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Journal articles on the topic 'Educational management and organization'
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1
Klochko, Alla. "CLASSIFICATION OF INNOVATIVE STYLES OF MANAGEMENT OF MANAGERS OF EDUCATIONAL ORGANIZATIONS IN THE CONDITIONS OF THE NEW REALITY." Baltic Journal of Legal and Social Sciences, no. 1 (August 1, 2022): 81–87. http://dx.doi.org/10.30525/2592-8813-2022-1-10.
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Improving the management of education managers is one of the important conditions for ensuring the effectiveness of educational organizations. Innovative approaches to management styles of managers of educational organizations are becoming a priority. The article presents the results of a study of innovative management styles of managers of educational organizations and presents their classification. It is noted that the management style of the manager of the educational organization is a system of personal tools and methods of its management activities in order to achieve the goals of the educational organization. The main features of management styles of managers of educational organizations are highlighted: purposefulness, flexibility, subjectivity, dynamism, relevance. There are five main groups of situational factors that influence managers' use of different management styles. The expediency of using the organizational and psychological approach to study innovative management styles of managers of educational organizations is substantiated. The author's definition of the concept of "innovative management styles of managers of educational organizations" is offered. The classification of innovative management styles by managers of educational organizations, selected according to the following criteria: "Innovative changes in the organization", "Teamwork in the organization", "Partnership in the organization". Features of each of the presented group of styles are revealed.
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��������� and I. Burlakova. "Educational Organization as a Subject of Management." Standards and Monitoring in Education 3, no. 3 (June 17, 2015): 57–60. http://dx.doi.org/10.12737/11853.
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Educational organizations are complex, but the most developed social systems, embracing various subsystems. The main shaping features of any social
system are goals that help perform specific functions. Nowadays educational institutions that have chosen in favor of the quality strategy should
develop a pyramid of goals understandable to all their employees. Each employee should know the goals of the whole team, its general ideas, his\her
personal role in the educational process and in the structural unit. Universal properties of the social organization are the following: apartness, direct
management, activity self-regulation capacities, sound organizational culture.
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Klochko, Alla. "TYPES OF MANAGERS IN EDUCATIONAL ORGANIZATIONS BY THEIR LEADERSHIP POSITIONS: RELATIONS WITH ORGANIZATIONAL PERFORMANCE AND PERSONAL CHARACTERISTICS." PSYCHOLOGICAL JOURNAL 6, no. 12 (December 30, 2020): 48–56. http://dx.doi.org/10.31108/1.2020.6.12.5.
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The article, basing on the empirical research, describes statistically significant correlations between the types of managers in educational organizations by their leadership positions (“leadership”, “managerial”, “harmonious”) and psychological characteristics of their organizations (“organizational development”, “performance of the teaching staff”). The “Managerial” type correlated with lowered “organizational development” of the educational organization. The “Leadership” type was related directly with such factors of team development as “preparedness for activity”, “organized nature” and “activity”. The study results give grounds to say that managers with “Leadership” and “Harmonious” types had innovative management styles. “Managerial” managers, most likely, used traditional management approaches. There were statistically significant correlations between the leadership types of educational managers and organizational and functional factors (“a period of organization existence”, “a status of the organization in the city (region) educational system”, “innovations in an organization”). Positive statistically significant correlations were between educational managers’ self-development and traditional and innovative management styles (the higher self-development was, the more willingly did educational managers use innovative management styles) and a negative correlations was with creative potential. The obtained data indicate that, during managers’ psychological training, a special attention should be paid to different managerial types in educational organizations in order to promote innovative management styles.
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Klochko, Alla. "Types of educational organization managers in relation to their attitudes towards change: the relationship with the organization's characteristics." Організаційна психологія Економічна психологія 4, no. 21 (December 23, 2020): 73–81. http://dx.doi.org/10.31108/2.2020.4.21.7.
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Introduction. Modernization of education highlights the role of educational organizations' psychological characteristics in promoting the development of innovative management styles used by educational organization managers. Aim: to analyze the relationship between educational organizations' psychological characteristics and the types of educational organization managers in relation to their attitudes to change. Methods. K. Freilinger and I. Fischer "How Do You Feel About Change?", V. Siegert and L. Lange "How Is Your Organization Developing?" (modified by L.M. Karamushka), V.O. Rozanov "Assessment of Job Satisfaction", G. Perue-Badu Subjective Well-Being Scale (adapted by M.V. Sokolova), and a questionnaire-passport developed by the author. Results. The empirical research conducted by the author found positive and negative statistically significant relationships between the three groups of psychological characteristics of the educational organization (intra-organizational, organization-and-staff interaction relevant, and organizational-functional) and certain types of educational organization managers in relation to their attitudes towards change. Conclusions. The findings can facilitate the development of innovative management styles used by education organization managers.
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Андрей Валерьевич, Рачипа, Суржиков Михаил Андреевич, and Самыгин Сергей Иванович. "DIGITALIZATION IN ORGANIZATION MANAGEMENT: INNOVATIVE BUSINESS MODELS." STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES 1, no. 3 (September 2022): 64–69. http://dx.doi.org/10.22394/2079-1690-2022-1-3-64-69.
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This article is a socio-managerial analysis related to the introduction of innovative business models in the process of managing an organization. The use of digital technologies in the management of an organization provides a solution to administrative, managerial, communicative and interactive, educational and research tasks, as well as tasks related to ensuring the information security of an organization. The authors believe that the focus of organizations on new digital opportunities contributes to making them more resilient, stable and competitive in the future. A promising question is how managers determine the threats and opportunities for the functioning and development of their organizations, which involves the use of an approach based on attention to concepts related to human resource management, personnel management and corporate (organizational) approach.
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Nikulina, I. V. "CONFLICT MANAGEMENT IN EDUCATIONAL ORGANIZATION." Vestnik of Samara University. History, pedagogics, philology 25, no. 1 (March 28, 2019): 76. http://dx.doi.org/10.18287/2542-0445-2019-25-1-76-81.
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Bochkareva, Tatyana Nikolaevna. "Digitalization of Project Activities in the Management System of an Educational Organization." Development of education 5, no. 4 (December 27, 2022): 13–18. http://dx.doi.org/10.31483/r-103335.
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When studying the theoretical foundations of the transformation of the management system of an educational organization, the management system is understood as scientifically based actions on the part of the administration and the teaching staff of the organization, which are aimed at the rational use of available forces, time and material resources, in order to implement an effective pedagogical process within a specific educational organization. As practice shows, most educational organizations are characterized by a linear-functional organizational structure, as a result of which the management system is not mobile, it does not allow taking into account the peculiarities of the human capital of the teaching staff, weakly forms the interest of each member of the team in the final result. The article considers one of the most effective management tools in conditions when an educational organization faces the task of increasing its efficiency and effectiveness with limited resources – project management. Its implementation in the conditions of digitalization will allow educational organizations to carry out more effective strategic interaction, due to the formation of a network contact. The aim of the study is to improve the management system in a secondary school. To solve the tasks set in the work, the following research methods are used: theoretical methods – analysis and generalization of pedagogical, managerial, methodological and scientific-theoretical literature; normative documents regulating the management of an educational organization; teaching aids on the following aspects: management system, digital transformation of education, management of an educational organization, project management. In the course of our work, we came to the conclusion that the process of managing an educational organization in modern times is prone to a trend that manifests itself in a widespread, global transformation of the management system of an educational organization. One of the features of the management of the educational system is the departure from traditional forms of organizational structure, the restructuring of structures in accordance with the requirements of high efficiency in solving issues, the creation of conditions for participation in decision-making by all members of the workforce. Thus, project management is one of the most effective management tools in conditions when an educational organization faces the task of increasing its efficiency and effectiveness with limited resources.
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Klochko, Alla. "EDUCATION MANAGERS’ INNOVATIVE MANAGEMENT STYLES USED AT TEAMS: CORRELATIONS WITH EDUCATIONAL ORGANIZATIONS’ CHARACTERISTICS." PSYCHOLOGICAL JOURNAL 7, no. 4 (April 30, 2021): 69–77. http://dx.doi.org/10.31108/1.2021.7.4.7.
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Development of management innovative styles focused on labour at educational managers (“fear of poverty”, “authority – subordination”, “a holiday home”, “an organization”, “a team”) is described in the article based on the performed empirical study. Quantitative data on vectors showing educational managers activities revealed managers’ insufficient orientation “on tasks” and a significant predominance of “orientation on people”. Managers characterised by an imbalance between such managers’ activity vectors as “orientation on task” and “orientation on people”. The “organization” style was the most manifested innovative management styles at education managers; while, the “team” style was nearly absent, which meant that managers insufficiently focused on a result during implementation innovative methods. Correlations between educational organizations’ psychological characteristics (“organizational development”, “activity of a pedagogical team”) and education managers’ innovative styles focused on labour were analyzed. The more favourable working conditions were at educational organizations with effective business communication, the more often and better education managers applied innovative management styles. Organizational development contributes to the development of such innovative style as “organization”. The indicators of pedagogical team development (“organization”, “activity”, “cohesion”, “integrity”, “reference”) played a sufficiently important role in development of education managers’ innovative styles. The obtained results can be used in the practice of educational organizations and psychological training for educational managers.
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Nanthasudsawaeng, Kritchouw. "Confirmative Component Analysis of Management Optimization of Educational Organizations." Rajabhat Chiang Mai Research Journal 24, no. 1 (January 24, 2023): 131–42. http://dx.doi.org/10.57260/rcmrj.2023.261086.
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This research aimed to analyze the corroborative components and examine the correspondence between the corroborative structure of the management of educational organizations and the empirical data. The sample consisted of 400 educational administrators in Thailand. The instrument used in this research was a questionnaire with a confidence value of 0.95 in the whole questionnaire. For Confirmative Component Analysis and second corroborative component analysis, the results showed that Educational Organization Management Optimization Components. The components whose weights were arranged in descending order include Organizational structure, Human Resources, Organization Management and Leadership. The results showed that first confirmed components that all index values were found to pass the criteria. They had an element weight of 0.01-0.15 with a statistical significance of .01 and a second-order confirmation component analysis result. All index values were found to pass the criteria. The constituent weights of 0.26-1.26 were statistically significant at .01. The harmonization index between the model and the empirical data was p = 0.09, CMIN/DF = 1.59, GFI = 0.99 and RMSEA = 0.02. It made you aware of the components of organizational management optimization in education to be used to further develop educational organization management efficiency.
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Okunkova, E. O. "Innovative Tools of Educational Organization Development Management: Benchmarking." Vestnik of the Plekhanov Russian University of Economics 17, no. 6 (December 4, 2020): 70–77. http://dx.doi.org/10.21686/2413-2829-2020-6-70-77.
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The article considers theoretical and methodological approaches to the use of benchmarking as an innovative tool in the management of an educational organization. The development of methods and tools for managing the development and competitiveness of an educational organization in the global space is based on systemic, operational, competent and situational methodological approaches; on the methodology of interactive, understanding and interpretative sociology; methodologies of synergy, network thinking and social management, modal analysis. The study found that benchmarking is the most appropriate way to improve the work of the educational organization, which is a process of constantly measuring and comparing the methods and results of the work of the organization, its individual divisions, functions, processes with organizations chosen for imitation. The author presents the results of the study of the forms of benchmarking, conducted a review of research on its application by educational organizations of higher education in Russia, presented a detailed analysis of the main stages of its implementation in relation to the specifics of the activities of the educational organization, visualized a set of types of benchmarking by classification groups.
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Prasetyo, Muhammad Anggung Manumanoso, and Agus Salim Salabi. "Multikriteria Analisis untuk Pengembangan Berkelanjutan Organisasi Pembelajaran." Southeast Asian Journal of Islamic Education Management 3, no. 1 (July 29, 2022): 157–76. http://dx.doi.org/10.21154/sajiem.v3i1.96.
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Abstract Sustainable issues are complex and intertwined with aspects of education, necessitating the development of design processes that promote innovation and learning. The learner organization is one of educational institutions' governance innovations that reflects adaptive roles in the face of change challenges. The study's goal is to develop the concept of a learner organization (learning organization) into a sustainable learner organization. Top management has the ability to greatly influence management innovation due to its prominent role in the organization. The purpose of this study is to examine the five fundamental dimensions of a learning organization (LO) in the context of educational sustainability. Qualitative research employing grounded method techniques. According to research, the following characteristics of educational organizations are related to learner organizations: (1) learning leadership caderization systems; (2) creation of learning structures; (3) model of holocracy work; (4) formation of individual behavior in the presence of learning opportunities; and (5) learning culture in the context of school organization. Keywords: Learning Organization; Organizational Innovation; Educational Institution Sustainability;
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Klochko, Alla. "PSYCHOLOGICAL FEATURES OF INNOVATIVE MANAGEMENT STYLES OF MANAGERS OF EDUCATIONAL ORGANIZATIONS, SELECTED BY THE CRITERION “TEAMWORK IN THE ORGANIZATION”." Pomiędzy. Polonistyczno-Ukrainoznawcze Studia Naukowe 5, no. 2 (2022): 49–54. http://dx.doi.org/10.15804/ppusn.2022.02.05.
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The analysis of scientific approaches to understanding the psychological characteris-tics of the role of the management team is important in the context of ensuring the organizational development of educational institutions. The transformational changes taking place in education today require the introduction of new approaches to the process of managing educational organizations. The practical solution to the problem of forming management teams in educational organizations involves determining and understanding the importance of systematic psychological training of education managers to form professional management teams. The article reveals the psychological features of innovative management styles in managers of educational organizations, selected by the criterion of «Teamwork in the organization». Іt is especially important in educational organizations to form not only a teaching staff, but a team where teachers set an example not by words but by their own actions: teach them to be leaders, develop their various social competencies, and most importantly – teach by personal example. Аllowed us to identify innovative management styles in managers of educational organizations, which are selected by the criteria of «Teamwork in the organization» and provide the following skills: orientation of managers of educational organizations on teamwork based on clearly defined roles, willingness to internally accept organizational goals and objectives; to organize joint activities to address management issues, willingness and skills of constructive communication, dialogue and interaction with different categories of people. Іdentified traditional («fear of poverty», «authority – conquest», «rest home») and innovative («organization», «team») management styles in managers of educational organizations on the indicator «of orientation of managers to teamwork». Highlights the main reasons for managers to avoid team building. Increasing the attention of psychologists to the problem of psychological preparation of managers of educational organizations.
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Kunaeva, Hava Mavledinovna, Tamila Supyanovna Mazhitova, and Leila Rizvanovna Elbieva. "CONFLICT MANAGEMENT IN AN EDUCATIONAL ORGANIZATION." Industrial Economics 5, no. 3 (2022): 439–44. http://dx.doi.org/10.47576/2712-7559_2022_3_5_439.
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LENKA, USHA, and SANIYA CHAWLA. "Higher educational institutes as learning organizations for employer branding." Industrial and Commercial Training 47, no. 5 (July 6, 2015): 265–76. http://dx.doi.org/10.1108/ict-01-2015-0001.
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Purpose – Contemporary organizations emphasize upon continuous learning to be able to face the environmental dynamism and further build a learning organization. The purpose of this paper is to reflect the conceptual framework of learning organization, integrating variables at individual, team, and organizational levels. Design/methodology/approach – The framework has been devised through the review of literature from 1950s to 2014 using the databases of EBSCO, Emerald, Proquest, Science Direct, and Scopus to ensure the reliability. Findings – The variables are resonant leadership style, knowledge management, intrapreneurship, total quality management (TQM), and supportive learning culture. Resonant leaders are emotionally intelligent leaders who evoke positive emotions among their subordinates through setting an example, ensuring mindfulness, hope, and compassion. Knowledge management is basically creating, transferring, maintaining, and organizing knowledge in organizational repositories. Intrapreneurship is the initiative and risk taken by the employees. TQM is a management practice that promotes total involvement, continuous improvement, and reflexive decisions taken by team members. Supportive learning culture pushes individuals toward a common goal, which is further facilitated, by open communication, affective and cognitive trust, and organic structure. These factors pose as enablers to foster continuous learning among employees. A learning organization, therefore, can establish a strong employer brand by enhancing employees’ emotional attachment and further aides’ attraction and retention of talent. Originality/value – So far, all these important variables have been ignored in the academic literature especially in the context of educational institutes as learning organizations. Also, there is a void in academic literature with respect to integrated model of learning organization. In this way, the paper tries to fill the gap by developing a conceptual framework of learning organization, followed by discussion and managerial implications.
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Tyagur, R. S., M. A. Shufnarovych, and S. A. Lisovska. "MANAGEMENT OF EDUCATIONAL ORGANIZATIONS: LAWS, PRINCIPLES, RULES." Art of Medicine 22, no. 2 (July 20, 2022): 130–35. http://dx.doi.org/10.21802/artm.2022.2.22.130.
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Laws of management are the basis for the creation and operation of educational organizations. Laws fix the unity and commonality of phenomena. The laws of management are objective. Their action is manifested only in human activity. The laws of management do not deny the nature and objective nature of economic laws. An educational organization as a group of people working together to achieve common goals is an economic category. Therefore, there is a need to use economic laws, due to the objective nature of their effect on the conditions of human activity or production team. The laws of educational management also have economic meaning. The effect of economic laws is expressed in the essential aspects of management relations. Economic laws affect the formation of the mechanism and methods of management, as well as the outcome of the educational organization. The current level of management development shows that considering only economic laws in management is not enough for the effective work of the educational organization.
Educational management must meet the requirements of objective laws. The process of complying with the requirements of the law is carried out through an understanding of the objectivity of the law and the creative activity of the leadership and managers of the educational organization. Each law has its own forms of influence on the educational organization. Thus, the law of common goals is manifested in the need to define a common goal (mission) and the formation of a system of goals of each element and the educational organization. The law of division of labor determines the need for the allocation of functions, functional areas of activity and management processes. The law of external complement forces the head of the organization to remember the factors of the external environment and respond to their influence. This law dictates the conditions in which the organization must operate. The success of an educational organization is determined not by its internal conditions, but by how well it can adapt to its external environment. Under this law, the leadership of the educational organization must recognize in time the threats posed by the external environment and seek the maximum benefit from the opportunities it provides. The law of inertia is manifested in the relations formed by direct and feedback, as well as the criteria of flexibility and adaptability. The law of saving time is manifested mostly in such forms as labor productivity, the system of norms and standards, the use of means of labor. The production, technological, managerial, information structure of the educational organization, as well as the economic levers of its functioning are used as a mechanism for implementing the laws.
One of the most important things to keep in mind when it comes to governance is that human action is subject to general principles. A principle is a general norm, a rule that is shared and recognized by all people or individual groups of people. The management of educational organizations rarely deals with a limited set of principles. It deals with a set of interdependent principles. Management is an applied science. Therefore, it should be based not only on general laws, but also on their own principles, which express the specifics of the science of management. Management principles are derived from general laws and reflect the relationships formed in the organization, according to which the management system should be formed, function and develop.
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Alenicheva, T. A., and N. B. Kurshakova. "A high educational organization management in digital educational environment." Management Issues 1, no. 5 (2018): 188–95. http://dx.doi.org/10.22394/2304-3369-2018-5-188-195.
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Zhurakovskaya, Vera M., and Olga A. Olicheva. "Project portfolio management in an educational organization." Vestnik of Samara State Technical University Psychological and Pedagogical Sciences 18, no. 2 (July 9, 2021): 87–100. http://dx.doi.org/10.17673/vsgtu-pps.2021.2.7.
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The paper raises the problem of project management in the educational process of a comprehensive school, which ensures the growth of teachers professionalism. The purpose of the paper is to develop a structure for managing a portfolio of projects that ensures the implementation of strategies for educational organization (EО) development, an increase in the professionalism of teachers. The methodological justification for the development of a project portfolio management structure is the theory of project management, the project management methodology Scrum. The research resulted in a developed temporary organizational structure for managing a portfolio of projects in EО. Scientific relevance is the development of a project portfolio management structure in EО from the standpoint of an integrative approach, expressed in the integration of knowledge related to the management of project teams of teachers, the essence of Scrum project management technology, the use of the Trello electronic service, which provides effective management of a project portfolio, including the online mode. The theoretical significance of the solution to the project management problem proposed in the paper is the theoretical positions underlying the description of the temporary organizational structure of project portfolio management, as one of the options for a hybrid structure divisional adhocracy. The practical significance lies in the development of a specific temporary organizational structure for managing club teams of teachers implementing projects in the lyceum in Istra, which can be used in educational practice. An analysis of the results of experimental work on the professional development of teachers of an educational organization through the inclusion of teachers in the implementation of projects related to the solution of professional problems showed a positive dynamics of the levels of teachers professional development. This allowed the authors of the paper to consider the developed pedagogical means of teachers professional development of educational institutions to be effective.
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Shobonov, Nikolai A. "Public participation in general educational organization management." Social And Political Researches 2, no. 15 (2022): 93–106. http://dx.doi.org/10.20323/2658-428x-2022-2-15-93-106.
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Public participation in the management of an educational organization, which has a tradition in Russian educational practice since the XVIII century, is an integral part of its management activities. One of the fundamental principles of the relationship between the state and its citizens is the right of society to participate in governance. The state in educational policy, the National project “Education” considers the formation of state-public management of an educational organization as a priority in its activities, understanding the importance of public participation in education management. At the federal level, the rights and obligations of participants in educational relations are defined. The article gives several definitions of the concept of state-public management of education, which reveal the essence of this process. Most Russian scientists understand the state-public management of education as constant participation in the management and interaction of two subjects expressing the interests, policies of both the state and the interests of society and the population. The author analyzes the historical experience of managing education with public participation, noting that the insufficient development of democratic institutions in Russia until the second half of the XIX century prevented the establishment of a dialogue between the authorities and society in matters of education. The Zemstvo reform of 1864 became the catalyst for the process of public participation in the management of education. Further, the author characterizes the activities of public governing bodies of educational organizations, such as the School Council, the governing council, the board of trustees, etc. The article presents a theoretical understanding of the forms of public administration, examples of successful educational practices are given. The federal law “On Education in the Russian Federation” defined the requirements for taking into account public opinion when making a number of managerial decisions by the heads of educational organizations, granted the right to teachers, students and their parents to participate in management. Emphasis is placed on a list of a number of reasons that impede the development of public participation in the management of a general educational organization, and directions for optimizing the management process are proposed.
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Ratner, Helene, and Christopher Gad. "Data warehousing organization: Infrastructural experimentation with educational governance." Organization 26, no. 4 (October 29, 2018): 537–52. http://dx.doi.org/10.1177/1350508418808233.
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Organization is increasingly entwined with databased governance infrastructures. Developing the idea of ‘infrastructure as partial connection’ with inspiration from Marilyn Strathern and Science and Technology Studies, this article proposes that database infrastructures are intrinsic to processes of organizing intra- and inter-organizational relations. Seeing infrastructure as partial connection brings our attention to the ontological experimentation with knowing organizations through work of establishing and cutting relations. We illustrate this claim through a multi-sited ethnographic study of ‘The Data Warehouse’. ‘The Data Warehouse’ is an important infrastructural component in the current reorganization of Danish educational governance which makes schools’ performance public and comparable. We suggest that ‘The Data Warehouse’ materializes different, but overlapping, infrastructural experiments with governing education at different organizational sites enacting a governmental hierarchy. Each site can be seen as belonging to the same governance infrastructure but also as constituting ‘centres’ in its own right. ‘The Data Warehouse’ participates in the always-unfinished business of organizational world making and is made to (partially) relate to different organizational concerns and practices. This argument has implications for how we analyze the organizational effects of pervasive databased governance infrastructures and invites exploring their multiple organizing effects.
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Medvedeva, Natalya V. "Social risks of corporate management in an educational organization." Problems of Modern Education (Problemy Sovremennogo Obrazovaniya), no. 4, 2020 (2020): 51–56. http://dx.doi.org/10.31862/2218-8711-2020-4-51-56.
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The main types of social management risks in Russian educational organizations are described in this article, sources of risks are indicated, ways to reduce the negative impact of corporate risks on the management in an educational organization are shown.
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Tarasenko, V. V. "CAREER MANAGEMENT OF MANAGERIAL PERSONNEL OF EDUCATIONAL ORGANIZATION: MODERN PROBLEMS AND POSSIBLE SOLUTIONS." Vestnik Universiteta, no. 9 (October 26, 2019): 26–32. http://dx.doi.org/10.26425/1816-4277-2019-9-26-32.
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The article has been devoted to the ongoing research of a system of development of managerial personnel of educational organization. The results of the analysis of modern problems and the search for possible solutions to improve the management of the career of managerial personnel of educational organization have been presented. The essence and content of career management of managerial personnel of educational organization have been clarified; a set of problems, caused by the lack of a systematic approach to career management of managerial personnel of educational organizations has been substantiated; possible solutions to improve career management of managerial personnel of educational organization have been offered.
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Tek, Erbil. "Eğitim Kurumlarında Örgütsel Sinizm Kavramının İncelenmesi." International Journal of Social Sciences 6, no. 24 (February 25, 2022): 209–21. http://dx.doi.org/10.52096/usbd.6.24.12.
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Organizational silence, which is known as the fact that employees do not say their thoughts and ideas by staying silent for various reasons in educational institutions, and organizational cynicism, known as the negative attitudes of employees towards the organizations they are in, are extremely important issues in the management literature. Organizational cynicism is a situation arising from the different positioning of the active employees within the organization due to individual, socio-cultural or economic reasons. The fact that the employees of the educational institution position themselves differently in the organization in this way creates some negativities, which in turn disrupts the functioning and cooperation in the organization. The state of negativity in the organization affects many situations within and outside the organization. For this reason, organizational cynicism is especially important in terms of overcoming the difficulties that education administrators should pay attention to and that may arise in achieving organizational goals. Key words: Educational Institutions, Organizational Justice, Organizational Injustice
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Ustinova, Natalia P. "University Organization Effectiveness of Educational Work Management." Munitsipal'noe obrazovanie: innovatsii i eksperiment, no. 5 (2021): 9–12. http://dx.doi.org/10.51904/2306-8329_2021_80_5_9.
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Blyumin, S. L., and G. S. Borovkova. "MANAGEMENT OF EDUCATIONAL ORGANIZATION USING RATING SYSTEM." Vestnik of Ryazan State Radio Engineering University 68 (2019): 55–60. http://dx.doi.org/10.21667/1995-4565-2019-68-2-55-60.
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VISSER KATINKA J. A. H. PRINCE ALBE, KLAZINA. "Student participation in educational management and organization." Medical Teacher 20, no. 5 (January 1998): 451–54. http://dx.doi.org/10.1080/01421599880562.
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Ranson, Stewart. "The management and organization of educational research." Research Papers in Education 8, no. 2 (June 1993): 177–98. http://dx.doi.org/10.1080/0267152930080204.
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PIVOVAR, BORIS B. "CHANGE MANAGEMENT IN EDUCATIONAL ORGANIZATION IN RUSSIA." INTERNATIONAL SCIENTIFIC JOURNAL, no. 2 (2020): 72–78. http://dx.doi.org/10.34286/1995-4638-2020-71-2-72-78.
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Zacharoula, Lykopoulou. "EDUCATION MANAGEMENT AND THE IMPACT OF INNOVATION." Volume 8, Issue 2 v8, no. 2 (November 10, 2020): 183–96. http://dx.doi.org/10.37708/ep.swu.v8i2.15.
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This study concerns higher education in Greece, as applied today and in the forthcoming years and its aim is ternary; firstly, the study on the implementation of international innovation indicators in education, secondly the use of innovative teaching practices and finally the relationship between different organizations and its impact on innovative educational practices. The primary research contacted with the use of a questionnaire on a sample of 471 teachers all over Greece. The findings among others show that the higher the level of innovation regarding educational services, the higher also is the level of innovation on educational processes. Moreover, the higher the level of innovation regarding educational services, the higher also is the level of innovation on business organization, and the higher the level of innovation regarding educational processes, the higher also is the level of innovation on business organization. The importance of this work lies in its contribution to the description and definition of the concept, characteristics and operation of organizational innovation in the context of education, as well as the possibility of its use by the supervisors and teachers of the specific school level for better understanding and management of the culture of each school unit.
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�������� and Mikhail Nikolaev. "Application of Information Resources for Effective Management of Educational Organization." Standards and Monitoring in Education 2, no. 4 (August 15, 2014): 62–64. http://dx.doi.org/10.12737/5877.
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The article reviews components of information resource of an executive, which promote more effective educational organization management (legal
and organizational support of the information environment of the educational institution; hardware and software information environment for the
organization of teaching and ancillary staff�s activities in the medium itself, educational and methodological filling with informational and educational
resources). Software and hardware components of the information environment of the educational organization is represented by a list of automated
software systems and informational complex created for the electronic management of the organization and the effective interaction of educational
organization�s collective (NetSchool, �1C: 5 School Education", "Virtual School Cyril and Methodius", dnevnik.ru, DigitalEducation). The examples of informational
complexes for the heads of educational institutions can be: electronic resources on the topic of management of publishing firm "September",
expert-legal electronic system of "Education".
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Shamuratov, Rustam. "STRATEGIC MANAGEMENT SYSTEM IN HIGHER EDUCATIONAL INSTITUTIONS AS A PROBLEM." CURRENT RESEARCH JOURNAL OF PEDAGOGICS 02, no. 09 (September 30, 2021): 146–49. http://dx.doi.org/10.37547/pedagogics-crjp-02-09-32.
Full textAbstract:
An efficient economy is, first and foremost, effective governance. The importance and application of the concepts of "management" and "management" in the modern world are close in content, but not exactly the same. Accordingly, the concept of "management" applies to all types of systems - technical, biological, socio-economic and so on. The modern concept of "management" applies only to socio-economic systems, that is, organizational structures in which the obligatory element is the person and his goal-oriented activities. Thus, in modern times, the management of an organization or organizational structures is called "management".
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Shamuratov, Rustam. "STRATEGIC MANAGEMENT SYSTEM IN HIGHER EDUCATIONAL INSTITUTIONS AS A PROBLEM." CURRENT RESEARCH JOURNAL OF PEDAGOGICS 02, no. 09 (September 30, 2021): 146–49. http://dx.doi.org/10.37547/pedagogics-crjp-02-09-32.
Full textAbstract:
An efficient economy is, first and foremost, effective governance. The importance and application of the concepts of "management" and "management" in the modern world are close in content, but not exactly the same. Accordingly, the concept of "management" applies to all types of systems - technical, biological, socio-economic and so on. The modern concept of "management" applies only to socio-economic systems, that is, organizational structures in which the obligatory element is the person and his goal-oriented activities. Thus, in modern times, the management of an organization or organizational structures is called "management".
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Lahn, Leif Christian. "Organizational teaching and learning – a (re)view from educational science." Learning Organization 23, no. 5 (July 11, 2016): 342–56. http://dx.doi.org/10.1108/tlo-10-2015-0056.
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Purpose The purpose of this paper is to critically examine the dominance of the participation metaphor for learning in the literature on learning organizations and to propose a working model of the teaching organization with conceptual input from educational science and the sociology of professions. Design/methodology/approach The paper combines theoretical critique and a selective review of literature that is relevant to the discussion of the concept “teaching organization”. Findings Concepts referring to teaching as a systemic attribute of learning organizations are not made explicit in texts on organizational learning and knowing. Key concepts from educational science are almost completely absent from this literature. Originality/value The paper describes elements from educational science and the sociology of professions and proposes to integrate them in a model of a teaching organization that could serve as a theoretical platform for further empirical studies.
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Popadić, Darko, Ljiljana Kontić, Vlada Živanović, and Nada Živanović. "Educational Management as an Imperative of High Business Results." European Journal of Studies in Management and Business 22 (August 2022): 1–10. http://dx.doi.org/10.32038/mbrq.2022.22.01.
Full textAbstract:
The business of companies in modern conditions is exposed to major changes related to systematic and systematic investment in employee education, especially management, which is an attempt to maximize productivity and improve individual and organizational knowledge. An important premise is the acceptance and understanding of the fact that systematic investment in employees is an opportunity to improve various business processes within the business company. Management has the task of achieving product quality and overall business of its own company based on a quality educational approach. Therefore, it is necessary to adequately design, implement, monitor and evaluate the process of education and training. Thus, the choice of quality methodology of the educational process is a complementary part of establishing a continuous model of training, which is the competitive strength of modern organizations. A systematic approach to the choice of training methodology allows organizations to connect the planned activity with the real business needs of both individuals and organizations. At the end of each training process, the results of the training are obtained as the end result of changing and shaping the skills, abilities, attitudes and behavior of employees according to the needs of organizational goals. The implications of training should be visible in various activities of employees, such as: job satisfaction, increased productivity, ability to manage complex processes and other functions that explicitly affect the competitiveness of the organization. The paper presents the management of the educational process for achieving high results and goals that are closely related to organizational goals.
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Тарасенко, В., and V. Tarasenko. "Structural-Functional Approach to Determining the Content of Managerial Competence of the Head of Educational Organization." Management of the Personnel and Intellectual Resources in Russia 7, no. 4 (September 25, 2018): 5–9. http://dx.doi.org/10.12737/article_5b8d05b73858f2.87282676.
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The article presents the results of a study of the management staff of educational organizations, in which it was revealed a contradiction between the need for the education system in the heads of educational organizations with the current level of managerial competence and the presence of systematic professional difficulties in the activities of these leaders in the implementation of management functions. To resolve the revealed contradiction, the author clarifi es the essence of the concepts of «competence», «management competence of the head of the educational organization». A structural and functional model of the educational organization management system is developed as a basis for determining the content of management functions and competence of the head of the educational organization. Clarifi cation of management functions in the context of the structural and functional model of the management system allowed to determine the content of the managerial competence of the head of the educational organization. In the structural and content relation managerial competence is presented as interpenetration of administrative knowledge, skills, experience of administrative activity, motives, values, professional and personal qualities; respectively, set of cognitive, activity and motivational–personal components.
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POZHIDAEVA, Tat'yana A. "Formation of a system of risk-based internal control in educational organizations." Economic Analysis: Theory and Practice 20, no. 12 (December 27, 2021): 2324–44. http://dx.doi.org/10.24891/ea.20.12.2324.
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Subject. The article investigates the construction of a system of risk-oriented internal control of educational organizations’ activities. Objectives. The purpose is to develop a classification of risks associated with various activities of an educational organization, identify entities of internal control responsible for risk management, create a portfolio and risk register that serve as a basis for organizing an effective system of risk-oriented internal control and improving the quality of university management. Methods. The study draws on methods of detailing, observation, generalization, comparison, classification, etc. Results. Using the university case, I disclose approaches to risk classification, considering the specifics of educational organization's activities, the formation of a passport and risk register, enabling through internal control tools to identify opportunities for their mitigating and to make appropriate management decisions. Conclusions. It is possible and advisable to apply a risk-based approach to the organization of internal control in an educational organization along with traditional approaches that are aimed at identifying violations of the requirements of legitimate, targeted and rational spending of budgetary and extra-budgetary funds. It is necessary to classify and assess risks associated with various activities of an educational organization, to monitor the implementation of risk management initiatives.
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Udilov, Timofei Vasil'evich, and Vladimir Ivanovich Aleksandroi. "Development of a Digital Tool for the Head of an Educational Organization of the Ministry of Internal Affairs of Russia." Полицейская деятельность, no. 2 (February 2023): 1–13. http://dx.doi.org/10.7256/2454-0692.2023.2.39728.
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The subject of the study is the digitalization of management activities in the educational organization of the Ministry of Internal Affairs of Russia. The object of the study is the processes taking place in the educational organization of the Ministry of Internal Affairs of Russia during the organization of personnel training, their optimization, as well as the development of the head's tools for working with an array of data in the areas of the organization's activities aimed at reducing the volume of paper document flow, reducing resources for data collection and systematization, obtaining information on the principle of "here and now" according to the currently necessary criterion of the effectiveness of the educational organization. The authors note that the introduction of digital tools in the activities of educational organizations of the Ministry of Internal Affairs of Russia will provide the heads of organizations with the opportunity to obtain operational information to make effective decisions, create conditions for creating a unified system of electronic internal and external document management, while significantly reducing the need for duplication of information on paper for different regulatory structures. As a result of the conducted research, the authors proposed the development of a software product, the main task of which is to provide the head of an educational organization with an effective tool for analyzing the activities of an educational organization. The use of this software product in the activity provides the head of the educational organization of the Ministry of Internal Affairs of Russia with the opportunity to promptly receive data on all processes occurring in subordinate structural units, increases the efficiency of analyzing this data, provides additional arguments for choosing an effective strategy for the development of the organization, and also provides the organization with the possibility of operational communication and interaction with the Ministry of Internal Affairs of Russia, the Ministry of Education of Russia, the Ministry of Education Russia, training customers, as well as regulatory authorities and organizations.
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Горностаева, Алла, and Alla Gornostayeva. "APPLICATION OF EDUCATIONAL SERVICES MARKETING IN EDUCATIONAL INSTITUTIONS." Bulletin of Bryansk state technical university 2016, no. 5 (December 30, 2016): 89–95. http://dx.doi.org/10.12737/article_58f9c4d952cac2.92291516.
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The purpose of the work is to consider problems of marketing application of educational services in the Russian educational institutions activity, to reveal pre-requisites of relevance strengthening of these problems on the market of educational services, especially the system of advanced training of heads and experts; to show that application of methodology of strategic and marketing management in practice is caused by the objective reasons which are defined by character of the changes, first of all in the organization environment.
In the course of research strategic marketing and management methods are used.
The studies show that the most important task of strategic management of the educational institution is establishment and maintenance of dynamic interaction of the organization with the environment surrounding it.
Conclusions: strategic management is intended to provide the organization long-term survival, competi-tive advantage is reached due to delivery of products or services to the consumer satisfying their requirements; cooperation problem of higher education institutions and industrial enterprises in which marketing takes a position of one of the leading functions of creating conditions for successful functioning and development of the organization, is especially urgent at present.
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Bo, Pang. "Construction of Network Organization Structure of College Students’ Education Management Based on Distributed Network." Mathematical Problems in Engineering 2022 (August 22, 2022): 1–11. http://dx.doi.org/10.1155/2022/8927062.
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To construct the network organizational structure of college students’ educational management and realize the informatization development of college students’ educational management, the construction method of network organizational structure of college students’ educational management is proposed based on the distributed network. MySQL and PostgreSQL are used as the bottom data structure models of the network-based organizational structure of college students’ education management, and the multisource information scheduling method, which is used to construct the transaction identifier (TID) labeling tuple model of college students’ education management network. The initial topological structure model of the network-based organizational structure nodes of college students’ education management network is constructed by the 4-tuple model, and the linear structure decomposition of the construction nodes of the network-based organizational structure of college students’ education management is carried out. The correlation characteristics of the transmission channel of the network organization structure of college students’ education management are extracted; the three-layer architecture system of data layer, network layer, and application layer is adopted; the architecture model of the network organization structure of college students’ education management is established; the multinode distributed network transmission technology is used to build a tree structure model, so as to realize the design of the network organization structure model of college students’ education management and the scheduling of multi-source information parameters; and the fuzzy multi-attribute decision-making method to realize the adaptive scheduling of the network organization structure of college students’ education management is adopted, so as to improve the storage management, fault tolerance, and safe access ability of the network organization structure of college students’ education management. The test results show that the network organizational structure of college students’ educational management is designed by this method, which improves the ability of information transmission and scheduling and improves the informatization level of college students’ educational management.
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Boyko, Olga, Rymma Mylenkova, and Larysa Otroschenko. "Intercultural Management in Educational Organizations." Perspektywy Kultury 29, no. 2 (June 30, 2020): 163–72. http://dx.doi.org/10.35765/pk.2020.2902.12.
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Human capital is an outstanding factor in any country’s competitiveness. This fact affirms the decisive role of education in the raise of a country’s economic and social prosperity in the international space. Reforming of domestic higher education system is carried out in the direction of new educational management support, universities management, scientific activity financing and intercultural interaction of universities with personalities, cultures and business. In that context most of the educational organizations become multicultural and multinational ones. That is why universities as intercultural spaces are the focus of this paper. Contemporary universities face many challenges including the tasks of remaining intellectually and culturally viable in a fast changing world, preparing students to compete in the global labor market and interact with people from other ethnic, religious, cultural, national and geographic groups. Different approaches to the concept of “intercultural management in educational organizations” have been defined and its improvement resources in the higher education system have been identified. Taking into consideration that intercultural management is comprised of intercultural competences, the notion “intercultural competence” has been thoroughly analyzed. It was concluded that intercultural management, based on different dimensions of knowledge, attitudes, abilities and skills, is generally defined as the capability of successful communication and high performance of an organization in collaboration with other cultures.
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Krechetov, Andrey, Dmitry Shatko, and Pavel Strelnikov. "Optimization of an educational organization management based on the assignment management system implementation." SHS Web of Conferences 101 (2021): 02011. http://dx.doi.org/10.1051/shsconf/202110102011.
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At present, there is an a1cute problem of the low efficiency of handling assignments in the management processes of educational organizations. This is due to a number of factors, including: incorrect formulation of tasks by managers, failure to comply with the established deadlines, inconsistency of the results with the tasks set, unsatisfactory staff compliance with assignment fulfillment regulations, etc. The introduction and further use of the assignment management system based on information analysis technologies with the inclusion of an analytical module into the structure of the information management system of an educational organization can serve to efficiently solve the indicated problems. Considering the current global trends in the development of information technology, this approach is very relevant and in demand, since the use of information technology in the form of an assignments management system allows for efficient communication between managers and subordinate employees. The article discusses the issues of improving the management activities of an organization through the use of an information and analytical system. The role of information technologies in the processes of educational organizations has been investigated. The existing software products used to work with assignments have been analyzed. The procedure for working with the assignment management system is presented. The statistical data on the use of the information-analytical system in practice are presented.
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Radchenko, T. A. "ORGANIZATION OF HIGHER EDUCATIONAL MANAGEMENT SCHOOLS OF SWITZERLAND." Educational Dimension 23 (December 15, 2008): 131–37. http://dx.doi.org/10.31812/educdim.6848.
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The article deals with the university type of the system of higher education in Switzerland. Peculiarity of management of Swiss higher school is analysed, different components of this structure are defined. The emphasis is put on the principie of close cooperation between the Confederation and the cantons as well as the distribution of powers.
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Ponomarenko, Tatiana. "Structure of educational organization as a management object." Public management 19, no. 4-2019 (September 2019): 211–21. http://dx.doi.org/10.32689/2617-2224-2019-4(19)-211-221.
Full text
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Шкляева and Nadezhda Shklyaeva. "PROJECT DEVELOPMENT OF PROFESSIONAL STANDARD “EDUCATIONAL ORGANIZATION MANAGEMENT”." Management of the Personnel and Intellectual Resources in Russia 2, no. 2 (April 10, 2013): 0. http://dx.doi.org/10.12737/261.
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The bibliographical analysis of research, dedicated to definition of professional standard intension as well as overview of the sources related to this theme is given in this article. The author directs the group of regional professional standard development. The research results on
specifi cation of educational institution director job functions are presented in this article too. The author proposes to discuss the project of regional professional standard “Educational Organization Management”.
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Paranhos, William Roslindo, Inara Antunes Vieira Willerding, and Édis Mafra Lapolli. "SCHOOL AS A HEALTHY ORGANIZATION:." International Journal for Innovation Education and Research 9, no. 9 (September 1, 2021): 178–87. http://dx.doi.org/10.31686/ijier.vol9.iss9.3327.
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With the acceleration of processes, required by the knowledge society, educational institutions have noticed the need to rethink their educational management models, so that the health, well-being and integrity of the people who make up these spaces are perceived and valued. In this scenario, Human Management emerges as a possibility in order to contribute to such restructuring, enhancing educational institutions so they are understood as Healthy Organizations. This article aims to identify, in the literature, the contributions of human management to the development of healthy practices in the context of educational management. In the end, the need that educational institutions have to reconfigure their management processes becomes evident, providing them with a systemic and integral perspective. The study also presents the Conceptual Model for the Development of Healthy Organizations - MoDOS - in order to equip educational managers with a view of such process.
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Solov’ev, V. P., and T. A. Pereskokova. "Management of professional training." Russian Journal of Industrial Economics 12, no. 3 (September 26, 2019): 356–76. http://dx.doi.org/10.17073/2072-1633-2019-3-356-366.
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The planned modernization of the higher education system should be based on the analysis of the initial state of the system at the present time, problems encountered in recent years and suggestions from all stakeholders. The quality of education of graduates (level of competence) depends on the organization and implementation of the educational process (the contribution of the University) and the activity of students (the contribution of students). Considered the expediency of using the results of student’s surveys to adjust the educational process. Shown that the educational program can take into account the propensity of students to a particular type of activity (technologist, organizer, researcher). Determining the causes of students ’ anxiety helps to improve the educational process and relations with students. Argued that the quality of education increases with earlier adaptation of students to the educational environment of the University. It is shown how the degree of formation of volitional qualities of students affects the manifestation of such properties as responsibility, discipline, organization and diligence. The success of professional activities of graduates of educational organizations will be determined by the direction of their life goals. The assessment of life goals of students shows the need for continuous improvement of socio-cultural (educational) environment in universities. Measures for improvement of educational process and improvement of pedagogical qualification of teachers are offered.
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Chernenko, Alexander. "HUMAN RESOURCES AND FUNCTIONS OF THE MANAGEMENT OF THE EDUCATIONAL ORGANIZATION." ECONOMICS, FINANCE AND MANAGEMENT REVIEW, no. 3 (October 1, 2020): 114–21. http://dx.doi.org/10.36690/2674-5208-2020-3-114.
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Modernization and reform of the Ukrainian education system requires a change in approaches to the management of educational institutions, ie the application of the concept of pedagogical management. The main productive force of the educational organization is the scientific and pedagogical staff, which provides quality services for the training of young professionals and creates intellectual products of scientific and technical creativity, and for this it must be effectively managed. In the conditions of market relations there are certain threats in the personnel management system of the educational institution: loss of results of scientific and technical developments, conflicts of personnel, mistakes in the performance of professional duties, corruption, theft. The purpose of the article is to clarify the essence of personnel security of higher education and characterize the management function of the educational organization. The security of the higher educational institution is characterized, which is a set of organizational and managerial measures aimed at creating comfortable and safe conditions for the implementation of educational and scientific activities by participants in the educational process. It is established that the financial and economic security of the educational organization is a system of effective tools of managerial influence on the teaching staff, aimed at the effective use of scientific, material, financial resources to ensure the quality of educational services. It is proved that personnel security of a higher education institution is the creation of a system of measures to counteract the negative threats of the educational environment, using administrative, organizational, socio-psychological management methods to protect the labor interests of research and teaching staff and promote creative activity. The article identifies and characterizes the practical application of the functions of pedagogical management of higher education: management decisions, planning, organization, motivation, control, coordination and regulation.
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Mathur, Garima, and Abhijeet Singh Chauhan. "Teacher Evaluation of Institutional Performance." International Journal of Knowledge Management 17, no. 4 (October 2021): 93–108. http://dx.doi.org/10.4018/ijkm.2021100105.
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The education industry is also facing challenges related to achieving high organizational performance. In the view of enhancing organizational performance, most organizations are adopting knowledge management processes to improve efficiency. One of the essential aspects of knowledge management is shared thinking and understanding of individuals and should be imbibed in the culture of the organization to improve the performance of any organization. This research will be useful to teachers and academic institutions and considers teachers' perspectives on knowledge management and how this will enhance the performance of educational institutions. In this research, organizational performance was evaluated based on three dimensions: financial performance, customer (student) perspective, and operational excellence. The results indicate that knowledge management and cultural knowledge management infrastructure and age of teachers determine organizational performance significantly.
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Klochko, Alla. "Features of implementation of the training program «Psychology of Development of Educational Organization Managers’ Innovative Management Styles»." Організаційна психологія Економічна психологія 1, no. 22 (March 31, 2021): 79–88. http://dx.doi.org/10.31108/2.2021.1.22.9.
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Introduction. Effective management of educational organizations in modern conditions largely depends on managers' innovative management styles. This implies the development and use of special training programs that would contribute to education managers' psychological training in using innovative management styles. The aim of the study: to analyze the features of the use of interactive techniques in education managers' psychological training (as part of the training program «Psychology of Development of Educational Organization Managers’ Innovative Management Styles»). Research methods. Interactive techniques for the organization of education managers' psychological training. Results. The article analyzes the content and use of interactive techniques that relate to the main components and stages of the training program «Psychology of Development of Educational Organization Managers’ Innovative Management Styles» Conclusions. The use of certain interactive techniques makes it possible to create favorable conditions for training educational organization managers to develop and use innovative management styles.
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BOLOVATSKA, Yu. "MANAGEMENT OF THE EDUCATIONAL SYSTEM IN THE CONTEXT OF PROFESSIONAL PREPARATION TEACHER OF NATURAL DISCIPLINES." ТHE SOURCES OF PEDAGOGICAL SKILLS, no. 22 (November 7, 2018): 26–30. http://dx.doi.org/10.33989/2075-146x.2018.22.184372.
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In the article conducted the theoretical analysis problem of management of the system of educational work, has been analyzed the specificity of educational activity in the context of the implementation of the professional training teacher of natural disciplines. Special attention was given to the system of educational work in Poltava National Pedagogical University named after V.G. Korolenko.Reviewed the organization of educational work as regulating the management of educational activities in this educational institution and is the main normative document. Defined the priority competences of the Council of organization educational activities, which consist of planning, organization and management of educational activities at the Poltava National Pedagogical University named after V.G. Korolenko, drafting of normative documents in the direction of cultural and leisure activities, preparation and conduct of events, provision of organizational -methodical assistance to curators of academic groups and student’s self-government.
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Kohan, Natalya Vladimirovna, and Alexander Vladimirovich Starshinin. "Logistic approach in the management of an educational organization." Journal of Pedagogical Innovations, no. 1 (March 31, 2022): 13–21. http://dx.doi.org/10.15293/1812-9463.2201.02.
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The article considers the possibility of using a logistic approach in the management of an educational organization. To ensure optimal management conditions, the importance of taking into account the flows, which are formed in the course of the activities of an educational organization, is shown: material, information, personnel, educational, financial. The purpose of the publication is to substantiate the necessity and possibility of using a logistics approach in the operational and strategic management of an educational organization. The main idea is to reveal the relationship between logistics and innovation in the educational management system through the characterization of principles, functional areas and types of flows in an educational organization. The use of a logistic approach can improve the efficiency of managing an educational organization. Topical issues of using the logistics approach in the management of an educational organization presented in the context of definitions of key concepts and functional areas. The components and sequence of using educational logistics in management, the semantic variety of definitions of the concept of «educational logistics» are analyzed. A comparative analysis of methodological ideas regarding the application of the logistic approach in the management of an educational organization are presented. A description of the logistics system and flows associated with resources in an educational organization is given. The specifics and advantages of using the logistics approach in the management of an educational organization revealed.