Structure and functions of the rector's office and academic council. List of powers of the rector, educational council and working commissions. Divisions of administrative and economic management. Responsibilities of the logistics department. Elections of the rector and vice-rector.

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Introduction

TUSUR is the youngest of the Tomsk universities, but has never been in the shadow. Created at the time of the breakthrough into space, the rapid development of electronic computing technology, new means of communication and radio electronics, the university from the first years of its existence was at the forefront of scientific and technological progress. TIRIET, TIASUR, TASUR, TUSUR: no matter what it is called, it is the brand of a leader. Leader in training qualified personnel for high-tech sectors of the economy, implementation of innovative educational and research programs, applied developments new technology, equipment and control systems.

To be first is the Tusur style. TUSUR is:

· the first student business incubator in Russia,

· the largest distance education center beyond the Urals,

· primacy in program implementation innovative development aimed at creating a continuous system for generating new ideas, technologies and business projects.

It is no coincidence that 80 percent of the high-tech products of the Tomsk region are produced by enterprises included in the TUSUR innovation belt and headed by university graduates. The university made a significant contribution to the creation and strengthening of the reputation of the Tomsk region as a leading region in the development of the innovative economy of Russia.

The university has 12 faculties, 40 departments, 9 research institutes, many educational and research centers, departments and laboratories. 12.5 thousand students study at TUSUR, including 4.5 thousand full-time students. The teaching staff includes 69 full-time professors, doctors of science, 234 associate professors, candidates of science, 181 teachers. 22 doctors of sciences from other Tomsk universities and institutes are also involved in teaching work Russian Academy Sci.

Thanks to its merits and accumulated potential, TUSUR was among the winners of the competition for innovative university projects in 2006-2007, and is currently implementing a strategic development program, positioning itself as an entrepreneurial research university, a leader in the modernization of the economy in the region in the stated priority areas within the framework of the creation project in the Tomsk region Center for Education, Research and Development.

The purpose of this work is to study the management system of a university. Achieving the goal will be facilitated by consistently solving the following series of tasks:

Study the organizational structure of the university;

Consider the governing bodies of the university;

Explore the principles of formation of organs, competencies, personalities;

Rector. Election of the rector, main responsibilities. Vice-rector, president;

Personal development strategy for the next 5 years;

Competencies mastered during the study of 1st year disciplines.

1. Organizational structure university

1 .1 Structure and functions of the rector’s office and academic council

The university is directly managed by the rector. The rector heads the administration, which is a collegial governing body. The administration solves the infrastructure problems of the university. The rector's office includes vice-rectors of the university, appointed by the rector according to areas of activity, directors of institutes within the university, deans of university faculties, heads of the main university departments, and the chairman of the trade union committee. The rector and vice-rectors make up the Presidium of the rectorate. The rector of TUSUR is Dr. technical sciences, professor, Shurygin Yuri Alekseevich. President - Doctor of Technical Sciences, Professor, Anatoly Vasilievich Kobzev.

The general management of the Tomsk State University of Control Systems and Radioelectronics is carried out by an elected representative body - the Academic Council of TUSUR, elected for 5 years by a conference of teachers, researchers, representatives of other categories of workers and students of the entire university. The activities of the Academic Council are aimed at solving the main issues of life support and development of the university as a whole.

The Academic Council has various working commissions, namely:

Commission on educational and methodological work (chairman - Bokov L.A.);

Commission for Socio-Economic Development (Chairman - Shurygin Yu.A.);

Commission for Scientific and Industrial Work (chaired by A.A. Shelupanov);

Commission on Informatization and Telecommunications (chairman - Ekhlakov Yu.P.);

Budget Commission (chaired by M.A. Domnina);

Commission on International Cooperation (chairman - Kobzev A.V.);

Personnel Commission (chairman - Troyan P.E.);

Commission on Scientific Ethics (chaired by I.N. Pustynsky).

1 .2 Administrative and economic management

The main goal of the administrative and economic management (AHU) is to implement administrative and economic support for the activities of the university. ACU is an independent structural unit of the university. The head of the Administration is the Vice-Rector for Administrative and Economic Work (AHR).

In its activities, AAU is guided by current legislation of the Russian Federation, regulations and methodological materials on economic maintenance, norms and rules for the maintenance, operation and repair of buildings, technical equipment, regulatory documents to comply with the sanitary and anti-epidemic regime, fire safety and safety precautions, organizational and administrative documents of the university.

Management in the administrative and economic management is carried out by: Candidate of Technical Sciences, Associate Professor, Vice-Rector for AAU - Oleg Efimovich Troyan; Chief Engineer, Assistant Vice-Rector for Administration and Management - Oleg Aleksandrovich Teushchakov; campus director - Dmitry Sergeevich Urzhumtsev; building assistants.

Divisions of administrative and economic management:

Chief Engineer Service

Chief engineer - Teushchakov Oleg Aleksandrovich. The chief engineer's service consists of four departments:

· Department of the Chief Power Engineer (OGE),

· Operational and technical department (ETO),

· Department of the chief mechanic (OGM),

· Accounting and control group.

Main responsibilities of the service:

· ensuring reliable, economical and safe operation of electrical installations, heat supply systems, water supply and sewerage, ventilation equipment,

· carrying out current and major repairs of installed technological equipment and utilities,

· development of measures for the reconstruction and modernization of engineering systems of the university,

· creating conditions for safe and comfortable work of students, staff and teachers of the university,

· development and implementation of measures to save energy consumed resources,

· interaction with all organizations providing utility and economic services to the university, concluding agreements with these organizations,

· keeping records of consumed resources and ensuring control over invoices issued for their payment,

· monitoring compliance with rules and regulations on labor protection, safety precautions, industrial sanitation and fire safety, requirements of environmental, sanitary authorities, as well as bodies exercising technical supervision,

· organization of training, annual certification and advanced training of workers and engineers,

· preparation of orders and instructions regulating the activities of departments and services of the university to maintain comfortable conditions in educational buildings and dormitories,

· preparation of quarterly and annual reports on utility and business expenses for the Federal Agency for Education,

· performing calculations to pay expenses for negative attitude towards the environment, concluding agreements for the disposal of hazardous waste,

· obtaining licenses for the right to use subsoil for the purpose of extracting groundwater, storing hazardous waste, developing a project for the generation of waste from university facilities,

· management of work on certification of workplaces for working conditions at the university.

Security Service.

Main functions of the security service:

· organizing and ensuring security and access control in educational buildings, dormitories and other TUSUR facilities,

· organization and implementation of fire-fighting measures and work at TUSUR facilities,

· organization of mobilization work and special registration of persons subject to reservation or conscription Russian army,

· organization and control of the work of the chief of staff of Civil Defense and Emergency Situations of TUSUR in planning civil defense activities, timely readiness of forces and means for carrying out rescue and other urgent work, ensuring sustainable management in emergency situations,

· organizing the maintenance of the TUSUR information collection, processing and display system,

· organizing and ensuring interaction between heads of university departments and law enforcement agencies, civil defense and emergency situations in case of emergencies,

· carrying out, at the request of interested departments, an analysis of the economic status and business reputation of legal entities participating in quotations and tenders for contract work and procurement,

· participation, within the limits of its competence, in the selection and placement of personnel, prevention of penetration into the personnel of TUSUR by persons harboring criminal intentions that could cause damage to the interests of TUSUR,

· conducting checks of candidates for management positions, positions associated with financial responsibility, and specialties classified as high-risk according to presentation HR department,

· preparation and presentation to management of information and analytical materials on the state and prospects for the development of the security system,

· organizing interaction with public associations on issues of ensuring the maintenance of law and order in educational buildings, dormitories and during public events,

· carrying out, on behalf of the TUSUR management, official inspections related to violation of public order and regime,

· solving other problems in accordance with the goals of TUSUR activities,

· planning, organization and control of a set of measures to ensure the safety of TUSUR activities,

· monitoring compliance with security requirements in the field of physical and technical protection TUSUR facilities,

· information and analytical work on organizational security issues, constant and systematic analysis of information about probable threats, informing officials about security threats,

· consideration of letters, complaints and applications from individuals and legal entities on issues within the competence of the Security Council,

· training of personnel on safety issues,

· taking additional measures to ensure security during periods of increased threat or emergency situations,

· organization and control of access control at facilities, use technical means inspection and security,

· development and implementation of measures to prevent violations of security measures, suppress theft and other offenses in the organization,

· participation in conducting official investigations,

· implementation of other functions within its competence in accordance with the goals and objectives of TUSUR.

Logistics Department (LMTS).

The responsibilities of the OMTS include:

· Purchasing materials and equipment at the request of university departments.

· Storing material assets in university warehouses and issuing them at the request of departments.

Property Management Department.

The tasks of the property management department include:

· obtaining expert assessments in Ministry of Education and Science of the Russian Federation,

· obtaining approval from the owner of the Federal Property Management Agency for renting out premises,

· assessing the market value of premises,

· holding an auction for the rental of non-residential premises,

· control over the receipt of funds to the TUSUR current account from tenants.

Occupational Safety and Health Department.

The main tasks of the labor protection department:

· organization of work to ensure compliance by TUSUR employees with labor protection requirements;

· control over employees' compliance with laws and other regulatory legal acts on labor protection, collective agreements, agreements on labor protection and other local regulatory legal acts of TUSUR;

· organization of preventive work to prevent industrial injuries, occupational diseases and diseases caused by production factors, as well as work to improve working conditions;

· informing and consulting all TUSUR employees on labor safety issues;

· study and dissemination of best practices in labor protection, promotion of labor protection issues.

Capital Construction Department (OCD).

Main responsibilities of the OKS:

· carrying out current and major repairs of university facilities, the rector's office of the educational council authority

· checking estimates of contractors,

· monitoring compliance with rules and building codes during repair work,

· drawing up defect reports and determining the cost of construction work,

· interaction with construction and design organizations.

1 .3 University governing bodies

The university has autonomy and is responsible for its activities to each student, society and the state. The autonomy of a university is understood as its independence in the selection and placement of personnel, the implementation of educational, scientific, financial, economic and other activities in accordance with the law. Russian Federation and this Charter.

The management of the university is carried out in accordance with the legislation of the Russian Federation, the Model Regulations on an Educational Institution of Higher Education vocational education(higher educational institution) and this Charter on the principles of a combination of unity of command and collegiality. The competence of the Founder is established by this Charter, as well as federal laws and regulatory legal acts of the President of the Russian Federation or the Government of the Russian Federation.

To resolve the most important issues of the life of the university, the Academic Council of the university convenes a conference of scientific and pedagogical workers, representatives of other categories of workers and students (hereinafter referred to as the conference). The procedure for electing delegates to the conference, which provides for the participation of all categories of workers, students and members of public organizations, the agenda, and the date of the conference are determined by the Academic Council of the university. At the same time, members of the Academic Council of the university should make up no more than 50 percent of the total number of delegates. The conference is considered valid if at least two-thirds of its delegates took part in its work. The conference decision is considered adopted if more than 50 percent of the delegates present at the conference vote for it. The competence of the conference includes:

1) adoption of the Charter of the university and changes made to it;

2) election of the Academic Council of the university;

3) election of the Rector of the university;

4) discussion of the project and decision-making on the conclusion collective agreement;

5) other issues referred to within its competence by the legislation of the Russian Federation and this Charter.

The general management of the university is carried out by an elected representative body - the Academic Council of the university. The Academic Council of the university includes the Rector, who is its chairman, vice-rectors, the President and, by decision of the Academic Council, deans of faculties. Other members of the University Academic Council are elected at the conference by secret ballot. The number of members of the Academic Council of the university is determined at the conference. Maximum amount The number of members of the Academic Council cannot exceed 60 people.

The standards for representation in the Academic Council of the university from its structural divisions and students are determined by the Academic Council of the university. Representatives of structural units and students are considered elected to the Academic Council of the university or recalled from it if more than 50 percent of the delegates present at the conference (with at least two-thirds of the list of delegates) voted for them. The composition of the Academic Council of the university is announced by order of the rector.

In case of dismissal (expulsion) from the university of a member of the Academic Council, he is automatically removed from its composition. The term of office of the Academic Council is no more than 5 (five) years. Early elections of members of the Academic Council are held at the request of at least half of its members.

The faculties that are part of the university are headed by deans (heads) elected by the academic council by secret ballot for a period of up to five years from among the most qualified and authoritative specialists who, as a rule, have an academic degree or title, and are confirmed in office by order of the Rector of the university.

The procedure for electing the dean of the faculty is determined by the local act of the university, approved by the Rector.

The department is headed by a head elected by the academic council by secret ballot for a period of up to five years from among the most qualified and authoritative specialists in the relevant profile, who, as a rule, have an academic degree or title, and confirmed in office by order of the Rector of the university.

The procedure for electing the head of the department is determined by the local act of the university, approved by the Rector. The head of the department is personally responsible for the level and results of scientific and educational and methodological work departments.

Direct management of the activities of the branch is carried out by the director, appointed to the position by order of the Rector from among persons who, as a rule, have experience in educational, methodological and (or) scientific and organizational work at a higher education institution. The director of the branch acts on the basis of a power of attorney issued by the Rector of the university. The director of the branch bears personal responsibility for the results of the work of the branch he heads.

In the structural divisions of the university, by decision of the Academic Council, elected representative bodies - academic councils (councils) can be created.

The procedure for creation and activity, composition and powers of the academic council (council) of a structural unit are determined by the Academic Council of the university.

1 . 4 Rector. Election of the rector,main responsibilities. Vice-rector, president

A conference of scientific and pedagogical workers, representatives of other categories of employees and students of TUSUR for the election of a rector (hereinafter referred to as the conference) is held no earlier than 4 months in advance and no later than the end of the term of office of the current rector. The date of the election of the rector is subject to agreement with Rosobrazovanie in the prescribed manner.

Qualification and other requirements for candidates for the position of university rector:

1. The rector of TUSUR is elected at the conference by secret ballot for a period of up to 5 years on a competitive basis based on the results of discussion of the programs of candidates for the position of rector from among highly qualified scientific and pedagogical workers or specialists.

2. A candidate for the position of rector must meet the following requirements:

Be a citizen of the Russian Federation;

Have an academic degree and (or) academic title;

Be under 65 years of age.

3. A candidate for the position of rector must have knowledge, skills and abilities in planning and implementing the educational and research process, and have high moral and ethical qualities.

Preparation for the election of the university rector:

1. The specific date for the election of the rector is approved by the Academic Council of the university in agreement with the Russian Educational Institution in the prescribed manner.

2. The preparation and conduct of elections of the rector, as well as control over compliance with these Regulations, is carried out by the commission for the election of the rector (hereinafter referred to as the commission).

3. The commission is formed of at least five people from scientific and pedagogical workers and employees representing research institutes, faculties and other structural divisions of the university. The current rector cannot be a member of the commission.

4. The composition of the commission and its chairman are approved by the Academic Council of the university. Members of the commission nominated as candidates for the position of rector are excluded from the commission. In this case, new members will not be included in the commission.

5. The commission independently elects a deputy chairman, secretary and distributes responsibilities among its members. Meetings of the commission are held as necessary and are considered valid if at least 2/3 of its members are present at the meeting. The date of the meeting is determined by the chairman of the commission. Decisions of the commission are made by a majority vote of those present. All decisions of the commission are documented in minutes and signed by the chairman and secretary of the commission.

6. A special room is allocated for the work of the commission. Information about the location of the commission and its work schedule is brought to the attention of university employees.

The procedure for nominating candidates for the position of rector of the university:

1. Nomination of candidates for the position of rector begins after the Academic Council of the university approves the date of the conference and is carried out within 20 calendar days.

2. The right to nominate candidate(s) for the position of rector belongs to:

a) The Academic Council of the University;

b) academic councils of structural divisions of the university;

c) teams of departments and other structural divisions of the university;

d) public organizations;

e) associations of university employees;

f) self-nomination of candidates is allowed.

3. The decision to nominate or support a candidate for the position of rector is made by open voting by a simple majority of votes present at the meeting (meeting) in the presence of at least 2/3 of the members of academic councils or teams. The number of candidates for the position of rector is not limited.

Academic councils of the university and faculties, staff meetings, along with nominations, can decide to support already nominated candidates.

4. A candidate for the position of rector has the right to withdraw his candidacy before the start of secret voting at the conference upon a written application to the commission. However, re-nomination of a candidate during the current election campaign is not allowed.

5. The minutes of meetings of academic councils and meetings must be submitted to the commission labor collectives structural divisions of the university for nominating candidates.

The minutes must contain the following information: the total number of members of the academic council or members of the staff team, the number of participants in the meeting (meeting), the number of participants in voting and the number of votes cast for the candidacy, against and abstaining.

6. Each candidate, including those participating in elections by self-nomination, submits the following documents to the commission:

a) a written statement of your intention (consent) to take part in the election of the rector as a candidate for this position, indicating the date and place of birth, passport details, place of residence, contact numbers;

b) protocol(s) of the meeting(s) of academic councils on nominating candidates for election to the position of rector, as well as on supporting candidates;

c) autobiography;

d) a list of scientific works in chronological order, certified by the scientific secretary of the university;

e) the candidate’s election program on paper and electronic media;

f) the main provisions of the candidate’s program on paper (no more than 2 pages of typewritten text) and electronic media;

g) a form containing the following information:

· on the awarding of academic degrees (indicating the topics of dissertations and the dates of awarding academic degrees);

· about assignment academic titles(indicating the dates of their assignment);

· about completion of advanced training, professional retraining or internship over the past 5 years that contribute to preparation for solving the problems facing the rector of a higher educational institution;

· about awards, honorary titles; bringing to disciplinary, material, civil, administrative and criminal liability;

· knowledge of foreign languages;

· on participation in elected and advisory bodies of state power.

Applicants who are not TUSUR employees must additionally submit certified copies of documents on higher education, academic degree, academic title, certified copy work book. Candidates may also submit other documents at their discretion.

The status of the president, his rights and duties.

1) The activities of the president are aimed at increasing the efficiency of university management, promoting the development of the university, and expanding representative functions.

3) The president of the university, in agreement with the rector, exercises the following powers:

- participation in the development of the university development concept;

- represents the higher education institution in relations with state bodies, local governments, public and other organizations;

- participation in resolving issues of improving the educational, scientific, educational, organizational and managerial activities of the university.

4) The President has the right:

- participate in the work of the general meeting (conference) of the university, the academic council of the university with the right of casting vote, submit proposals for improving the organization of the educational process for consideration of the general meeting (conference) of the university, the academic council of the university, the rector, scientific research and give recommendations on these and other issues;

- participate in the consideration of issues of educational, scientific, production, personnel and educational activities on the councils of faculties and branches of the university;

- free use of classrooms, reading rooms, libraries, information collections, computer center services, and university laboratories;

- represent the university at international forums, in state and public organizations of Russia on previously agreed upon issues related to development higher education and science;

- carry out other functions and powers in accordance with the charter of the university, decisions of the general meeting (conference), the academic council and the rector of the university.

5) Proposals developed under the leadership of the president are submitted for approval by the rector, academic council, general meeting (conference) in the prescribed manner.

6) The President is obliged in his activities to be guided by the current legislation of the Russian Federation, other regulatory legal acts, the charter, and local acts of the university.

2. Personal development strategy for the next 5 years

In order to succeed in a hyper-competitive environment, each individual needs to develop his own personal development strategy. Having realized it, you can accept correct solution, for example, if I don't like what I'm doing, I need to stop doing it now. Postponing the transition from a hateful task to your favorite pastimes until later is like putting off your life until your advanced retirement years.

First you need to understand where I am now, then decide where I want to go, and then you need to not only determine the goal, but also try to formulate and actually draw the path along which you will get there, i.e. set career goals and identify how will I achieve them? It should be taken into account that there are known limitations to career planning, since many future factors are virtually unpredictable. However, I can conduct my own SWOT analysis, identifying my current level of skills and competencies, i.e., the tools that will either lead me to my goal or prevent me from achieving it. Opportunities are determined by assessing the environment, i.e. what is available now and what can be expected in the long term, by studying existing trends. Threats -- obstacles are also identified in the environment, and recognizing them will allow me to minimize risks.

Table 2.1-SWOT analysis

Strengths: Persistence in achieving goals; Self-control, gentle and loyal character; Strength of will; Responsibility; Sense of humor; Sincerity, honesty; Accuracy.	Weak sides: Inattention; Manifestation of laziness; Daydreaming; Feeling of doubt; At times, there is a decline in interest in any activity (except for hobbies).
Possibilities: Create a family “nest”; Find new friends.	Illness, injury; Expulsion from the university; Choosing another specialty; Lack of workplace or high level of employees per workplace; Change in marital status (financial capabilities);

SWOT analysis -- method strategic planning, which consists in identifying factors of the internal and external environment of the organization and dividing them into four categories: Strengths (strengths), Weaknesses (weaknesses), Opportunities (opportunities) and Threats (threats).

The purpose of SWOT analysis is to provide a structured description of the situation regarding which a decision needs to be made. The conclusions drawn from it are descriptive in nature without recommendations or prioritization.

Let's consider the interaction of the parties with each other.

First, let's look at the influence of strengths on the above capabilities. The first paragraph of the “Opportunities” column indicates obtaining a decent education, namely successfully graduating from a university. Therefore, without perseverance and persistent achievement of the goal, this is impossible. It is also necessary to have willpower, responsibility, self-control and accuracy. The second paragraph mentions financial independence from parents. To have equity you just need to be responsible and be able to persevere. And for work well and efficiently done they receive a high salary, therefore, accuracy also takes place at this point. The third paragraph talks about having a promising job or starting your own business. All the qualities of a leader are important here. After all, in work, even the most ordinary one, initiative, responsibility, the ability to solve problems of increased complexity, etc. are welcomed. It follows from this that you need to develop additional qualities in yourself for more productive work. As a result, existing strengths have a good influence on the development of prospects, but you shouldn’t stop at this stage either. As they say, study, study and study again. Only a coin has two sides: good and bad. Let us also study the second side for universal armament.

It is known that weaknesses contribute to the development of threats, the so-called “spoils in the wheels.” Therefore, you need to be especially careful about this point of analysis. Let's look at the impact of weaknesses on threats. The first thing you should look at is the points: inattention or daydreaming. They can lead to not very good consequences. Qualities such as laziness and doubt can affect performance and activity. In this regard, your career is at risk, namely, there is a low probability of finding a promising job. This also includes expulsion from the university. Such a quality as a rapid decline in interest in any business leads to low efficiency and low quality of work performed. Let's take the same study at the university - interest disappears, as a result, either a change of profession or a change of university. And in order for weaknesses not to have a negative impact on opportunities, you need to pay as little attention as possible to what hinders development. As mentioned earlier, you need to pay special attention to weaknesses so that they do not suppress the opportunities and prospects that you would like to achieve in the near future.

After conducting a thorough analysis, I formulated my development strategy based on it.

Setting myself the goal of achieving the desired heights, namely: successfully graduating from university, receiving a decent education, becoming financially independent from my parents, finding a job worthy of me, finding a loving family, I rely on my strengths, developing in myself additional qualities each time for more. success. Every day I try to reduce the influence of my weaknesses, turning them into my strengths.

Strategy achievability criteria.

In order to determine the criteria for the achievability of a strategy, it is necessary to formulate a specific goal (or goals).

Today I have set 4 main goals (tasks):

Graduate from university with a decent education;

Be financially independent from your parents;

Have a promising job or create your own business;

Create a family “nest”.

Only in order to get the desired result it is necessary to draw up a strategy (how the goal will be achieved, criteria for the achievability of the strategy)

So, in order to successfully graduate from the university, you need to study well: attend all lectures and practices, complete all assignments completely and efficiently, and pass all exam papers with excellence. And ultimately, you will receive a university diploma. The next step is to be financially independent from your parents; to become independent you need to get a promising job. For a promising job, you need to have a decent education (the achievement of which was described earlier). Also in your arsenal you should have such qualities as: perseverance, accuracy, perseverance, willpower, responsibility, ability to navigate difficult situations, solve quickly assigned tasks and much more. Having developed these qualities, you will have a greater chance of getting a well-paid job.

Let's analyze each goal, setting our own measurability indicators.

And so, the first on the list of goals is to graduate from university and receive a decent education. Therefore, the measure for this direction will be obtaining a diploma of higher education with honors. Next comes financial well-being. This item will be measured in monetary units, their presence or absence. Then they talk about having a promising job or starting their own business. Here the meter will be the availability of work that will suit wages(over 30 thousand rubles), work schedule (5 through 2), social package(payment for sick leave, payment for maternity leave, payment for medical examination, etc.), vacation pay and status of the position held (enterprise management manager). The fourth point is about starting a family. This means that the criterion for achievement is a wedding and, after an indefinite period, the birth of children (about two children).

Of course, you need to take into account that plans change, but I would like to implement my plans and plans, to combine “I want”, “I can”, “I must”.

If what I did, I wouldn't call it work. High pleasure, pleasure, enormous, incomparable joy of having a highly paid hobby.

3. Competencies mastered during the study of 1st year disciplines

The competencies of the disciplines I studied during the 1st course are shown in Table 1.

Table 1 - Mastered competencies

		Discipline
	knowledge of the basic values ​​of world culture and the willingness to rely on them in one’s personal and general cultural development	Russian language and culture of speech
	knowledge and understanding of the laws of development of nature, society and thinking and the ability to operate this knowledge in professional activities	Philosophy
	ability to take an active civic position
	the ability to analyze and evaluate historical events and processes
	possession of a culture of thinking, the ability to perceive, generalize and analyze information, set a goal and choose ways to achieve it
	ability to logically correctly, reasonedly and clearly construct oral and written speech	Philosophy
	ability to find organizational and managerial solutions and willingness to bear responsibility for them	Jurisprudence Educational practice
	the ability to use regulatory legal documents in their activities	Jurisprudence
	desire for personal and professional self-development	Philosophy
	ability to analyze socially significant problems and processes	Educational practice
	speak one of the foreign languages ​​at a level that ensures effective professional activity	Foreign language
	master methods of quantitative analysis and modeling, theoretical and experimental research	Mathematics
	understanding the role and meaning of information and information technologies in the development of modern society and economic knowledge	Computer science
	master the basic methods, methods and means of obtaining, storing, processing information, skills in working with a computer as a means of information management	Computer science
	ability to work with information in global computer networks and corporate information systems	Computer science
	ability to carry out business communication: public performance, negotiations, meetings, business correspondence, electronic communications	Educational practice
	the ability to take into account the consequences of management decisions and actions from a position of social responsibility
	master the basic methods of protecting production personnel and the population from the possible consequences of accidents, catastrophes, and natural disasters	Life safety
	ability to adhere to ethical values ​​and healthy image life	Physical Culture
	the ability to assess the conditions and consequences of organizational and management decisions made	Educational practice
	ability to plan operational (production) activities of organizations	Programming and software for project activities
	ability to think economically	Microeconomics Macroeconomics
	the ability to analyze the behavior of consumers of economic goods and the formation of demand	Microeconomics Macroeconomics
	knowledge of the economic principles of organizational behavior, an understanding of various market structures and the ability to analyze the competitive environment of the industry	Microeconomics Macroeconomics
	the ability to apply quantitative and qualitative methods of analysis when making management decisions and build economic, financial and organizational and managerial models
	the ability to select mathematical models of organizational systems, analyze their adequacy, and adapt models to specific tasks management	Additional chapters of mathematics-1 Additional chapters of mathematics-2
	own software tools for analysis and quantitative modeling of control systems	Programming and software for project activities
	own methods and software for processing business information, the ability to interact with information technology services and effectively use corporate information systems	Programming and software for project activities

Conclusion

Personal development strategy is a complex, multidisciplinary and ambiguous process. There are many different strategies. At any stage of your career, the necessary qualities are persistence and belief in what you are doing. Don't believe those who bury you. Let everyone around you think that you can’t do anything. Only you know - everything is just beginning. In the lives of many people, the most varied failures have turned out to be the forerunners of the greatest achievements. Any event in our life can strengthen or weaken us. But how it will ultimately affect us is always our choice.

Any failure can make a person wiser and stronger. As you know, Edison made over a thousand unsuccessful experiments until the electric light bulb was finally born. But each of his thousand experiments gave him new knowledge about electricity. Soon the solution became so obvious that he simply could not help but find it. A vision for the future based on a determination not to give up is what made Edison great. Unyielding determination is impossible without optimism, without faith in ultimate success.

The main thing is to believe: the impossible is possible - and begin to formulate a clear strategic plan, supporting it with clear tactical developments. Then a period of cleverly stubborn work and - the result... Is it again not what you wanted? Think carefully about why and then start again. Maybe a little differently. After all, you have become wiser, and a new attempt has a greater chance of success. How many times do you have to start over? And as much as is needed to achieve the result that suits you. Obstacles, failures and problems can humble, harden or embitter us. He who accepts failure becomes a loser. The “hardened” one becomes even more prepared and purposeful after each failure. Who to be is a choice everyone makes for themselves.

List of sources used

1. tusur.ru // Official information portal of the university - TUSUR // Date of access (06.28.2013).

2. TUSUR Charter.

3. Regulatory documents.

4. SWOT analysis ( http://ru.wikipedia.org/wiki/SWOT analysis)// Date of access (07/1/2013).

5. SMART criteria for setting goals ( http://stazz.ru/2007/09/04/smart-kriterii-postanovki-tseley/) // Date of access: 07/05/2013.

Application

Figure 1 - Structure of the administration.

Posted on Allbest.ru

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The university has faculties and departments specializing in the training of specialists, bachelors and masters.

The faculty is a structural unit that unites a group of departments related in the area of ​​activity or the composition of the disciplines served. The faculty may include departments, laboratories, and centers.

The faculty has its own name, symbols, forms of official documentation, and a seal.

The faculty has property, premises, and equipment assigned to it by the university leadership. The activities of the faculty are organized and carried out in accordance with the plans of the main activities of the university, the plans of the faculty, approved by the dean; plans educational work students. The structure and staff of the faculty are approved by order of the rector of the university.

The faculty is headed and its activities are organized by the dean. Deputy deans are responsible for organizing certain aspects of the faculty's activities and assist the dean in fulfilling his functions.

The main task of the faculty is to provide, together with other structural divisions of the university, the training of certified specialists, bachelors and masters.

Planning and organization educational process at the Faculty

is carried out in accordance with the federal state educational standard in the specialty (direction), curricula and other regulatory documents regulating the educational process in educational institutions Russia.

The governing body of the faculty is the Faculty Academic Council, chaired by the dean. Members of the Faculty Academic Council are elected by secret ballot at a meeting of the Faculty staff.

The positions of dean of the faculty and head of the department are elective.

The procedure for electing the Academic Council of the faculty is similar to the procedure for electing the Academic Council of the university. The term of office is up to 5 years. Its early elections can be held at the request of more than half of its members.

The composition of the Faculty Academic Council, upon the recommendation of the dean, is approved by order of the rector of the university.

The management of the faculty is carried out by the dean, elected by the Academic Council of the university.

The dean is elected for a period of 5 years by secret ballot by the Academic Council of the university from among the most qualified and authoritative specialists in the relevant profile with higher education, an academic degree or title, and experience in organizational, administrative, educational and teaching activities.

The elected dean is confirmed in office by order of the rector of the university.

The dean is personally responsible for the state of affairs at

faculty and performs the following:

1) directly manages the educational, educational, scientific work, student practice and monitors them;

2) manages the organization of the transfer of students from course to course, admits students to take the next session, as well as to pass state exams or defend final qualifying works;

3) assigns scholarships to students in accordance with the existing Regulations;

4) manages the preparation of the schedule of training sessions, curricula, programs and monitors their implementation;

5) manages the training of graduate students and work to improve

qualifications of teaching staff;

6) carries out general leadership preparation of textbooks, educational and methodological manuals on the subjects of the departments that are part of the faculty;

7) organizes and conducts interdepartmental, scientific and methodological meetings and conferences;

8) organizes and constantly maintains contact with students who have graduated from the faculty;

9) develops activities aimed at improving the training of specialists produced by the faculty.

The dean of the faculty may be a member of the state examination commission.

Department – is a structural unit within a faculty, center or institute. It carries out educational, methodological and research activities. The department, together with other departments of the university, trains students, graduate students and doctoral students, participates in retraining and advanced training of employees of other enterprises and organizations.

The department is created on the basis of the proposal of the dean of the faculty, the decision of the Academic Council of the university and the order of the rector.

The department is headed by the head, elected by the Academic Council of the university through a competition from members of the teaching staff, usually holding the title of professor or associate professor, for a period of 5 years. Elections of the head are carried out taking into account the opinion of the department by secret ballot at a meeting of the Academic Council of the university.

The departments include teaching staff, graduate students, senior and junior researchers, educational support and administrative personnel established by the staffing table.

A department may have a graduating status (responsible for training a specific group of students in a specific specialty) and a non-graduating department (responsible for teaching a specific discipline).

The main objectives of the department are:

– creating conditions to meet the needs of students to improve the level of professional and cultural knowledge;

– training of highly qualified specialists with deep theoretical and necessary practical knowledge;

– advanced training of department staff;

– improving the quality of methodological support for the educational process;

– development of new teaching technologies;

– meeting the needs of enterprises and organizations in improving the qualifications of their personnel;

– organization and implementation of scientific research and implementation on orders from enterprises and organizations
development work;

– dissemination of scientific, technical and cultural knowledge among the population.

The department is not legal entity, but within the framework of the university it has a separate territory, property, educational and auxiliary, scientific and teaching staff.

Student group

A student of a higher educational institution is a person enrolled in the prescribed manner at a university for study. The student is issued a student ID and a grade book.

The student is obliged to treat all university employees, its administration, teachers, staff, and peers politely. Only in this case does he have the right to count on mutual respect. Main Responsibility student - actively absorb knowledge. While within the walls of the university, the student must comply with the standards of behavior that the university considers necessary for its students.

During the learning process, the student is a partner in joint activities with the university, and, recognizing this partnership, the student undertakes to resolve all problems that arise in the spirit of respect for the interests of the university staff. The university, for its part, strives to form in the student’s mind such moral values ​​as selflessness in the search for truth, honesty and mercy.

Students unite into student groups. The group staff has the right:

– elect a headman, make a decision to relieve him of his duties and contact the dean’s office with a proposal to approve the decision made by the group meeting;

– make proposals and make requests to the university administration on all issues of the group’s life;

– nominate candidates for personalized scholarships;

– petition the scholarship committee to award scholarships to members of the study group;

– submit to the dean’s office proposals for rewarding and punishing students in the group;

– make proposals to the student council of the hostel on the settlement and placement of group members in rooms and buildings.

During the learning process, the student has the right:

– choose optional and elective courses from among those offered, participate in the formation of your education, subject to compliance with the requirements of federal state educational standards, master other academic disciplines taught at the university in the manner prescribed by its charter;

– participate in the discussion and resolution of the most important issues in the activities of a higher educational institution, including through public organizations and university governing bodies;

– appeal orders and instructions of the university administration in the manner established by the legislation of the Russian Federation;

– use the university library for free;

– take part in research activities.

A student has the right to reinstatement in a higher education institution within five years after expulsion from it at his own request or for a valid reason.

The student is obliged to acquire knowledge, complete all types of classes provided for in the curriculum and training programs within the established time frame, comply with the university charter, internal regulations and dormitory rules. For violation of the duties provided for by the charter and internal regulations of the university, disciplinary sanctions may be applied to the student, up to and including expulsion from the university.

Currently, the modern higher education system is undergoing major changes. Transition major Russian universities on autonomous management leads to an urgent need to choose the optimal organizational structure for university management, which would allow it to successfully function, compete and develop in the educational services market. The main idea of ​​​​creating an autonomous institution is to provide the university with significantly greater, compared to budgetary institutions, financial and economic opportunities for independent development, and at the same time increasing responsibility autonomous institutions on obligations, changing the principles of their financing by the state. Since this type of state (municipal) institutions has significant differences from a budgetary institution, changes in the management system are inevitable, as well as encounters with new problems and risks.
The organizational structure is the skeleton of any organization and further development depends on its structure. And knowing the structure, its advantages and disadvantages, you can purposefully influence individual elements of the control system, bringing it into line with changing conditions. Based on this, the requirements for a modern organizational structure were formed:

1. Optimality. The management structure is considered optimal if rational connections are established between the links and levels of management at all levels with the least number of management levels.

2. Efficiency. The essence of this requirement is that during the time from decision making to its execution, irreversible negative changes do not have time to occur in the managed system.

3. Reliability. The structure of the control apparatus must guarantee the reliability of information transmission and prevent distortion of control commands and other transmitted data.

4. Cost-effective. The task is to ensure that the desired control effect is achieved when minimum costs to the administrative apparatus. The criterion for this can be the ratio between resource costs and useful results.

5. Flexibility. The ability to change in accordance with changes in the external environment.

6. Stability of the management structure. The invariability of its basic properties under various external influences, the integrity of the functioning of the control system and its elements.

In connection with the highlighted criteria of the modern organizational structure, it is necessary to trace how much the current requirements meet these requirements.

The most common classes of organizational structures for university management are largely hierarchical and sometimes adaptive.

Hierarchical management structures are characterized by a clear division of labor and the use of qualified specialists in each position; hierarchy of management, in which the lower level is subordinate and controlled by the higher one; the presence of formal rules and norms that ensure uniformity in the performance of managers’ tasks and responsibilities.
I would also like to note that at the moment there is such a problem as the artificial inflation of the bureaucratic apparatus of power, which manifests itself in the slow speed of decision-making. And while the decision is approved by all levels of government, it may lose its relevance, thereby having negative consequences.

The antipode of hierarchical structures are adaptive, they are more flexible types organizational structures that, compared to hierarchical ones, are better suited to rapid change external conditions, but in application to university management they are rare. An adaptive management structure is characterized by decentralization and the participation of specialists in decision making, broadly defined by responsibility in work, flexibility of the power structure, a small number of hierarchy levels, the distribution of work among employees is determined not by their positions, but by the nature of the problems being solved.

Today, a feature of the organizational structure of university management is that the process of updating the university must be constant. Changes in the external environment of the functioning of universities have led to the need for their organizational transformation. External environment, which is in continuous movement, does not allow the university to remain on a bureaucratic method of management. Modernization should lead to an adaptive system for managing the organizational structure of the university.
Bibliography

1. Overview of typical university organizational structures

1.2. Features of modern organizational structures of universities

The influence of the market greatly affects the Russian higher education system. Having received new responsibilities and freedoms, universities are creating new structures. The emerging structures are close to those traditionally used by entrepreneurs. These are the inevitable functions and divisions for management in a competitive environment: strategic management, marketing, project management, boards of trustees. Universities adjust the strategic goals of their activities and, naturally, make the necessary changes to the organizational structure. At the same time, the emergence of new tasks and services often occurs spontaneously. This is why new units sometimes appear ponderous and poorly structured.

The structure of a developing university must be viable, flexible and dynamic. In this regard, it is relevant to develop a scientifically based structure for managing the educational process, a structure that functions effectively in an open information and educational space, providing easy access to the information being studied, stimulating the generation of new knowledge and ensuring the competitiveness of graduates in the labor market.

Let's consider the most common organizational structures, initially focusing on the accepted typology. The economic literature provides classic schemes organizational structures:

1) hierarchical (bureaucratic),

2) linear,

3) line-staff,

4) divisional (divisional),

5) organic (adaptive),

6) team (cross-functional),

7) design,

8) matrix (program-target).

The management structure of a university is largely determined by what the decision-making mechanism is, who makes them and what they are guided by. The evolution of the external environment, changing demands of agents external and internal to the university force it to transform its goals; At the same time, the organizational structure of management adapts.

1. Hierarchical (bureaucratic) types of structures. The traditional university organization inherited from the Soviet period by Russian higher education institutions can be characterized as hierarchical departmentalization. The educational subsystem of the university, which implements the main task of a higher educational institution, can be characterized as disciplinary departmentalization, since the grouping of people and resources is carried out around academic disciplines. Let us note that disciplinary departmentalization leads to deep specialization of activities and gives rise to interfaculty and interdepartmental organizational barriers, which characterizes the university exclusively as a “hierarchical bureaucracy,” which means ignoring the substantive component of its activities and identifying it with industrial organizations or government structures.

The strengths and weaknesses of the organization's functional structure are given in Table. 1.

Table 1

Weaknesses and strengths of hierarchical structure

Strengths	Weak sides
1. Economies of scale within one functional unit. 2. Allows employees to develop professionally and improve their skills. 3. Contributes to the accomplishment of the functional objectives of the organization. 4. Works well when training is carried out in a small number of specialties	1. Slow response to changes in the environment. 2. It can lead to the fact that all problems begin to be sent to the upper levels of the hierarchy, vertical connections are overloaded. 3. Weak horizontal coordination between departments. 4. Makes innovation difficult. 5. Limited vision by employees of the organization's goals

2. Linear organizational structure. The basis of linear structures is the so-called “mine” principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services is formed that permeates the entire organization from top to bottom. The results of the work of each service are assessed by indicators characterizing the fulfillment of their goals and objectives. The management structure of SFU is currently fully consistent with this classical system with all its advantages and disadvantages.

3. Linear staff organizational structure. This type of organizational structure is a development of the linear one and is intended to eliminate its most important drawback associated with the lack of strategic planning links. The line-staff structure includes specialized units (headquarters), which do not have the rights to make decisions and manage any lower units, but only assist the corresponding manager in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one.

4. Divisional (divisional) management structure. The emergence of such structures is due to a sharp increase in the size of organizations, the diversification of their activities (versatility), and the complication of technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide a certain independence to their production divisions, leaving development strategy, research and development, financial and investment policies, etc. to the management of the corporation. In this type of structure an attempt was made to combine centralized coordination and control of activities with decentralized management. This principle is implemented in business management in structures such as a financial holding company quite applicable for organizing the management of universities.

5. Organic types of structures. Organic or adaptive management structures began to develop around the end of the 70s, when, on the one hand, the creation of an international market for goods and services sharply intensified competition among enterprises and life demanded from enterprises high efficiency and quality of work, and a quick response to market changes, and, on the other hand, the inability of hierarchical structures to meet these conditions became obvious. The main property of organic type management structures is their ability to change their form, adapting to changing conditions. For classical universities, with their production cycle of 4-6 years and sufficient inertia of the labor market, the use of such structures is very problematic.

6. Team (cross-functional) structure. The basis of this management structure is the organization of work into working groups (teams), in many ways the exact opposite of the hierarchical type of structure. The main principles of this management organization are:

· autonomous work of working groups (teams);

· independent decision-making by working groups and horizontal coordination of activities;

· replacement of rigid bureaucratic management ties with flexible ties;

· attracting employees from different departments to develop and solve problems.

These principles are destroyed by the rigid distribution of employees among production, engineering, technical, economic and management services inherent in hierarchical structures and completely unacceptable in the existing system of higher education in Russia and in the world.

7. Project management structure. The main principle of constructing a project structure is the concept of a project, which is understood as any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. The activity of an enterprise is considered as a set of ongoing projects, each of which has a fixed beginning and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure disintegrates, its components, including employees, move to a new project or are fired (if they worked on a contract basis).

8. Matrix (program-target) management structure. This structure is a network structure built on the principle of double subordination of performers: on the one hand, to the immediate head of the functional service, which provides personnel and technical assistance to the project manager, on the other, to the manager of the project or target program, who is vested with the necessary powers to carry out the management process . With such an organization, the project manager interacts with two groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the immediate heads of divisions, departments, and services remains. For activities that have a clearly defined beginning and end, projects are formed; for ongoing activities, targeted programs are formed. In an organization, both projects and targeted programs can coexist.

It is quite obvious that such an approach can be, and is being successfully implemented in the practice of Russian and foreign universities, and applied to the management of research work at universities. The only problem is the effective integration of this method in the divisional structure of university management, as the most appropriate in conditions similar to the functioning of SFU.

Taking into account foreign experience, it should be noted that most public colleges and universities in the United States are governed not by one board, but by part of a matrix system: a group of public universities, in which each has its own mission, academic and other programs, domestic policy and methodology, as well as the chief operating officer, which are governed by a single board through systemic director. Other universities with their own presidents or nominal heads and academic council, etc. approve their own teaching staff, enroll students, develop (in accordance with system policies) their own programs, standards, curricula, and increase their funds through donations and research contracts, distribute these funds (along with government funds and tuition) among various competing departments and allocate them to various needs.

The matrix structure of a university is optimal when environment is very variable and the goals of the organization reflect dual requirements, when both connections with specific units and functional goals are equally important.

In a matrix structure, horizontal teams exist alongside the traditional vertical hierarchy. Matric University is a step towards a modern university. Departments are becoming insufficient to carry out teaching functions; research centers are appearing that conduct their activities, work on projects and where specialists of various profiles are needed from various departments and faculties. These centers may be located within the same department, or they may be organized as university research centers. In Fig. Figure 2 shows a diagram of a matrix university that is implementing a quality management system.

The matrix structure of an organization is characterized by strong horizontal connections. A shift towards more “flat”, horizontal structures allows one to increase the level of horizontal coordination through the introduction of information systems and direct contact between departments.

Rice. 2. Structure of a matrix university

The strengths and weaknesses of the matrix structure of the organization are given in Table. 2.

table 2

Weaknesses and strengths of the matrix structure of the organization

Strengths

Weak sides

1. Helps achieve the coordination needed to meet dual customer demands. 2. Provides flexible distribution human resources between types of educational and scientific services. 3. Provides the ability to perform complex tasks in a rapidly changing, unstable environment. 4. Allows you to both develop professional qualities and improve the quality of the service provided. 5. Best suited for organizations providing multiple types of services

1. Employees must submit to two branches of government, which can have an oppressive effect on them. 2. Employees require exceptional human communication skills and specialized training. 3. Time-consuming: Requires frequent meetings and negotiations to resolve conflicts. 4. The structure does not work if the organization's managers do not understand the essence of this structure and develop a collegial rather than hierarchical style of relationships. 5. Maintaining a balance of power requires significant effort.

Business‒Engineering‒Group. Typology of organizational structures. http://bigc.ru/consulting/consulting_projects/struct/org_typology.php

Grudzinsky A.O. Social mechanism for managing an innovative university. Abstract of the dissertation for the degree of Doctor of Sociological Sciences. – St. Petersburg, 2005.

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