for the development strategy of the department allow you to build a model of the communication system at the external and internal levels, which is highly effective (Table 3.).

Table 3

Communication requirements for the development strategy of the department

Strategy Requirements	Enforcement of requirements
Individuality, compliance with the specifics of the department	Focus on solving specific problems, taking into account the characteristics of the university as a whole
Informativeness of the strategy	Completeness of structure
Logic, visibility, comprehensibility	The logic of presentation, subheadings, font emphasis, etc.
attractiveness	Reasonable ambition, clarity, transparency of intentions, reality of implementation

There are many types and forms of strategic development, which are the result of creative developments of teams of university departments. As the experience of the Department of Theory and Practice shows electronic means mass media of Kazan State University, the most adequate form of strategic development is the integrative concept of the development of the department, which considers the department in the context of a multimedia research and training and production complex. Such a complex nature of strategic development makes it possible to most effectively use the potential of the department, taking into account its specifics and, in general, the educational policy of the university.

"STRATEGY OF DEVELOPMENT OF THE DEPARTMENT "Philosophy, history and law" of the FEDERAL STATE EDUCATIONAL BUDGET..."

APPROVE

Director of the Novorossiysk branch

L.S. Andriyanova

DEVELOPMENT STRATEGY OF THE DEPARTMENT

"Philosophy, History and Law"

FEDERAL STATE

EDUCATIONAL BUDGET INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"FINANCIAL UNIVERSITY UNDER THE GOVERNMENT

RUSSIAN FEDERATION"

Novorossiysk branch for 2013-2020 Section 1.

Vision and mission With the development of the processes of globalization and internationalization of the economy and business, higher education has new goals to train professional personnel able to work effectively in the changing conditions of the global market and constantly updated information technologies. There was a need for a permanent modernization of professional knowledge, i.e. continuous, lifelong learning.

The Department of Philosophy, History and Law of the branch of the Financial University under the Government of Russia in Novorossiysk is working to implement the Financial University on the strategic goal until 2020, which is to fulfill the mission of the leading scientific, research, educational, methodological and consulting center in the field of financial - economic sciences, which is one of the world's leading universities and makes a significant theoretical and practical contribution to the innovative development and global competitiveness of Russia.

An optimal system is being created professional education, a multi-level structure of higher education that meets modern requirements. This requires the branch and, accordingly, the department in its composition to create conditions for the phased introduction of a level model of personnel training, the introduction of qualification (professional) standards for areas of activity, new state educational standards of the 3rd generation.

The Department of Philosophy, History and Law of the branch of the Financial University under the Government of Russia in Novorossiysk sees its mission in the formation and satisfaction of the intellectual, scientific, educational and moral needs of the individual, society and the state. The department focuses its efforts on promoting the high-quality training of highly professional specialists and scientific personnel capable of setting and solving urgent scientific, industrial and socio-economic tasks, actively participating in strengthening the economic potential of the Krasnodar Territory, the Southern Federal District and Russia.

Section 2 Analysis of the internal environment

2.1 Educational process The department carries out its activities in accordance with the current legislation of the Russian Federation: the Constitution of the Russian Federation, the Law of the Russian Federation "On Education", the Federal Law "On Higher and Postgraduate Professional Education", other federal laws, acts of the President of Russia and the Government of the Russian Federation, regulatory legal acts Ministry of Education and Science of the Russian Federation, Federal Agency for Education, Charter of the Financial University under the Government of the Russian Federation, Regulations on the Novorossiysk branch, Regulations on the department.

The department provides training in 30 academic disciplines (Appendix No. 1.

2.3 Personnel The educational process within the department is carried out by highly qualified teachers with significant teaching experience and practical experience. The level of training and qualifications of full-time teachers corresponds to the disciplines taught and the position held. The total number of faculty members of the department in the 2012/2013 academic year is 7 people, including 5 full-time and 2 part-time teachers. Of these, 6 people have academic degrees, which is 86%. Doctors of Sciences - 2, Candidates of Sciences - 4. In the future until 2020

protection of 1 teacher is expected. Consequently, by 2020 the provision of the department with teachers who have a degree will be 100%.

All full-time teachers of the department and full-time part-time employees are elected by competition in the prescribed manner. All full-time teachers of the institute regularly undergo advanced training.

2.4 Availability of technical and information resources Information and methodological support of the educational process includes educational, scientific, periodical literature and teaching materials, information databases and knowledge. The training process uses specialized software MSOffice, MSNavision.

Optimization of teaching methods, introduction of new ones into the educational process educational technologies and active use of information resources is an important direction for improving the quality of training of modern specialists. In this regard, the most important task of the department is to improve the quality of education by strengthening independent work students with the involvement of modern educational technologies.

The educational process uses:

remote centralized computer testing of students;

the use of forums on the website of the institute for remote counseling of students by teachers of the branch;

use of e-mail for interaction between students and teachers of the branch and the university;

use of satellite TV broadcasting to broadcast the most significant and original lectures.

Currently, the branch is connected to the Internet via a leased line, which allows you to actively use e-mail for interaction between students and teachers, forums on the Institute's website for remote consultation of students by teachers. The branch has a satellite dish and appropriate software, which allows you to conduct webinars, broadcast original lectures, meetings via videoconferencing.

Section 3. Analysis of the external environment

3.1 Main competitors

The main competitors in Novorossiysk are:

Branch of the IMSIT Academy, Krasnodar State Maritime University named after Admiral F.F. Ushakov Branch of the Kuban State University, Krasnodar Branch of the Modern Humanitarian Academy

3.2 External relations and partners The department has developed measures to expand external relations and partners of the department for the planned period (Appendix 4). The implementation of the noted activities allows the department, which is interested in expanding business contacts, to most advantageously combine the interests of students, the public and potential employers.

Purpose and objectives of development Branch of the Financial University under the Government of Russia in Moscow

Novorossiysk defines itself as a center of education, science and culture.

The Department of Philosophy, History and Law, being a subdivision of the branch, together with other departments, is working on the implementation of:

- training and education of specialists who, on the basis of fundamental knowledge and the necessary practical training, are able to make a significant contribution to the development of science, education, economy and culture of the city, region and country, who participate in continuous self-education and advanced training, respond flexibly to changes in the needs of society ;

- meeting the need for modern, affordable and high-quality education, for acquiring the necessary qualifications, for the intellectual, cultural and moral development of the individual;

- development of fundamental and applied science as a source of new knowledge, a guarantee of high quality education, the basis for the development of innovative entrepreneurial activity;

– fruitful international cooperation in the fields of education, science and culture;

The use of moral standards, ethical principles in the process of educating a person, citizenship.

Development of materials that increase the effectiveness of training (cases of business games, role-playing games);

Preparation and publication of textbooks, manuals and workshops for undergraduate students;

Renewal of the fund of evaluation funds;

Preparation of texts of lectures and educational materials for the library and information complex to the electronic information resources available in the BIC of the university;

Distribution of active and interactive forms of educational work with the provision of innovative methodological recommendations;

Development of methodological support and widespread introduction of innovative technical teaching aids into the educational process;

Preparation and holding of scientific events in the areas of research activities (conferences, symposiums, round tables);

Development of a system for attracting university students to SRW;

development of a system to stimulate the involvement of the entire scientific and pedagogical staff in the research activities of the university;

Activation of career guidance work among schoolchildren and other potential applicants;

expanding the range of activities with students and graduates of the Financial University in order to increase their competitiveness in the labor market.

Priority areas of development The Department of Philosophy, History and Law as part of the Branch of the Financial University under the Government of Russia in Novorossiysk carries out its activities in accordance with the current legislation of the Russian Federation: the Constitution of the Russian Federation, the Law of the Russian Federation "On Education", other federal laws, acts of the President of Russia and the Government of the Russian Federation, regulatory legal acts of the Ministry of Education and Science of the Russian Federation, the Federal Agency for Education, the Charter of the branch of the Financial University under the Government of Russia in Novorossiysk, the Regulations on the branch of the Financial University under the Government of Russia in Novorossiysk,

Novorossiysk, other local acts of the university, as well as regulations on structural divisions and elected bodies of the branch.

In the implementation of the new educational standard of the third generation, we have developed measures to improve the educational process.

–  –  –

Development and implementation of large-scale role-playing games, 2013-2015

business games covering several modules Development of a unified system of knowledge test control 2013-2014

students on the basis of the repository Using the site of the branch, the department and the forum for 2013-2014, the site of the branch as the main communication platform for remote counseling of students by teachers of the branch

–  –  –

teaching staff qualifications in the following areas:

Formation of information and communication competence;

Modern information technologies of education:

Independent creation of electronic pages of training courses;

Use technical means 2013-2014.

training, computer slides.

Intensify the use of work 2013-2015.

branch site To carry out mutual attendance of lectures, 2013-2020.

practices, receiving classroom and control works department teachers.

–  –  –

With the stamp of UMO in the specialty, published by the central publishing house;

With the stamp of the Ministry of Education and Science of the Russian Federation, published by a regional or university publishing house;

–  –  –

The quality management system allows you to assess the level of qualification of the subjects of educational activities (the head and employees of the structural unit, teachers, students), the degree of their responsibility for the quality of their activities, determine ways to improve the process of training a specialist, improve the quality of planning, organization of the educational process and its educational and methodological support .

–  –  –

The implementation of the tasks listed above will allow the Department of Philosophy, History and Law to achieve the following results by 2020:

1. A competitive level of the educational process in the regional market.

80% of the level of excellent and good grades of graduates according to the results of the state (including independent) certification;

improving the quality of intellectual capital by increasing the share of graduate scientific and pedagogical workers up to 80%.

2. Competitive in the Russian market the level of research and expert - analytical work of the staff of the department.

improving the quality of research, bringing the number of publications in foreign publications indexed by foreign organizations to 3 units. per year (per one scientific and pedagogical worker

3. Improving the effectiveness of the department's contribution to providing financial support for the innovative development of the Russian economy.

As a result of the implementation of the above activities, the department will meet the criteria of the Financial University in terms of the level of training, the effectiveness of scientific research and expert-analytical work.

The strategy was approved by the decision of the Department of Philosophy, History and Law

Novorossiysk branch (minutes No. 1 dated April 11, 2013).

Applications

–  –  –

The list of implemented programs and readable disciplines The list of readable disciplines of the department "Philosophy, History and Law"

1. English.

2. Business communication.

3. Business foreign language.

4. Business communications.

5. Research of socio-economic and political processes.

6. History.

7. History of world civilizations.

8. History of Russia.

9. History of the economy.

10. History of economic doctrines.

11. History of economic thought.

12. Concepts of modern natural science.

13. Culture of speech.

14. Culture of speech and business communication.

15. Culturology.

16. Logic.

17. German language.

18. Political science.

20. Legal foundations of the Russian state.

21. Psychology.

22. Psychology and pedagogy.

23. Psychology of management.

24. Russian language.

25. Sociology.

26. Theory of economy and law.

27. Philosophy.

28. French.

29. Economic law.

30. Physical culture.

Annex 3 Characteristics of the personnel potential of the department

–  –  –

Target indicators and criteria for evaluating the effectiveness of the implementation of the Department Development Program The Department Development Program will be considered successfully implemented if, as a result of the activities, the following indicators are achieved:

No comments on the QMS Successful accreditation.

Planned number of publications, monographs and scientific articles.

Obtaining the title of professor and associate professor of the Higher Attestation Commission of the teaching staff of the department as planned.

Department head

–  –  –

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The article discusses the modern requirements for the system of higher education, examines the program of strategic development of the Izhevsk State Technical University named after M.T. Kalashnikov. The strategic goals of the university are to train personnel capable of increasing the competitiveness of high-tech sectors of the economy. To improve the educational process at the university, new educational programs are being created, areas of training that are in demand by the market and potential employers are being opened. The management of the university as a complex system is carried out at various levels: the level of administration, faculties and departments. The authors identify the department as a basic unit of the university. The departments create curricula and programs, conduct research and development. Therefore, the effectiveness of the university as a whole depends on the efficiency of the work of the departments. The combination of the head of the department in the university management system of three roles - a scientist, teacher, leader, contributes to the harmonious development of the department in all directions.

the sphere of education

strategic development program

head of department

1. Annotated program of strategic development of the Federal State Budgetary Educational Institution of Higher Professional Education “Izhevsk State Technical University named after M.T. Kalashnikov" for 2012-2016.

2. Grakhov V.P., Kislyakova Yu.G., Anisimova N.V. Olympiads as a point of growth in the quality of education and development of the specialty "Expertise and property management"// Bulletin of the Izhevsk State Technical University named after M.T. Kalashnikov. - 2013. - No. 3 (59). – P.192-196.

3. Grakhov V.P., Kislyakova Yu.G., Lubenskaya L.A. Evaluation of the quality of education based on the results of All-Russian student competitions in the direction of "Construction" // Bulletin of the Izhevsk State Technical University named after M.T. Kalashnikov. - 2013. - No. 1 (57). - S. 174-176.

4. Grakhov V.P., Kislyakova Yu.G. The quality of education through professional interaction // Proceedings of the V International Conference (Russia, Izhevsk, February 20–22, 2012). - T. 1. - S. 166-170.

5. Grakhov V.P., Mokhnachev S.A., Kislyakova Yu.G. From the experience of organizing a foreign internship for students of the Faculty of Engineering and Construction of a Technical University // Modern problems of science and education. - 2014. - No. 4; URL: www..09.2014).

6. Grakhov V.P., Mokhnachev S.A., Kislyakova Yu.G. On the advantages of a sectoral approach to education in higher education // Fotin readings: a collection of materials from the annual international scientific and practical conference, March 27–28, 2014, Izhevsk (spring meeting) / Negos. educate. institution of higher prof. education “East-Europe. Institute, Nauch.-issled. in-t “Building. lab., Belorus. nat. tech. un-t, Donets. nat. University of Economics and Trade. M. Tugan-Baranovsky, Region. acad. management; [res. Ed.: Kadochnikova I. S.]. - Izhevsk: Institute of Computer. issled., 2014. - S. 8-11.

7. Grakhov V.P., Mokhnachev S.A., Kislyakova Yu.G., Anisimova N.V. The practice of project activities of students in higher education // Modern problems of science and education. - 2014. - No. 5; URL: http://www..10.2014).

8. Mokhnachev S.A. Theoretical and methodological foundations of managing the competitiveness of a higher educational institution: monograph. - Yekaterinburg; Izhevsk: Publishing House of the Institute of Economics of the Ural Branch of the Russian Academy of Sciences, 2009. - 411 p.

9. Mokhnachev S.A. Theoretical and methodological foundations for managing the competitiveness of a higher educational institution // Economics of Education. - 2011. No. 4. - P. 116-133.

10. Mokhnachev S.A. Management of innovations and competitiveness of economic complexes on the example of state universities: monograph. - Yekaterinburg: Publishing house. House "Prigorodnye Vesti", 2003. - 242 p.

In the 21st century, the leading countries of the world are moving to the post-industrial stage of development. The greatest value begins to acquire not resources, but knowledge. In this regard, our country faces the task of reforming the education system.

With the intensive development of technology, the widespread introduction of new information technologies, the requirements for the quality of education of the population, the professional competence of workers, and the timely retraining of personnel are increasing.

The country's leadership in various fields is impossible without relying on a high-quality and large-scale education system. Over the past 20 years, the economic and political realities of Russian society have changed. The education sector did not always respond to these changes in a timely manner and meet the new requirements of society. There are problems in the quality of educational standards, the quality of teaching, in the organization and provision of the educational process. The Russian education system can and should compete successfully with the education system of other countries.

One of the main directions of modernization of education in Russia should be to improve its quality. Particular attention should be paid to the field of higher education, since it is here that specialists are trained for all sectors of the country's economy, fundamental and applied research begins.

The higher education system should actively introduce new innovative forms of education, while maintaining the best traditions of research activities.

When carrying out reforms, it is necessary to take into account the requirements for education on the part of the state, industry, business and the citizens themselves. At the same time, current trends and the experience of other countries are analyzed. Educational policy should become more flexible, be able to quickly adapt to new conditions, and use new opportunities.

In a market economy, education becomes one of the types of services. Only competitive educational institutions can survive in the market of educational services. Competitiveness is achieved by improving the quality of education, improving the organization of the educational process, and improving the qualifications of teachers. At the same time, not only the form, but also the content of education should change. The effectiveness of the implementation of changes is manifested in the maximum improvement in the quality of knowledge with the possible minimization of resource consumption.

The main directions of development in the field of education are legislatively enshrined in the new Law "On Education in the Russian Federation", which entered into force on September 1, 2013.

Izhevsk State Technical University named after M.T. Kalashnikov" carries out the program of strategic development of the university for 2012-2016, which outlines the main goals and directions of the development of the university. According to this program, the mission of the university is the generation of knowledge and the transfer of technologies, the training and retraining of personnel capable of ensuring the innovative development of high-tech industries and enterprises of the military-industrial complex of the region and Russia.

• The strategic goals of the university are to train personnel capable of increasing the competitiveness of high-tech sectors of the economy, to promote the modernization of the Udmurt Republic and the Volga Federal District, as well as the formation of the university as an innovative corporation capable of contributing to the integrated development of scientific, educational, innovative, cultural and social spheres of the Udmurt Republic and Russia.
• The task of the university is to raise a specialist with high general cultural and professional competencies, and at the same time to form his civic position, legal and political culture during extracurricular work.
• The priority areas of activity of the university include:

• development of a system of scientific and innovative activities that ensures work in priority areas of development of science, engineering and technology, transfer of knowledge and technologies to the educational process and production, commercialization of the results of scientific activities in the framework of cooperation with high-tech enterprises in Russia and the region;
• development of informatization, administration and electronic types of communication, providing a management system for all departments of the university, the unity of the educational and scientific-innovative space.

To improve the educational process at the university, new educational programs are being created, areas of training that are in demand by the market and potential employers are being opened. Continuous education is conducted according to the system: school - technical school - university, there are programs for retraining personnel and improving their qualifications.

Assessment and control of students' knowledge is carried out using a point-rating system, intermediate and final testing in subjects.

In the learning process, the frequency of using new multimedia technologies increases. Students are actively involved in project work to solve real problems of the economy and production.

The use of distance learning technologies, the creation of electronic teaching aids makes education more accessible and convenient.

The university is interested in a qualified teaching staff, therefore, conditions are created for staff development, international internships are organized for the exchange of experience. Particular attention is paid to the work of postgraduate and doctoral studies, the popularization of science and scientific research is being carried out, the activity of graduate students and applicants is supported, and measures are being developed to encourage young scientists and teachers.

The university is a complex system. The management of this system is carried out at various levels: the level of administration, faculties and departments.

The department is a part of the structure, the initial basic unit of the university. It is the department that has a direct educational and educational impact on students. The departments create curricula and programs, conduct research and development . Therefore, the effectiveness of the university as a whole depends on the efficiency of the work of the departments. The activities of the department are managed by the head of the department, and, therefore, he plays a significant role in the management system of the university.

High demands are made on the candidacy of the head - to his professional training, organizational, business, personal qualities, and efficiency.

The head of the department combines several roles. He must be an authoritative scientist, which is confirmed by the presence of a scientific degree, honorary titles, and awards. The head-scientist contributes to the development of the research direction of the department. At the same time, the head of the department must show himself as a successful teacher in order to organize the high-quality conduct of the educational process and the use of new educational technologies, pay attention to the methodological support of teaching. As a leader, the head of the department must be able to clearly organize the work of the team, that is, to play the role of an effective manager. The combination of these three roles contributes to the harmonious development of the department in all directions. Otherwise, insufficient attention is paid to either the performance of administrative functions, or scientific research, or the content of the educational process.

The employees of the department represent the primary labor collective, that is, having no further administrative division . The head of the department is the head of all areas of activity of this team, a key link in the management system. He must form a close-knit team of professionally trained people capable of solving the tasks assigned to them. The result obtained by the actions of the team exceeds the result of the sum of the actions of individual employees. The team leader plays a key role in its work. The head of the department must be dynamic, have different leadership styles and apply them in accordance with the requirements of the situation. For successful leadership, the head must know a lot about the staff of the department, be able to clearly distribute roles between them, avoid rivalry, delegate part of the authority to colleagues, and develop a feedback system. It is important not only to choose a good team, but also to contribute to the further professional development of employees, since the value of a human resource can only increase over time.

The head of the department should be able to interact with people of different levels - teachers, students, graduate students, parents, superiors, business representatives. Communication is an important part of his job. The head is at the same time the head of the department and a subordinate in relation to the higher authorities. At the same time, he builds horizontal relationships with colleagues - heads of other departments.

An important point in the management of the department is the development of a strategy for its development, setting priorities. Activity planning is carried out at the strategic, tactical and operational levels. It is necessary to clearly establish what the department should be doing in the present period of time in order to achieve the desired goals in the future. Decisions must be timely and appropriate to the situation. An important part of the work of the head of the department is the control over the activities of the department, fixing the results, achievements for a certain period of time.

Along with the classic duties of the head of the department, there are new actual requirements and tasks. The effectiveness of the department today should be assessed by the following indicators:

• Growth in the number and quality of educational services. Educational programs must meet modern standards, be developed in accordance with the wishes of potential employers and partners of the department. The quality of student training is assessed by participation in olympiads, graduation theses competitions, scientific and practical conferences, forums.
• The growth of the average score of applicants in the Unified State Examination (more than 60). To attract more hardworking and interested applicants, it is necessary to work year-round with schools and create specialized classes. High school students should have an idea about the department, areas of training, necessary exams.
• Increase in the number of teachers with advanced degrees. It is necessary to fully support and stimulate the desire for development, advanced training of teachers of the department.
• Reducing the average age of the faculty of the department. Young teachers actively apply modern methods of conducting the educational process, they are more mobile.
• Registration in the scientific electronic library eLIBRARY.RU - an information portal in the field of science, technology, medicine and education. The portal combines information about publications, authors, scientific journals.
• The increase in the Hirsch index in the publications of the teaching staff of the department. Statistical indicators make it possible to assess the relevance of publications and ongoing research.
• The transition to the applied nature of graduation qualification and dissertation works - at the request of enterprises, the search for solutions on technical and economic issues.
• Development of distance learning, making knowledge available to a wider range of students.
• Creating a personal account for teachers. Personal Area on the website of the university, faculty, department makes it possible to post information about the teacher and educational material, to communicate with students.

Thus, educational services, all types of activities of the department are combined into a kind of educational project. At the same time, the head of the department acts as a project manager, striving to increase the efficiency of the team of department employees.

Reviewers:

Yurina E.A., Doctor of Economics, Professor, Vice-Rector for Educational Technologies, Tambov State University. G.R. Derzhavin, Tambov.

Chigrinova N.M., Doctor of Technical Sciences, Professor of the Department of Commercial and Advertising Equipment, Belarusian National Technical University, Minsk.

Bibliographic link

Grakhov V.P., Mokhnachev S.A., Kislyakova Yu.G., Anisimova N.V. ON THE NEW ROLE OF THE HEAD OF THE DEPARTMENT IN THE IMPLEMENTATION OF THE PROGRAM OF THE STRATEGIC DEVELOPMENT OF THE UNIVERSITY // Modern problems of science and education. - 2014. - No. 5.;
URL: http://science-education.ru/ru/article/view?id=15199 (date of access: 12/20/2019). We bring to your attention the journals published by the publishing house "Academy of Natural History"

a brief description of potential of the department The department of the State Institute of Civil Engineering was created in 2011 by merging the department of the State Institute of International Relations and the department of history and law. The department is an integral part of FGBOU VPO "OGIM", fulfilling the tasks of the Institute as a whole. At the same time, it has its own specific tasks, due to the characteristics and nature of the disciplines taught, which are both fundamental and applied. The department is graduating in the specialty and direction "State and municipal management".

Brief description of the potential of the department Doctors and candidates of sciences representing various scientific schools and directions work at the department: -2 doctors of science (historical and medical); -9 candidates of sciences (1 economic, 2 sociological, 3 historical, 2 legal, 1 pedagogical). The degree of the department is 62%.

Personnel potential of the department: In 2011, 2 dissertations were defended at the department: economic and legal sciences. In 2012, 2 defenses are planned: legal sciences (May), economic sciences (September). 3 applicants are working on Ph.D. dissertations: economic, legal and historical sciences. 3 applicants are working on doctoral dissertations: legal, economic and historical sciences.

The department provides training in the following specialties and areas: - "State and municipal management" (specialty); "State and municipal management" (bachelor's degree); "State and municipal management" (magistracy).

Graduates of the specialty "State and municipal management" in the Orenburg MO Orenburg State Agrarian University (Institute of Management) the number of graduates of all forms of education in 2011 (91 people) Orenburg State Agrarian University Orenburg State University the number of graduates of all forms of education in 2011 (50 people) Orenburg State University Branch of the Ural Academy of Public Administration in Orenburg Number of graduates of all forms of education in 2011 (277 people) Branch of the Ural Academy of Public Administration in Orenburg OGIM Number of graduates of all forms of education in 2011 (259 people)

The mission of the Department of the Future of Russia is for competent, enterprising, creative and responsible specialists in the field of state and municipal government. In the preparation of such specialists - professionals, people with a conscious civil position, the department government controlled and history sees its mission.

Strategic objectives of the department: 1. Improving the curricula of bachelor's and master's programs, the development of appropriate educational and methodological support; 2. Support and development of scientific and scientific-pedagogical innovative programs; 3. Development of relations with state and municipal authorities of the Orenburg region, the Volga Federal District; 4. Career guidance work with applicants.

Task 1. Improvement of undergraduate and graduate curricula, development of appropriate educational and methodological support Activities (Educational and methodological work) development and adjustment of curricula; preparing and conducting training sessions; writing and preparation for publication of methodological developments; other types of educational and methodical work.

Task 1. Improvement of undergraduate and graduate curricula, development of appropriate educational and methodological support Activities (application of progressive educational technologies in the educational process): modern software; forms of distance learning; multimedia means; computer testing as a form of intermediate and final control of knowledge

Task 1. Improving the curricula of undergraduate and graduate programs, developing appropriate educational and methodological support Activities (training and advanced training of teaching staff) annual improvement of the competencies of the teaching staff through internships; training of teaching staff in advanced training courses

Task 2. Support and development of scientific and scientific-pedagogical innovative programs Measures (Research work) implementation of state budgetary works; participation in competitions of state budget works; writing and preparation for publication of monographs, manuals and articles; scientific reports at conferences.

Task 2. Support and development of scientific and scientific-pedagogical innovative programs Activities (Work of student scientific sections / laboratories) development of the student laboratory "Legal Clinic"; section "Actual problems of state and municipal management"

Objective 2. Support and development of scientific and scientific-pedagogical innovative programs holding an annual conference "Actual problems of state and municipal government: legal, historical and socio-economic aspects" annual publication of a collection of materials following the results of the conference.

Task 3. Development of relations with state and municipal authorities of the Orenburg region, the Volga Federal District Activities: systematic discussion of topical issues of state and municipal administration at the regional level in the format of round tables, conferences with the participation of leading experts from the administrations of the subject and municipalities; development of comprehensive course and diploma projects at the request of state and municipal institutions; invitation of heads of municipalities to the commissions for the defense of course and diploma projects.

STAGES OF IMPLEMENTATION OF THE STRATEGY OF DEVELOPMENT OF THE DEPARTMENT There are three stages of the implementation of the Strategy, during the implementation of which tasks will be solved that ensure the progressive development of the Department. I - stage of strategic readiness (years). II - stage of innovative development (years). III - the stage of transition to sustainable innovative development of the Department (years).

Section I. CULTURE

BBK Ch488.74(2Ros-4Per)711.9

V.N. Stegnius

DEVELOPMENT STRATEGY OF THE FACULTY OF HUMANITIES OF THE PERM STATE TECHNICAL UNIVERSITY FOR 5-15 YEARS

The development strategy of the Faculty of Humanities is based on a predictive approach, since today the country has focused not on the past of the higher education system, but on its future. There is nothing accidental in this, so the intellectual, creative, innovative core of society is formed by the system of higher education. It leads society forward, into "tomorrow", it ensures its future development. In this regard, the author of the article, the dean of the faculty, is interested in the prospects for the development of his team, his place in technical university, our region.

The faculty was opened in 1993, this year it turned 15 years old. Of course, in order to talk about the future of the faculty, it is necessary to highlight the main trends in its development over these 15 years. It is possible to scientifically predict the future of any object only on the basis of previous trends in its development. An analysis of the results of the development of the faculty over 15 years allows us to determine the current state of the object as maturity. The degree of social maturity of the Faculty of Humanities today and its development trends over a 15-year period - this is the social base on the basis of which the forecast of its development is built. This is the social precondition for the future faculty of the humanities.

For this purpose of the development of the faculty, we have developed the concept of humanization - humanitarian training of engineers and specialists at the Perm State Technical University. Education has two components - training and education. Content

education is disclosed by us in one monograph1, and the content of education - in another2.

Based on this concept, the following strategic directions of its development were identified at the faculty: 1) changes in the content of the humanitarian and socio-economic training of engineers and specialists; 2) training of specialists in the humanitarian and socio-economic areas; 3) computerization; 4) retraining and advanced training of personnel in the Perm branch of the IPPK for teachers of the humanities and social sciences at the Institute for Retraining and Advanced Training of Teachers at the Ural State University.

1. The structure of the faculty. Within 15 years, a new model structure of the faculty has been created, which distinguishes it, from a functional point of view, from other faculties. The faculty conducts humanitarian and socio-economic training (GSED) of engineers and specialists throughout the university. This is about 20% of the study time in the curriculum of each specialty. The GSED departments are concentrated in the faculty. Most importantly, these departments have also been transformed into graduating departments and are the base for retraining and advanced training of teachers in the GSED cycle. This is a completely different content of work, a different status of departments.

The faculty was given 8 departments that were in a state of crisis, and during this time 7 more departments had to be opened. Currently, the faculty has 14 departments. The departments transferred to the faculty were transformed as follows:

1. The Department of Foreign Languages, Pedagogy and Psychology of Higher Education was transformed into the Department of Foreign Languages, Linguistics and Intercultural Communication. The department teaches English, German, French languages ​​at 5 faculties; she became a graduate student in the specialty "Translation and Translation Studies" (English, German, French

1 See: Humanitarian training of engineers and specialists at the Perm State Technical University: Experience, Problems, Prospects / Ed. ed. prof. V.N. Stegnia. 2nd ed., revised. and additional M.: Luch, 2001. 320 p.

2 See: The system of education of engineers and specialists in the conditions of modernization of education: experience, problems, prospects / Under scientific. ed. prof. V.N. Stegnia; Perm. state. tech. university Perm, 2003. 210 p.

tsuz languages); at the FPKP she works with students in the discipline "Psychology and Pedagogy".

2. The Department of Foreign Languages ​​was transformed into the Department of Foreign Languages ​​and Public Relations; teaches foreign languages ​​at 4 faculties (English, German, French); became a graduate student in the specialty "Public Relations"; at the FPKP she works with students in the discipline "Russian language and culture of speech".

3. The Department of Applied Linguistics and Information Technologies of Education was opened in 2004; teaches foreign languages ​​at the Faculty of Distance Educational Technologies.

4. The Department of Physical Education was transformed into the Department of Physical Culture.

5. The Department of Ethics and Aesthetics was transformed into the Department of Cultural Studies and conducts the academic discipline "Culturology" at the university, and at the FPKP it is the base for this academic discipline.

6. The Department of History of the CPSU was transformed into the Department of Public Administration and History; leads the academic discipline National history”, became a graduate student in the specialty “State and municipal management”; at the FPKP is the base in the city in the discipline "National History".

7. The Department of the Theory of Scientific Communism was transformed into the Department of Sociology and Political Science. Conducts courses in sociology, political science, psychology and pedagogy according to the GSED cycle; became a graduate student in the specialty "Sociology"; at FPKP is basic in sociology, political science, social psychology.

8. The Department of Political Economy was transformed into a Department economic theory. She teaches the course “Economics” according to the GSED cycle, became a graduate student in the specialty “Economics and Management at the Enterprise”, at the FPKP she is the base in economics.

9. The Department of Marxist-Leninist Philosophy was transformed into the Department of Philosophy and Religious Studies. Leads the discipline "Philosophy" according to the SSED cycle; is a graduating student in the specialty "Religious Studies", at the FPKP - a basic one in the discipline "Philosophy". This department at the state certification in 2007 in the discipline "Philosophy" received an unsatisfactory assessment. The specialty "Religious Studies" did not take place with her either. At the Faculty of Humanities, this is the only department that did not fit into the new education system of the faculty and the university.

10. The Department of Economics of Engineering Production was transformed into the Department of Economics and Management at the Enterprise. It is the head of the faculty in the preparation of bachelors in economics and specialists in economics and enterprise management. This specialty is the most competitive at the university, and in 2007, in a survey of 1,200 entrepreneurs, it was among 17 specialties in the Russian Federation, whose graduates are in demand and get a job without any problems.

11. The Department of Economics and Organization of Industrial Production conducts new academic disciplines: "Fundamentals of Management", "Economics of the Industry", "Economics of the Firm", "Organization of Production". In 1998, she opened the specialization "Economics and Management at Oil and Gas Industry Enterprises". Specialists in this area are in high demand today.

12. The Department of Financial Management was opened in 2006 and is a graduate in the specialty "Finance and Credit".

13. Department of Law was opened in 1997. Conducts the discipline "Jurisprudence" according to the GSE cycle and is the base for this academic discipline at the FPKP.

14. The Department of Design was opened in 1996, which in 2004 was transferred to the Faculty of Mechanics and Technology.

So, for 15 years, half of the new departments have been opened and the second half have been transformed into new departments with a new structure and content of activity.

In addition to the departments, the faculty has 6 educational, advisory and research centers that are engaged in postgraduate training or parallel university training of students.

The Perm branch of the IPPK teachers was transformed into a department of the FPKP for the Humanities and Social Sciences of higher and secondary specialized educational institutions. For 15 years, about 1,600 teachers of universities, technical schools in Perm and the region have improved their skills.

The faculty has 12 specialties, 9 specializations, 4 undergraduate, 3 master's programs, full-time, part-time, distance learning for students. Postgraduate studies in 14 specialties are open at 12 departments. There were 2 dissertation councils at the faculty, where 69 Ph.D. theses were defended over 10 years.

When the faculty was opened in 2003, there were not a single student in it. As of October 1, 2007, there were 7231 students:

research institutes - 1599 people. and in absentia - 5632 people. 1,164 students studied on a budget basis, 6,067 on a contract basis, and about 8,000 in 2008.

To the number of these students, we should add students studying at the university in socio-economic specialties: 1) at the faculty of preschool education - 268 people; 2) in the Berezniki branch - 513 people; 3) Lysva branch - 437 people; 4) Tchaikovsky branch - 607 people; 5) at the MTF (quality management, real estate expertise) - 560 people. Consequently, this is an additional 2385 people. (December 2007), then by December 1, 2007, a group of about 9585 students is recruited. The dynamics in all structural areas is positive, the faculty is developing extensively.

2. To manage the faculty, the following system of institutions has been created: 1) the academic council of the faculty (the legislative body of the faculty); 2) dean's office (executive body of the faculty); 3) scientific and methodological council; 4) methodological advice on distance learning; 5) Council of NIRS; 6) council for innovation policy at the faculty; 7) advice on extracurricular activities; 8) council of elders; student council in hostel No. 3; 9) operatives in the dean's office; 10) operatives with heads of departments and deputy deans.

This management system made it possible to solve all the issues of the faculty's life both in terms of the GSED cycle, and in the training of specialists in the humanitarian, socio-economic direction, retraining and advanced training of teachers. It allowed to effectively solve the tasks that were assigned to the faculty.

The faculty provides a system for training managerial personnel for its unit: deputy deans, heads of departments and their deputies, heads of councils, teaching and support staff, elders, etc. We proceeded from the hypothesis: "The effectiveness of the development and functioning of the faculty depends on the effectiveness of the management system, on its professionalism." This hypothesis worked very well.

3. Personnel. The quality of education in any system is 90% dependent on the quality selection of teachers. The quality of education is determined not by the number of doctors and candidates of sciences, but by their quality. In connection with the introduction of new academic disciplines and new specialties, the number one task in working with teachers is the task of their retraining and advanced training. For this purpose, the Perm branch of the IPPK was opened for teachers of the humanities and social sciences, in which

rum, all teachers for 5 years, 2-3 times passed retraining and advanced training.

Postgraduate courses are open at 12 departments. Now all 14 departments have graduate students. Their number reached 136 people in 2003. and there were about 50 applicants. In 2008, 36 graduate students, 85 applicants study at the faculty. 13-15 Ph.D. theses are defended annually.

The faculty has two doctoral programs. 1-2 doctoral dissertations are defended annually. In 1993, the faculty had 67 candidates and 7 doctors of sciences; in 2008 there were 128 and 28, respectively. Doctors of Science work at 13 out of 14 departments, and earlier only at 5. 9 Doctors of Science are in charge of the departments; 2 PhDs under the age of 30 became department chairs.

At all graduating departments, the degree of teachers is above 63%. The percentage of degrees in the departments of foreign languages ​​and physical culture has risen. In the faculty, it was 27% in 1993, and 52% in 2008.

The number of positions at the faculty in 1993 was about 150, in 2008 - 430 (without HSE, and with it - about 500). 343 teachers are full-time.

The average age of faculty members is 38 years. 93 teachers under the age of 30. Almost half of the teachers are under 40 years old.

All teachers undergo retraining and advanced training on time. The main potential of the faculty is teachers. More than 50 people work annually. UVP. They are the first to ensure the quality of education.

4. Quality of specialists training. Let's take a few indicators for the GSED cycle. The average score of the students of our university was 4.4 points (a sample of 1700 full-time students). Among graduates who studied on a budgetary basis, about 40% have an honors degree. The average score for the SEC and SAC for the faculty at the full-time department is above 4.0.

In the last 2-3 years, the number of graduates at the full-time department was about 300, at the correspondence department - about 1000. None of them were registered as unemployed at the employment center.

5. Research activities. For 15 years, the faculty has turned into a large research, scientific, pedagogical, humanitarian school.

Each department has a main area of ​​research activity and a number of private areas. The faculty itself, on the basis of all departments, has the main research direction of its activity related to the formation of a humanitarian environment and extracurricular work at the university, the development of the concept of humanization. There are also a number of private inter-departmental topics in economics, linguistics, sociology, management, political science, in the development of which several departments take part.

The faculty annually publishes about 15 monographs, 2-3 "Bulletin of PSTU", up to 20 volumes of materials of conferences of various levels, including 5-7 volumes all-Russian; over 200 articles; more than 500 abstracts prepared for conferences. About 10% of publications are in the central press.

The faculty annually wins 3-5 grants; he holds annually 2-3 all-Russian and 4-5 regional scientific-practical conferences and publishes their materials. About 100 teachers annually take part in scientific conferences of various levels outside the university, including international ones.

6-7 departments annually take part in economic contract work, about 90% of the volume of work is performed by the economic contract laboratory of sociology.

The study of the problems of higher education is carried out by the sociological laboratory of problems of higher education.

In general, a certain system of research activities has developed at the faculty over 15 years, in which the bulk of teachers are involved.

The NIRS system is actively developing at the faculty, in which more than 1/3 of full-time students and a small group of students of the correspondence department take part. The faculty annually publishes 5-7 collections of student scientific papers.

6. The scientific and methodological work of teachers is aimed at improving traditional and new forms of teaching students, improving curricula, curricula. All students of both full-time and part-time departments are provided teaching aids for each academic discipline.

The faculty annually publishes about 20 teaching aids with a volume of about 10 printed sheets, 17 of them in the last 5 years have received the stamp of the UMU or the Ministry of Education and Science of the Russian Federation.

In addition, every year the faculty publishes or republishes more than 100 educational and methodological materials in volume from 1 to 3 pp.

In the last 5 years, special attention in methodological work was given to information educational technologies.

The faculty annually holds 3-4 scientific and methodological conferences. Methodical seminars work at all departments. A specific system of scientific and methodological work has developed, which is determined by the status of the faculty at PSTU.

7. Extra-curricular educational work was carried out in the following areas: cultural and mass work, mainly amateur art; NIRS; the work of the institution of curators; educational work in hostel No. 3; sports and health work; formation of a healthy lifestyle; activities of the council of young scientists, the council for extracurricular activities; the work of the discussion club "Man and Society"; annual conferences on extracurricular activities. The main direction of educational work was the moral and aesthetic education of students and teachers. Orienting, value, worldview mission in ideological, educational activities was carried out by teachers of the departments of the SSED.

8. International cooperation. The faculty has a number of agreements with universities in other countries: Germany, France, Austria, China, Great Britain.

During one academic year, students (3-4 people) of our faculty study in foreign universities, at this time students (2-4 people) of those universities study at our faculty.

Some students of our faculty and foreign universities defend two diplomas - in their own and foreign universities.

Every year about 50 teachers take part in conferences abroad.

Every year 2-5 foreign university teachers work for us, and our teachers work for them.

The faculty has received one international grant in the last 5-7 years.

9. Innovative activity in the last 5 years has become an independent direction, although it has always been an integral part of the faculty's activities. The faculty has its own work plan in this direction. A council for innovation policy has been established at the faculty. At the center of this direction is the problem of the quality of higher education, the quality of training of our specialists and engineers.

The faculty took part in the implementation of the grant of the Ministry of Education and Science of the Russian Federation, which the university received for 2007 and 2008.

10. Pre-university training is associated primarily with the career guidance work of the faculty. Here the faculty has a clear plan of its activities. For 15 years, a system of career guidance work with applicants has been formed. The faculty has contracts with lyceum No. 1 in Perm, schools No. 22 and 77, works a lot with graduates not only from schools in the city, but also from rural areas of our region, which ensures an influx of applicants. The competition for the faculty in the last 10 years was about 10 applicants per place.

11. Finance. At the time of the creation of the faculty, its contribution to the finances of PSTU was zero. Within 5 years, the faculty has become the main supplier of non-budgetary funds in the university. The main form of earning money is students studying under a contract. All teachers and faculty members are involved in this. The faculty has its own share of extrabudgetary funds, which allows it to solve all issues of life without exception: educational, scientific, methodological, personnel, material and technical base, etc. These funds must not only be earned, but also correctly and efficiently distributed, distributed in such a way so that every teacher, employee, student can feel and see it - then almost everyone gets motivated in such activities, but not every teacher. Those who are accustomed to living on handouts and expecting that they will always give from above, they also live now, but they are a minority. Grants are other channels for earning money; economic agreements; victories in various competitions, etc.

Funding issues should be decided not only from above, but also from below - by the faculty, its teachers and employees. When solving the problem of a business trip, publishing a book, an article, the teacher must understand and know what contribution he himself makes to the solution of this financial issue.

Earning money by the faculty is not an end in itself, but a means of solving the issues of training high-quality specialists, problems of education.

12. The material and technical base of the faculty has developed in the following areas. The main direction is the purchase of books. Since 15 years ago, new disciplines were introduced under the GSED cycle and new specialties were opened, the faculty needed to provide students with a new educational, methodological, scientific and

research literature. In the last 5 years, all students of the faculty have this literature in full. The needs of teachers in educational and methodical and scientific literature are also fully satisfied.

The second direction is computerization. 15 years ago there was not a single computer at the faculty. Currently, the faculty has 264 computers, all departments have from 2 to 10 computers, 5 modern computer classes have been created, 3 classrooms are provided with a multimedia system. Every year the faculty spends more than 2 million rubles for these purposes.

The third direction is the repair of premises. 98% of classrooms have been repaired at the faculty, i.е. more than 80 together with departments, offices, toilets. For these purposes, the faculty annually spends about 4 million rubles.

The fourth direction is the renovation of furniture in classrooms and departments. It has been completely replaced in recent years. About 2 million rubles are spent annually on this.

The fifth direction is the renewal of equipment in classrooms, departments, offices, for which 1 million rubles are systematically spent. in year.

These are the main results and main trends in the development of the faculty over 15 years, indicating the progressive nature of this development in a very difficult time for the country, when it experienced a severe crisis in the 1990s. The prerequisites for the formation of any social object are determined by socio-economic conditions. We just proceeded from this, assuming that in the conditions of the crisis our faculty would be able to get stronger and get ahead of those who were waiting for the stable development of society to solve their problems. Our strategy was correct. Thanks to its implementation, we received a large, strong faculty and a high-quality system of training specialists.

For 15 years, the social system of our society has changed, and the system of higher education has faced new tasks that need to be solved in new conditions, relying on the faculty foundation that exists today. There was an opportunity to look ahead not only for 5, but also for 15 years. The country is now adopting programs in various areas of its development not only for 3-5 years, but also until 2020, which is very encouraging and which was not the case in the 1990s. Our task

to enter the Faculty of Humanities into the new social system of the 10-20s of the 21st century. Strategic objectives came to the fore.

The social premise to look into the future of the Faculty of Humanities is its state and development trends today. Epistemological - the concept of humanization, which has become even more relevant both from a practical and theoretical point of view. But today it needs to be modernized, since some of its elements have already exhausted themselves, and some require other approaches.

Based on this concept in its revision and in the development of the faculty development strategy, we proceed from such fundamental principles as scientific character and professionalism. Professionalism is connected, first of all, with our knowledge of the Faculty of Humanities, scientific character - with analysis, synthesis and forecast of its development. Yes, and higher education is built on the basis of science, outside of which it loses its quality. Raising the level of science in higher education is the main way to improve the quality of higher education and the training of specialists in higher education.

Professionalism and scientific approach presuppose knowledge of the goals and tasks that the Ministry of Education and Science of the Russian Federation sets today for higher education; the development strategy of our university - PSTU; determination of the status of the Faculty of Humanities in the next 5-15 years, programs for its development.

Let us note the features of the program for the development of the Faculty of Humanities for the next 5 years (2008-2013) and for the period up to 2020. As part of the transformations that our government and ministry have outlined.

The first feature is the transition of the higher education system of the 2nd generation of the SES VPO to the 3rd generation system. It will take 5-6 years in full-time department and 6-7 years in correspondence department. This period of time, the higher education system will operate on the basis of two standards - the 2nd and 3rd generation.

The second feature is the introduction of the decisions of the Bologna Agreement into the practice of higher education.

The third feature is the reduction in the number of high school graduates, applicants and, consequently, the number of students in the Faculty of Humanities. There are very few state-funded places in his specialties (in 2008, 86 places in 6 full-time specialties, 60 in 12 specialties and specializations of the correspondence department). First

In turn, the number of students of the correspondence department will decrease, which will cause a reduction in the rates of teachers, UVP and the financial capabilities of the faculty and will affect the material and technical, scientific, educational and methodological components of the work.

This feature suggests a different approach to career guidance work at the faculty. Its role will sharply increase, its content, forms and scales will change. The faculty, department, which organized effective career guidance work, will have the corresponding results.

In this regard, the task is set in a new way not only of the selection of applicants, but also of maintaining the number of all students. This was not a task before. Now the teacher, the department requires other forms of work with students. A specialty or a faculty is economically efficient when their performance increases from course to course and the contingent of students is retained during the period of study.

The fourth feature is associated with the feature of applicants born in the 90s of the XX century, and, accordingly, with the feature of students of the 10-20s of the XXI century. Today's applicant was born and went to school in the 1990s and early 1910s, which were characterized by a crisis and a transitional state of both the entire society and the education system. The quality of knowledge, the state of health, the level of their culture is much lower than in the 60-80s of the XX century, hence the current problems of the quality of education, which is determined by the qualitative state of society.

The fifth feature is related to the change in the status of the university. Will it remain a state university, will it become an autonomous educational institution or will it become a research institution? Will it be among those 15-20% of universities that still have federal funding? Today, our university is among the 57 innovative universities, but it is not known what will happen to it tomorrow.

The sixth feature is related to the change in the system of financing the university and the faculty. The faculty earns its living, but the number one issue is the salary of the teacher and the UVP. If there are no qualitative changes at the state level, then only pensioners will remain in the higher education system in 10-15 years. The second financial problem of the university is housing for teachers and UVP, administrative workers. With such wages as now, they will never earn on it!

These features and a number of others that we have not indicated will determine the dynamics of the faculty's development in the next 5-15 years.

The purpose of the development of the faculty during this period is the transition to a new system and model of higher education.

1) modernizing the Faculty of Humanities, to adapt it to new conditions, the new system of State Educational Standards of Higher Professional Education;

2) to modernize the concept of humanization in accordance with the 3rd generation of the SES;

3) to enter the Faculty of Humanities into the new system of functioning of PSTU;

4) to focus the resources of the faculty primarily on innovation;

5) ensure the quality of training of specialists at the faculty in accordance with the requirements of the HPE of the XXI century;

6) in the training of specialists, the emphasis should be on the competency-based approach.

Strategic directions of the faculty:

1. Modernization of the system of humanitarian and socio-economic training of engineers and specialists. Changing the content of GSED teaching involves the introduction of a competency-based approach; reduction of study time for their study; reduction in the number of academic disciplines in this cycle, the search for new forms of their teaching. The university needs a new unified system of teaching humanitarian and socio-economic disciplines in accordance with the 3rd generation of the SES.

2. Preparation of bachelors and masters in humanitarian, socio-economic disciplines. Now the faculty has 12 specialties that need to be restructured into bachelor's and master's programs.

3. Modernization of the work of the faculty of retraining and advanced training of teachers of the humanities and social disciplines. In this regard, a new type of teacher of the XXI century is needed.

The main activities of the faculty:

1. Educational work: a) 4-5-year training of bachelors in full-time and part-time departments and, in addition, 2-year training of masters; b) 3-year postgraduate and doctoral studies. These areas are the most important and are associated with the introduction of new forms (bachelor's, master's) in the organization of the educational process. Educational work will be based on

the basis of the competence approach. From its implementation, it is expected to reach a different quality of training for an engineer and a specialist.

2. Scientific and methodological work: a) processing of all curricula and programs in accordance with the 3rd generation of the SES; b) introduction of information educational technologies; they are associated primarily with the innovativeness of our educational activities; c) the individuality of the student's education, the only way to get a high quality education, training of a specialist; d) stamping of teaching aids through the UMU of the Ministry of Education and Science of the Russian Federation. This activity is aimed at ensuring the scientific nature of education, the high quality of training of specialists.

3. Research work: a) the faculty has a single theme of research work - the formation of a humanitarian environment in the university; all departments participate in this work, developing a concept, a strategy for the development of the faculty; b) a number of departments are united in groups for research activities (socio-economic process in modern Russian society; enterprise economics in the transition to market relations; small business; enterprise management; culture; Physical Culture; issues of pedagogy and linguistics, etc.); c) each department has its own main scientific direction and a number of sub-themes.

The main forms of research work will be: 1) publication of monographs, textbooks; 2) publications in the central press; 3) work of postgraduate and doctoral studies; 4) the work of dissertation councils; 5) publication of 3 faculty "Vestniks of PSTU"; 6) publication of collections of scientific papers and conference proceedings; 7) holding conferences (faculty, cathedral); 8) economic contract works; 9) participation in grant competitions; 10) NIRS.

4. Extracurricular, educational work. The main direction of this work is the moral education of both students and teachers. The problem of the formation of moral values ​​among students is at the heart of educational work. Based on this, the main directions will be the following: moral and aesthetic, physical, mental, moral and patriotic, moral and political, environmental, economic, labor. Other areas of educational work will also be at the center of life at the faculty, but their role is somewhat different. The process of educational work is aimed at translating it in students into the process of self-education.

As the main forms of extracurricular work, the following are singled out: SRW, amateur art, sports, the institute of curators, interest clubs, hostel No. 3, assigned to the faculty.

5. Personnel. The quality of education is 90% dependent on the quality selection of teachers. This work is based on the principles of continuity, consistency, consistency. The priority areas of this activity will be: 1) maintaining the staff of the teaching staff; 2) selection of young teachers and fixing them at the faculty. Now every third teacher at the faculty is under 30 years old; 3) retraining and advanced training of teachers in accordance with the 3rd generation of the SES; 4) solving the problem of the degree of teachers: training candidates of sciences, doctors of sciences, solving the problems of conferring the titles of associate professors, professors. For this, the organization of the work of postgraduate and doctoral studies, the transfer of employees to the positions of research assistants to complete dissertations, the organization of the work of dissertation councils at the faculty, the participation of professors in the work of councils of other universities (the creation of interuniversity councils).

Special attention should be paid to one dependence, from which the faculty proceeded. The percentage of degrees and the number of candidates and doctors of science are the basis for solving the problem of the quality of education, but this is not enough today. The second stage of this activity is the quality of preparation of candidates and doctors of sciences, which is now given special attention when developing the personnel policy of the faculty.

No less important is the training of leaders at the faculty: heads of departments - there are 14 of them; deputy deans - 5 of them; leading methodologists, UVP - there are about 40 of them at the faculty. The effectiveness of the management system in any department of the faculty largely depends on their activities.

6. Organizational and managerial activity at the faculty. The management system must comply with the requirements of the 3rd generation SES and the changes introduced by the Ministry of Education and Science, our university. From how the management system is inscribed in this system, its management efficiency largely depends. Improving the administrative management of the faculty in accordance with the future needs and requirements of the higher education system is one of the strategic objectives of our activities.

Further development of the self-government system at the faculty is an increase in the efficiency of such institutions as the academic council of the faculty, operatives with department heads, meetings in the dean's office, the methodological council of the faculty, the research council, the sports council, the council for amateur performances, the institute of curators, the council of young scientists, the council for innovation politics, dissertation councils, expert councils, etc.

We proceed from the fact that the effectiveness of the functioning of the faculty depends on the effectiveness of the functioning of the management system, the effectiveness of the functioning of its management. This activity should not be based on trial and error, but on professionalism.

7. Finance at the faculty. The faculty is currently self-sufficient. He is the main donor of extrabudgetary funds in the university. The faculty will develop this form of earning money in the future. In addition to it, an increase in the role of contractual work at the faculty, the expansion of their geography is predicted. If not every, then almost every department for 4-5 years should conduct contractual work.

Participation in grant competitions is a task for each department. Each department within 1-2 years must win at least one grant.

Where possible, the faculty should use budgetary funding or co-financing mechanisms.

8. Material and technical base. It is supposed to be developed in the following areas: a) providing teachers and students with educational and scientific literature; publication of books (monographs, manuals) of their teachers, collections, bulletins, materials of faculty conferences. Each student must have a textbook, the teacher - the opportunity to work with books and periodicals;

b) maintaining the classroom fund (more than 80 rooms) in appropriate sanitary and hygienic conditions; equipping classrooms with new equipment; c) updating of computer equipment and replenishment of departments with new technical means. The main task for the next 5-10 years is the acquisition of computer software in accordance with the special program of the faculty.

9. International cooperation is expected to develop in the following areas: agreements with foreign universities (following the example as it is now), which train specialists in related areas

pits; internships; advanced training in foreign universities; participation in foreign grants; participation in foreign conferences; invitation of teachers of foreign universities to teaching; trips of our teachers to foreign universities for lecturing; exchange of student groups. The development of cooperation in this area is predicted not only with the universities of Western countries, but also with Asian countries.