The organizational structure of management in this work is understood as an integral set of elements of an object and a management body interconnected by information links, united within the framework of achieving certain goals. It reflects the structure of the management system, the content of which is management functions, the vertical and horizontal ratio of management levels, as well as the number and relationship of structural units within each level (II).
Since the elements in all university management systems are largely similar, the organization of interconnections is considered the main criterion for distinguishing structures.
As noted in H.1., one of the principles for constructing complex organizational systems is hierarchy. Multilevel management systems based on the concept of a hierarchical structure operate in organizations of various industries.
It seems to us that the management system of a modern university should contain three main levels: strategic, functional and operational.
At the strategic level, a reaction is developed to global changes in the external environment, the goals of the university are adjusted in accordance with the mission being performed, an activity strategy is selected, systems, structures and management culture are prepared to implement the strategy.
The strategy includes a set of targets for the functional level of management. 11a it takes place the adaptation of the university to changes in the market environment within certain areas and areas of activity, target settings for the relevant functions are formed.
At the operational level, an action plan is formed for each unit and management of the development and implementation is carried out. educational services and programs, products of research and innovation activities.
The hierarchical type of structure has many varieties. The absolute priority in Russia now belongs to the linear-functional structure. In the vast majority of domestic universities, various options for linear-functional control schemes are also implemented (see, for example,).
The pros and cons of linear-functional structures are fairly well known. Such a management organization is distinguished by the high competence of specialists responsible for the performance of specific functions, wide opportunities for centralized control of strategic results. The linear-functional management structure is targeted and well suited to the performance of constantly recurring routine tasks that do not require prompt decision making.
The disadvantages of linear-functional structures include: inadequacy of the response of the control system to the requirements of the external environment; excessive centralization of operational management; formation of irrational information flows; underdevelopment of horizontal links between structural divisions.
The existing linear-functional management structure in universities, which has not undergone significant changes in recent years, as noted above, does not allow the university to adequately and promptly respond to changes in the external environment and adapt to modern economic realities. Therefore, it seems necessary to radically reconstruct the university management system in order to ensure the implementation of market mechanisms of behavior.
Such a restructuring involves the decentralization of management and the provision of relative operational and financial independence.
to separate divisions. This type of management is typical for divisional structures, where the functions of developing a development strategy and strict control over corporate issues remain with the central administration, and part or even all of the “headquarters” functions (planning, accounting, financial management, etc.) are transferred to subdivisions . As a result, the management resources of the upper echelon are freed up for solving strategic problems.
The process of decentralization of university management has a clear internal logic: with the growth of uncertainty and differentiation of the external environment, there is a complication of the basic functions of the management system. In turn, decentralization, like any other evolutionary stage, is an adaptation process, an organization's response to the complication of certain basic functions.
The divisive management structure allows us to quickly take into account the changing needs of consumers, anticipate changes in the external environment and promptly respond to them. In addition, the divinational structure makes it possible to solve the problem of the distribution of material incentives horizontally in a new way, since the middle manager has more reliable information about the degree of employee participation in the implementation of the tasks of his unit.
It seems that in the organizational structure of the university, specialized institutes and branches of the university should act as autonomous subdivisions (divisions). In this case, the central administration of the university delegates to these departments the functions of developing and implementing educational programs, services and scientific education, financial management, and accounting. The most important task of the heads of departments is the search for additional sources of funding / With this management model, in the figurative expression of the authors of the work, "University departments, as it were, buy the services of the central administration." Important-
In this case, the most important task of the university management is to ensure control over the compliance of the development trends of departments with the strategic objectives of the educational institution, as well as to coordinate the interests of individual departments.
The divisional principle, as we interpret it in this work, is in good agreement with the concept of strategic economic zones (SZH) and strategic economic centers (SHC) formulated by I. Ansoff 18].
Here, iodine strategic business area is understood as a separate segment of the environment, to which the company has (or wants to get) access. A strategic business center is an intra-company organizational unit responsible for developing a firm's strategic position in one or more SBAs.
Within the framework of the university, the strategic economic center, in our opinion, can be characterized by the following features:
I
fulfillment of independent market tasks with the help of their own educational services and products within the framework of clearly formulated goals;
the presence of well-defined external competitors with which this strategic unit competes in the market;
relative economic independence in the implementation of key functions; responsibility for the results of their own business activities.
In universities, the management of which is based on the divisional principle, the role of SCC is assigned to separate business units - institutes, educational and research centers.
At the same time, the right to make decisions at the level of these business units is delegated to their leaders. Each division functions as an independent profit center, with the head endowed with full responsibility for profits and losses, has complete freedom to dispose of the resources allocated to him and the authority to plan and direct the work of the division in such a way as to optimize performance.
The strategic areas of management of the university and, accordingly, divisional structures are built according to two criteria:
geographically - separate structures of the university (branches);
specialized educational institutions by type of educational services and products.
It should be noted that the heads of business units also carry out strategic planning within their business zone; .they manage resources, finances and powers to implement strategic plans, up to the development of new types of educational products and services, the creation of original educational technologies, search for new markets.
However, it is obvious that if the implementation of the strategy depends on the departments of the university, then the development process should be based on their participation and interaction, which imposes great responsibility on the leadership of the university. The functions of the central administration of the university include:
formation of the nomenclature of strategic business zones and organization of the relevant structural divisions;
definition of the scope of tasks and strategic responsibility for structural divisions;
ensuring the coordination of the activities of strategic economic centers and the prompt redistribution of resources between them;
ensuring a quick response to a strategic disturbance.
As tasks of the current activities of the central administration of the university, the following can be distinguished:
organization of investments in structural divisions;
control of financial activity of divisions;
control of profitability of divisions:
optimization of general university interests;
management of a general university portfolio of orders for educational and scientific consulting services and products;
interaction with the public, creating a favorable image of the university;
selection, advanced training and motivation of heads of structural divisions and functional services;
development of the business potential of the puz.
It seems to us that the divisional scheme of building a university may look like it is shown in Figure 3.2.1.
The organizational chart for building a specialized educational institute with a divisional structure can look like this (Fig. 3.2.2.). it is obvious that each deputy director has a staff service for the implementation of the assigned functions.
Academic Council Rectorate Rector Scientific and methodical CORCT Scientific and technical advice Strategic level
Functional level Institutions Branches Operational level Pic. 3.2.1. Dnvisional scheme for building a university
X §
a
x s.
and?
With.
S
IE
J r s
5 C
5
O F
8 X
I
S
8
X
§
S
joint venture
II 2 2.
II
II
h: and g "
X
x>
in
in
3 about
X C
I
FROM
5 e
>j? 3-2 5V
Director

Chairs

The advantages of the linear-functional and dipizional structure of the university management are summarized in Table 3.2.1.
Table 3.2.1. Characteristics of university management structures.
Divi:*ional
-Pipe 1 bsh-fu nktsnoi; chy-:th
Stability
Savings on management costs Specialization and competence Orientation to the established market of educational services and scientific products
Flexibility
Efficiency of decision-making Fast decision complex cross-functional problems Orientation to dynamic markets and new types of educational services and technologies
The interest of managers and employees of departments _
Of course, the proposed scheme for the functioning of the puz, based on the relatively independent activities of strategic economic centers (profit centers), has both its advantages and very significant disadvantages that must be taken into account. The undoubted advantages of such an organization include an extremely logical and fundamentally implemented scheme for the transfer of responsibility and delegation of authority 1» structural units; the release of the central administration of the university from scolding work, which provides opportunities to deal with the strategy of the university. It is also positive that the business strategy of each business unit can be more closely aligned with the higher environment; the increase in the responsibility of managers of structural divisions is associated simultaneously with the expansion of their freedom in making managerial decisions, which gives them the opportunity to independently determine key activities, functional requirements for personnel, and methods of motivating them.
When implementing the concept of strategic economic centers, one should probably expect a number of difficulties and shortcomings:
at the initial stage of the implementation of the concept, duplication of managerial functions at the level of the central administration of the university and the level of structural divisions is inevitable;
painful is the problem of division of administrative functions between the central administration and structural subdivisions;
there is a certain dependence of the central administration of the university on the heads of structural divisions;
the struggle of structural subdivisions for the distribution of general university resources and for strategic management zones is possible;
competition between business units does not promote their cooperation, as a result it is very difficult to develop and
introduction of joint educational services and products, it is difficult to ensure a synergistic effect from the activities of individual structures.
The listed shortcomings can be successfully eliminated only with a high level of professionalism and competence, as well as the presence of leadership qualities in the top management of the university - the rector and vice-rectors in the main areas of activity. This condition is mandatory for the implementation of the concept of decentralization of university management.
However, the diversified management structure also does not fully correspond to the logic of the development of a modern entrepreneurial university.
Firstly, new tasks arise in the field of educational activities, in particular, in working with corporate clients (retraining and advanced training of personnel), with certain groups of the population of the region (pre-university training of schoolchildren and others, training of the unemployed population, training of disabled people, civil retraining officers, training of persons in places of deprivation of liberty, etc.). A separate module consists of tasks related to the development and implementation of distance learning technologies.
Secondly, in this paper, the university is considered, first of all, as an educational organization, i.e. we believe that the operational core of the university is concentrated around the implemented educational programs. Meanwhile, all major universities provide quality education based on scientific research conducted by their academic staff. Scientific research is not only an auxiliary means of ensuring the educational process, but also an independent product of the activity of the university, expressed either in the form scientific knowledge, or in the form of commercialized technologies.
The needs of scientific activity and the operational needs formulated above educational tasks require the organization of additional structures - educational and scientific centers, research institutes. These structural divisions can be interpreted as horizontal structures, since they unite part-time teachers from different educational institutions.
Managers and functional specialists in certain areas (accounting, financial management, marketing, etc.) can work in horizontal structures both on a full-time basis and part-time. As a result, a matrix cipyKiypa arises, which is a lattice organization built on the principle of double subordination of performers; on the one hand - to the direct head of the functional service or educational institute (branch), on the other - to the head of the educational or scientific center. In this case, the matrix structure is formed by superimposing the project structure on the divisional structure of the university management. Obviously, the elements of the matrix structure do not cover the entire university, but only part of it.
The matrix management structure provides flexibility and efficiency in the redistribution of resources, eliminates intermediate links in the management of individual projects and programs, and makes it possible to establish cooperation and business cooperation between educational institutions and various functional services. In Fig.3.2.3. a conditional scheme for building a university based on the divisional principle with elements of a matrix structure is given.

Currently, the modern system of higher education is undergoing major changes. Transition of major Russian universities to 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 market of educational services. The main idea of ​​creating an autonomous institution is to provide the university with significantly greater financial and economic opportunities for independent development compared to budgetary institutions, and at the same time increase the responsibility of autonomous institutions for obligations, change the principles of their financing by the state. Because the this species state (municipal) institutions, has significant differences from a budgetary institution, changes in the management system are inevitable, as well as a collision 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, one can purposefully influence individual elements of the management system, bringing it into line with changing conditions. Based on this, the requirements for the modern organizational structure were formed:

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

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

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

4. Profitability. The task is to ensure that the desired effect of management is achieved at minimal cost to the administrative apparatus. The criterion for this can be the ratio between the cost of resources and the useful result.

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 selected criteria of the modern organizational structure, it is necessary to trace how the current requirements meet these requirements.

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

Hierarchical management structures are characterized by a clear division of labor, the use of qualified specialists in each position; hierarchical management, in which the lower level is subordinate and controlled by the higher; the presence of formal rules and norms that ensure the uniformity of the performance of their tasks and duties by managers.
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 opposite of hierarchical structures are adaptive ones, they are more flexible types of organizational structures, which, in comparison with hierarchical ones, are better adapted to quick change. external conditions, but in application to university management are rare. The adaptive management structure is characterized by decentralization and participation of specialists in decision-making, broadly defined responsibility in work, flexibility of the power structure, a small number of levels of hierarchy, the distribution of work between employees is determined not by their positions, but by the nature of the problems being solved.

higher education institution- this is a single complex, which includes educational, research, production, socio-cultural, administrative and economic and other structural units with varying degrees of economic independence. The higher education institution consists of: administration; advice; faculties; general university departments; organizations, institutions, enterprises.

The administration includes the rector, vice-rectors, i.e. deputies of the rector, and the management apparatus (structural links of the administration).

Rector heads the institution of higher education and manages its activities.

Vice-rectors act in accordance with the duties assigned by the rector between them. The rector can delegate to them part of his authority to manage the structural divisions of the university.

One of the collegiate governing bodies, headed by the rector of the university, is administration. The administration includes: the rector, vice-rectors, deans of faculties, heads of some structural divisions of the university. The administration carries out the operational management of the university, coordination of the activities of its structural divisions, the solution of current issues of educational, financial and economic activities.

Academic Council- an elected collegial governing body of the university. The chairman of the Academic Council is the rector of the university, who carries out the general management of its activities. Current activities are provided by the Academic Secretary, elected by the Academic Council from among the members.

The university includes faculties. They are created with the aim of organizing the training of students, undergraduates, graduate students and doctoral students, retraining and advanced training of personnel for the relevant sector of the economy. The faculty consists of departments, laboratories and other structural subdivisions, which, in terms of the content of their work, correspond to the profile of the faculty.

Heads the faculty dean, who manages them. He, within his competence, issues orders that are mandatory for teaching staff, employees, students, undergraduates, graduate students and doctoral students of the faculty. Part of the faculty management functions is carried out by deputy deans and Academic Council of the faculty.

Academic Council of the Faculty- an elected collegial governing body of the faculty, formed under the dean in order to resolve issues of the faculty's activities. The Faculty Council consists of the Dean (Chairman of the Council), his deputies, heads of departments, teaching staff, representatives of the trade union and student organizations.

Chair is a structural educational and scientific subdivision of a university or faculty. It provides educational, methodical, scientific and educational work. The activity of the department is aimed at training specialists who have deep theoretical knowledge, skills and abilities, have a common culture and high moral character. The departments consist of the teaching staff: the head of the department, professors, associate professors, assistants, senior lecturers, teachers and trainee teachers. Postgraduate students, doctoral students and teaching and support staff are assigned to the departments. If there are relevant scientific and pedagogical personnel (doctors of science) at the department, postgraduate and doctoral studies can be created by the decision of the rector.

Departments are general university or faculty. General university departments work at all or a significant number of faculties, and are subordinate to the leadership of the university. The remaining departments are structural subdivisions of the faculties.

Department head carries out the general management of the department, develops a work plan for the department on academic year and submits it for approval to the head, participates in the work of all departments of the university, where issues of the department’s activities are discussed and resolved, etc.

At the university, there are a large number organizations, institutions, enterprises, whose work is related to the profile of the university and contributes to its better performance of the main tasks and functions. For example, in the BrGU named after A.S. Pushkin: Laboratory sociological research; Center for Information Technology; IPK and PC.

The structure and functions of the administration and academic council. List of powers of the rector, academic council and working commissions. Subdivisions of administrative and economic management. Responsibilities of the Procurement Department. Elections of the rector and vice-rector.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Hosted at http://www.allbest.ru/

Introduction

TUSUR is the youngest of the Tomsk universities, but has never been in the shadows. Established during the breakthrough into space, the rapid development of electronic computers, new means of communication and radio electronics, the university has been at the forefront of scientific and technological progress since the first years of its existence. TIRIET, TIASUR, TASUR, TUSUR: whatever it is called, it is the brand of the leader. A leader in the field of training qualified personnel for high-tech sectors of the economy, the introduction of innovative educational and research programs, applied developments of new equipment, equipment and control systems.

To be the first is in Tusurov's way. TUSUR is:

the first student business incubator in Russia,

the largest distance education center beyond the Urals,

leadership in the implementation of innovative development programs aimed at creating continuous system generation of new ideas, technologies and business projects.

It is no coincidence that 80 percent of the science-intensive products of the Tomsk region are produced by enterprises that are part of the TUSUR innovation belt and are headed by university graduates. The university has 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 scientific 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 sciences, 234 associate professors, candidates of sciences, 181 teachers. 22 doctors of sciences from other universities of Tomsk and institutes are also involved in the teaching work. Russian Academy Sciences.

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 declared priority areas as part of the project to create in the Tomsk region of the Center for Education, Research and Development.

The purpose of this work is to study the management system of the university. The achievement of the goal will be facilitated by the consistent solution of the following series of tasks:

To study the organizational structure of the university;

Consider the governing bodies of the university;

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

Rector. Election of the rector, main duties. Vice-Rector, President;

Personal development strategy for the next 5 years;

Mastered competencies in the course of studying disciplines of the 1st course.

1. Organizational structure of the university

1 .1 Structure and functions of administration and academic council

The direct management of the university is carried out by the rector. The rector heads the administration, which is a collegial governing body. The administration solves the infrastructural tasks of the university. The university administration includes vice-rectors of the university, appointed by the rector for areas of activity, directors of institutes that are part of the university, deans of university-wide faculties, heads of the main university-wide departments, and the chairman of the trade union committee. The rector and vice-rectors make up the Presidium of the administration. 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 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.

There are various working commissions in the Academic Council, namely:

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

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

Commission for Scientific and Industrial Work (Chairman - Shelupanov A.A.);

Commission on Informatization and Telecommunications (Chairman - Yehlakov Yu.P.);

Budget Commission (Chairman - Domnina M.A.);

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

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

Commission on Scientific Ethics (Chairman - Pustynsky I.N.).

1 .2 Administrative and economic management

The main goal of the administrative and economic management (AHU) is the implementation of administrative and economic support for the activities of the university. ACU is an independent structural subdivision of the university. The head of the ACS is the vice-rector for administrative and economic work (AHR).

In its activities, ACU is guided by the current legislation of the Russian Federation, regulatory legal acts and methodological materials for housekeeping services, norms and rules for the maintenance, operation and repair of buildings, technical equipment, regulatory documents for compliance with the sanitary and anti-epidemic regime, anti-epidemic fire safety and safety, 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 AChU - Oleg Efimovich Troyan; Chief Engineer, Assistant Vice-Rector for ACU - Oleg Aleksandrovich Teushchakov; campus director - Dmitry Sergeevich Urzhumtsev; body assistants.

Subdivisions of administrative and economic management:

Chief Engineer Service

Chief engineer - Teushchakov Oleg Aleksandrovich. The Chief Engineer Service consists of four departments:

Department of the chief power engineer (OGE),

Operational and technical department (IT),

Department of Chief Mechanic (OGM),

· Accounting and control group.

Main responsibilities of the service:

providing reliable, economical and safe work electrical installations, heat supply systems, water supply and sewerage, ventilation equipment,

carrying out maintenance and overhaul of installed technological equipment and utilities,

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

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

development and implementation of measures for energy saving of consumed resources,

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

accounting for consumed resources and ensuring control over invoices for their payment,

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

organization of training, annual certification and advanced training of workers and engineering and technical workers,

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 household expenses for the Federal Agency for Education,

execution of calculations to pay for the costs of a negative attitude towards the environment, the conclusion of contracts 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 works on attestation of workplaces in terms of working conditions at the university.

Security Service.

The main functions of the security service:

organization and provision of security and access control in educational buildings, dormitories and other TUSUR facilities,

organization and implementation of fire prevention measures and works at TUSUR facilities,

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

organization and control over the work of the chief of staff of civil defense and emergency situations of TUSUR in planning civil defense measures, timely alerting of forces and means for carrying out rescue and other urgent work, ensuring sustainable management in emergency situations,

Organization of maintenance of the system for collecting, processing and displaying TUSUR information,

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

carrying out, upon presentation by the interested departments, an analysis of the economic condition and business reputation of legal entities participating in quotations and tenders for contract work and purchases,

Participation, within the limits of their competence, in the selection and placement of personnel, preventing the penetration into the personnel of TUSUR by persons harboring criminal intentions that can harm the interests of TUSUR,

conducting checks of candidates for managerial positions, positions related to financial responsibility, and specialties classified as high-risk by the presentation of the personnel department,

preparation and presentation to the management of information and analytical materials on the state and prospects for the development of the Security Council,

organization of interaction with public associations on issues of ensuring the maintenance of law and order in educational buildings, hostels and during mass events,

Carrying out on behalf of the management of TUSUR internal audits related to violation of public order and regime,

solution of other tasks in accordance with the objectives of TUSUR activities,

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

control over compliance with safety requirements in the field of physical and technical protection of TUSUR facilities,

Information and analytical work on security issues of the organization, constant and system analysis information about possible threats, informing officials about security threats,

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

personnel training on security issues,

taking additional measures to ensure security during a period of increased threat or in an emergency,

organization and control of access control at facilities, the use of technical means of inspection and protection,

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

participation in official investigations,

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

Department of material and technical supply (OMTS).

The responsibilities of the OMTS include:

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

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

Department of property management.

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 the lease of premises,

- appraisal of the market value of premises,

holding an auction for the lease of non-residential premises,

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

Department of labor protection.

The main tasks of the labor protection department:

· organization of work to ensure that TUSUR employees comply with labor protection requirements;

· monitoring compliance by employees with laws and other regulatory legal acts on labor protection, a collective agreement, an agreement 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 advising all TUSUR employees on labor protection issues;

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

Department of Capital Construction (OKS).

The main responsibilities of the OKS:

carrying out maintenance and overhaul of university facilities, the administration of the educational council authority

Checking estimates of contractors

Monitoring compliance with the rules and building codes during repair work,

drawing up defective statements 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 every student, society and state. The autonomy of the 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 legislation of the 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 vocational education(higher educational institution) and this Charter on the principles of combining 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.

For solutions critical issues 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 employees, students and members of public organizations, the agenda, the date of the conference is determined by the Academic Council of the university. At the same time, the members of the Academic Council of the university should be no more than 50 percent total number delegates. The conference is considered eligible if at least two thirds of the list of its delegates took part in its work. The decision of the conference is considered adopted if more than 50 percent of the delegates present at the conference voted 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) discussing the project and making a decision on concluding a collective agreement;

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

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

The norms of 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 voted for them (if there are at least two-thirds of the list of delegates). 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 not 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 up to five years from among the most qualified and authoritative specialists, who, as a rule, have an academic degree or title, and are approved in the position 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 the head, elected by the academic council by secret ballot for up to five years from among the most qualified and authoritative specialists of the relevant profile, who, as a rule, have an academic degree or title, and approved in the position 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 the scientific and educational work of the department.

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 and methodological and (or) scientific and organizational work in a higher educational 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 is personally responsible for the results of the work of the branch headed by him.

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

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

1 . 4 Rector. Rector elections,main responsibilities. Vice-Rector, President

The 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 and no later than the expiration of the term of office of the current rector. The date of the election of the rector is subject to agreement with the Federal Agency for Education in accordance with the established procedure.

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 term of up to 5 years on a competitive basis based on the results of the 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 post of rector must have the knowledge, skills and abilities of planning and implementing the educational and research process, and have high moral and ethical qualities.

Preparation for the election of the rector of the university:

1. The specific date for the election of the rector is approved by the Academic Council of the University in agreement with the Federal Agency for Education in accordance with the established procedure.

2. The preparation and conduct of the election 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 in the amount 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 composition of the commission. In this case, no new members are included in the commission.

5. The commission independently elects a vice-chairman, a secretary and distributes duties among its members. Commission meetings are held as necessary and are considered competent 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 taken by a majority vote of those present. All decisions of the commission are drawn up 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 the schedule of its work is brought to the attention of university employees.

The procedure for nominating candidates for the post of Rector of the University:

1. The nomination of candidates for the position of rector begins after the date of the conference is approved by the Academic Council of the University and is carried out within 20 calendar days.

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

a) the Academic Council of the University;

b) academic councils of structural subdivisions of the university;

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

d) public organizations;

e) associations of university employees;

e) 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 of those present at the meeting (meeting) in the presence of at least 2/3 of the members of academic councils or collectives. The number of candidates for the post of rector is not limited.

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

4. A candidate for the post 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. At the same time, the repeated nomination of a candidate during the current election campaign is not allowed.

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

The protocol 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 those participating in the vote and the number of votes cast for the candidate, against and abstaining.

6. Each candidate, including those running in elections by way of self-nomination, shall submit the following documents to the commission:

a) a written statement of his 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) minutes(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 scientific papers in chronological order, certified by the academic 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 typewritten pages) and electronic media;

g) a questionnaire containing the following information:

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

on assignment academic titles(indicating the dates of their assignment);

· about the passage of advanced training, professional retraining or internship over the past 5 years, contributing to the 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;

about 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, a certified copy of the work book. Candidates may also submit other documents of their choice.

Status of the President, his rights and duties.

1) The activities of the president are aimed at improving 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 concept of the development of the university;

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

- participation in solving 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 a decisive vote, submit proposals for the general meeting (conference) of the university, the academic council of the university, the rector to improve the organization of the educational process, scientific research and make recommendations on these and other questions;

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

- free use of classrooms, reading rooms, libraries, information funds, services of computer centers, laboratories of the university;

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

- exercise 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, local acts of the university.

2. Personal development strategy for the next 5 years

Each individual, in order to succeed in an ultra-competitive environment, needs to develop their own personal development strategy. Realizing it, you can make the right decision, for example, if I don’t like what I’m doing, I need to stop doing it now. Postponing the transition from a hateful business to your favorite activities for later is like postponing your life for 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 define the goal, but also try to formulate and downright draw the path that you will take to get there, that is, set career goals and identify how do I reach them. It should be taken into account that there are known limitations of career planning, since many factors of the future are practically unpredictable. However, I can conduct my own SWOT analysis, identifying my current level of skills and competencies, i.e. tools that will either lead me to the 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 examining existing trends. Threats -- obstacles are also identified in the environment, and recognizing them will allow me to minimize risks.

Table 2.1-SWOT analysis

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

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

Consider the interaction of the parties against each other.

To begin with, let's analyze the influence of strengths on the above opportunities. The first paragraph of the column "Opportunities" indicates the receipt of a decent education, namely, to successfully graduate from the university. Therefore, without perseverance and persistent pursuit 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 a net worth, you just need to be responsible and be able to persevere. And for a good and high-quality work 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. Indeed, in work, even the most ordinary, they welcome initiative, responsibility, the ability to solve problems of increased complexity, etc. From this it follows that you need to develop additional qualities in yourself for more productive work. As a result, the existing strengths have a good effect on the development of prospects, but you should not stop at this stage either. As the saying goes, study, study and study again. Only the medal has two sides: good and bad. Let us also study the second side for general armament.

It is known that weaknesses contribute to the development of threats, the so-called "spokes in the wheels." Therefore, it is necessary to treat this place of analysis especially. Consider 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 results. Such qualities as laziness and doubt can affect performance and activity. In this regard, a career is under threat, namely, a low probability of finding a promising job. The same goes for expulsion from the university. Such a quality as a rapid decline in interest in any business leads to low efficiency and low quality of the work performed. Let's take the same training at the university - interest disappears, as a result, either a change in profession or a change in university. And in order for the weak side not to have a negative impact on opportunities, it is necessary to pay as little attention as possible to what hinders development so much. As mentioned earlier, special attention should be paid to weaknesses so that they do not suppress the opportunities and prospects that we would like to achieve in the near future.

After a thorough analysis, I formulated a strategy for my development on its basis.

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

Strategy achievability criteria.

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

To date, I have set 4 main goals (tasks):

Graduate from university with a decent education;

Be financially independent from 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, the criteria for achieving the strategy)

So, in order to successfully graduate from the university, you need to study well: attend all lectures and practices, complete all assignments fully and efficiently, and pass all exam papers perfectly. And in the end, you will receive a diploma of graduation from the university. The next step to be financially independent from your parents is to get a promising job. For promising work, you need to have a decent education (the achievement of which is described earlier). Also in the arsenal, one should have such qualities as: perseverance, accuracy, perseverance, willpower, responsibility, the ability to navigate difficult situations, solve quickly assigned tasks, and much more. By developing these qualities, there will be more chances to get a well-paid job.

Let's analyze each goal by setting its own indicators of measurability.

And so, the first on the list of goals is to graduate from the 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. After talking about the estate of promising work or opening your own business. Here, the measure will be the availability of work that will suit wages (over 30 thousand rubles), work schedule (5 through 2), social package (sick leave payment, maternity leave payment, medical examination payment, etc.), vacation pay and status position held (manager of the enterprise). The fourth point is about creating a family. This means that the achievement criterion is a wedding and after an indefinite time the birth of children (about two children).

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

If what I did, I wouldn't call it work. High pleasure, pleasure, huge, incomparable joy to have a highly paid hobby.

3. Mastered competencies in the course of studying disciplines of the 1st course

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

Table 1 - Acquired competencies

Conclusion

Personal development strategy is a complex, multidisciplinary and ambiguous process. There are many different strategies. At any stage of your career, perseverance and faith in what you are doing are essential qualities. Do not trust 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 diverse 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 - the choice is always ours.

Any failure can make a person wiser and stronger. As you know, Edison did over a thousand bad experiences until the light bulb was finally born. But each of the thousand experiments gave him new knowledge about electricity. Soon the solution became so obvious that he just couldn't help but find it. The vision of the future, based on the determination not to back down, made Edison great. Unbending determination is impossible without optimism, without faith in ultimate success.

The main thing is to believe: the impossible is possible - and start formulating a clear strategic plan, backing it up with clear tactical developments. Then a segment of cleverly stubborn work and - the result ... Is it again not what you wanted? Think carefully why, and then start again. Maybe a little different. After all, you have become wiser, and a new attempt has more chances of success. How many times do you have to start over? And as much as you need to achieve the result that suits you. Obstacles, setbacks, and challenges can humble, temper, or harden us. The one who accepts failure becomes a failure. "Tempered" after each failure becomes even more prepared and purposeful. Whom to be - everyone makes a choice.

List of sources used

1. tusur.ru // The official information portal of the university - TUSUR // Access date (28.06.2013).

2. Charter of TUSUR.

3. Regulatory documents.

4. SWOT analysis ( http://ru.wikipedia.org/wiki/SWOT-analysis)// Date of treatment (1.07.2013).

5. SMART criteria for setting goals ( http://stazz.ru/2007/09/04/smart-criterii-postanovki-tseley/) // Retrieved 5.07.2013.

Application

Figure 1 - The structure of the administration.

Hosted on Allbest.ru

Similar Documents

Organization of economic relations and purchase of material resources. Tasks, functions and structure of the logistics institution. Management system of material and technical resources of the enterprise. Inventory of production stocks.

thesis, added 03/21/2011


Analysis of the organizational structure of enterprise management on the example of the travel agency LLC "DAN Travel", its structural divisions and functions assigned to them. Selection of the enterprise management from the best employees. List of their job descriptions.

term paper, added 01/14/2011


The concept of communication in organizational structures. Classification of "hard" and "soft" organization of communication space management. Information flows of the firm as an object of management. Optimization of the workflow of the Murmansk Council of Trade Unions.

term paper, added 01/07/2011


Structure, goals and objectives of the personnel management department of JSC "Russian railways". The main functions and activities of the chief specialist of the personnel management department. Types of activity of the enterprise. Analysis of the activities of the personnel management department.

practice report, added 05/12/2015


Goals and functions of the management system. Types of management structures. Linear control structure. Functional management structure. Linear-functional management structure. Divisional management structure. Project, matrix management structure.

term paper, added 07/04/2008


Organizational and production structure of the enterprise, the system of logistics, the state of quality management at the enterprise. Methods and forms of quality control and accounting of raw materials and finished products. Production assortment management.

practice report, added 11/10/2012


Principles of corporate governance. Three-level structure of management of a joint-stock company. The general meeting as the supreme governing body of the corporation. The main areas of competence of the board of directors. Formation of a collegial executive body.

test, added 09/12/2010


Elements, performance indicators of the management system. The problem of expert data processing. The main goal in the activities of the department of public education. Organizational structure of the public education department of the city of Dankov. RONO management process.

test, added 06/16/2009


Organization of material and technical supply at JSC "ELTRA". Pricing system. Incoming, outgoing and internal movement of materials. The work of the marketing department. The organizational structure of the management of the enterprise, as well as wages.

practice report, added 09/13/2013


Analysis of the main performance indicators of OAO Dalsvyazstroy. Planning of supply processes at the enterprise. Evaluation of performance indicators of supply activities. Solving problems to improve the efficiency of logistics.

STRUCTURE OF VSUIT

• · Administration
• · Administrative departments
• o Property Management Department
• o Department of Contracts and Public Procurement
• o Public Relations Department
• § Newspaper "For Science"
• o Department legal support and workflow
• o Department of Analysis and Development Strategy of the University
• o Department of Accounting and Financial Control (UBUiFC)
• o Personnel management
• o Teaching and methodological management
• § Education Quality Management Center
• § Alumni Employability Center
• o Financial and economic management
• o Center for work with technological platforms and state executive bodies (TsRTP and GOIV)
• o Legal Department
• Faculties and institutes
• o Faculty of Control and Informatics in Technological Systems
• § Department of Higher Mathematics
• § Department of Information and Control Systems
• § Department of Information Technology, Modeling and Management
• § Department of Quality Management and Engineering Technologies
• § Department of Information Security
• o Faculty of liberal education and upbringing
• § Department of Foreign Languages
• § Department of History and Political Science
• § Department of Philosophy
• § Department of Physical Education
• § Sports club "Technolog"
• § University History Museum
• o Faculty of Food Machines and Automatons
• § Department of Machines and Apparatus for Food Production
• § Department of Industrial Energy
• § Department of technical mechanics
• § Department of Physics
• § Joint Department of Food Engineering
• o Faculty of Technology
• § Department of Technology of Fats, Processes and Apparatuses of Chemical and Food Production
• § Department of technology of bakery, confectionery, pasta and grain processing industries
• § Department of Biochemistry and Biotechnology
• § Department of technology of fermentation and sugar production
• § Department of Technology of Animal Products
• o Faculty of Ecology and Chemical Technology
• § Department of Physical and Analytical Chemistry
• § Department of machines and devices chemical industries
• § Chair inorganic chemistry and chemical technologies
• § Department of Engineering Ecology
• § Department of Chemistry and Chemical Technology of Organic Compounds and Polymer Processing
• § Basic Department of Technology of Organic Synthesis and Macromolecular Compounds
• § Basic Department of Technology of Inorganic Substances
• o Faculty of Economics and Management
• § Department of Accounting and Budgeting
• § Department of Management, Organization of Production and Branch Economics
• § Department of Service and Restaurant Business
• § Department of Theory of Economics, Commodity Science and Trade
• § Department of Tourism and Hospitality
• § Department of Economic Security and Financial Monitoring
• o Faculty of Continuous Education
• § Representative offices
• o Faculty of Secondary Vocational Education
• o Faculty of pre-university training
• § University preparation courses
• o Institute for International Cooperation (ICI)
• § Preparatory Faculty for foreign citizens
• § Department of the Russian language
• § Department of natural disciplines
• § IMS website
• Center for new information technologies
• Scientific and research and production divisions
• o Center for the Development of Scientific Activities of VSUIT (TsRND)
• § Center for Collective Use "Industry of Nanosystems" (TsKP "IN")
• § Center for Collective Use "Control and Management of Energy Efficient Projects" (TsKP "KUEP")
• § Body for product certification VSUIT
• § Central Design Bureau
• § Department of standardization and metrology
• § Editorial board of the journal "Bulletin of VSUIT"
• o Technology Transfer Center
• § Business incubator
• o Center additional education
• § PhD
• § Institute for advanced training and professional retraining of specialists
• Departments of service and provision of the educational process
• o Scientific library
• o Editorial and publishing department
• o Department of printing and technical means
• o Training workshops
• Departments of social infrastructure
• o Sanatorium
• o Sports and recreation base "Sosnovy Bor"
• · Campus
• o Dormitories
• Public organizations
• o Employee Union Committee
• o Trade union committee of students
• o Student Council
• o Center for Youth Initiatives
• o Student Brigade Headquarters
• o Clubs, circles

VSUIT ADMINISTRATION

The president

Bityukov Vitaly Ksenofontovich

Chertov Evgeny Dmitrievich

First Vice-Rector

Popov Gennady Vasilievich

Vice Rector for Academic Affairs

Sukhanov Pavel Tikhonovich

Vice-Rector for Research and Innovation

Antipov Sergey Tikhonovich

Vice-Rector for General Affairs

Orobinsky Yuri Ivanovich.

FINANCIAL AND ECONOMIC MANAGEMENT

Financial and Economic Department is a structural subdivision of FGBOU VPO "Voronezh State University engineering technologies".

The planning and financial department as an independent unit was created by order of the Ministry of Higher and Secondary Specialized Education of the RSFSR in 1970, renamed the Planning and Financial Department and assigned to one of the main structural divisions of the university by order of the rector No. 568 of 12/29/92. In December 2008, by decision of the Academic Council, it was renamed into the Financial and Economic Department.

The Financial and Economic Department (FEM) was created in order to improve the organization of financial and economic activities and increase control over the observance of financial and staff discipline at the university.

The main tasks of the Financial and Economic Department are:

• · participation in long-term and current planning of the process of training specialists, bachelors, masters and other categories of students in the profile of the university;
• planning and organization of financial and economic activities of the university;
• · development of the Plan of financial and economic activity for the next financial year and planning period; annual draft estimates of expenditures from the federal budget, estimates of income and expenses from income-generating activities;
• · preparation of staff schedules for all categories of personnel within the budget allocations allocated for wages and extrabudgetary sources;
• organizing and conducting activities to improve the system of planning and financing the university, remuneration and incentives for employees, scholarships and other forms material support students, graduate students and listeners;
• · development of local methodological, regulatory and informational documents on financial activities;
• · Ensuring, together with the Department of Accounting and Financial Control and other units, the targeted and efficient use of budgetary allocations and funds from income-generating activities.

DEPARTMENT OF ACCOUNTING AND FINANCIAL CONTROL

The Department of Accounting and Financial Control (UBUiFK) is a structural subdivision of the Federal State Budgetary Educational Institution of Higher Professional Education "Voronezh State University of Engineering Technologies", which maintains accounting records in accordance with the requirements of the current legislation of the Russian Federation and regulatory legal acts.

UBUiFK has existed since the establishment of the University and is assigned to one of the main structural divisions of the university by order of the rector No. 568 of 12/29/92.

UBUiFK carries out accounting for the expenditure of funds received from various sources of financing, inventory of property, is responsible for compiling accounting, tax and statistical reporting, and performs other types of accounting work.

The main tasks of UBUiFK are:

• formation of complete and reliable information about the activities of the University and its property status, necessary for internal and external users of financial statements;
• · prevention of negative results of economic activity, identification of on-farm reserves and ensuring financial stability;
• Promoting the most efficient and rational use budgetary and extrabudgetary funds to ensure the strengthening of the material and technical base of the University.

LEGAL DEPARTMENT

The legal department is a structural subdivision of the Voronezh State University of Engineering Technologies.

The legal department as an independent unit was created by the order of the rector of VSUIT dated October 31, 2013.

The department was created to provide legal support for the activities of the University.

The main tasks of the legal department are:

• · Strengthening the rule of law in the activities of the University;
• protection of the rights and legitimate interests of the University, employees and students of the University;
• · internal rule-making (internal orders, orders, endorsement of draft orders), including legal expertise of local acts;
• · advising employees on legal issues related to the activities of the university.

FACULTY OF ECONOMICS AND MANAGEMENT - COMPARISON CHOOSE US!

The Faculty of Economics was founded in 1998 and is currently the largest faculty in the university. This is a friendly team of teachers and, of course, students.

The dean's office employs:

• · dean - professor, doctor of technical sciences Rodionova Natalya Sergeevna;
• · Deputy Dean for Academic Affairs - Associate Professor, Ph.D. Leontyeva Ekaterina Vladimirovna;
• Deputy dean for educational work- Associate Professor, Ph.D. Veretennikov Anton Nikolaevich;
• engineer Skvortsova Anna Vasilievna;
• engineer Shitakova Elizaveta Viktorovna.

Faculty personnel:

• · 19 - professors;
• · 59 candidates of sciences;
• · 87.1% of teachers have an academic degree, 46% have an academic title.

Faculty departments:

• Department of management, organization of production and sectoral economics
• Department of service and restaurant business
• Department of tourism and hotel business
• Department of Theory of Economics, Commodity Science and Trade
• Department of economic security and financial monitoring
• Department of Accounting and Budgeting

Direction of training of specialists:

· 080101 Economic security

Directions for the preparation of bachelors:

• 080100 Economics
• 080200 "Management"
• 100700 Trade
• 100800 "Commodity"
• 100100 "Service"
• 100400 "Tourism"
• 101100 "Hotel business"
• 260800 "Technology of products and organization of public catering"

Directions for the preparation of masters:

• 080100.68 Economics
• · 080200.68 Management
• · 260800.68 Product technology and catering
• · 100100.68 Service
• · 100800.68 Merchandising

Our graduates work at enterprises in Russia, CIS countries, Asia and Africa.

In the process of learning, students participate in conferences, forums, competitions, attend professional exhibitions. Training excursions around Russia and abroad are regularly organized, master classes, professional seminars, practice are held at large industry enterprises, banks, insurance companies, restaurant industry and hotel business enterprises not only in Voronezh and the region, but also in Moscow and St. Petersburg , Sochi. Students receive certificates of additional education.

DEPARTMENT OF ECONOMIC SECURITY AND FINANCIAL MONITORING

The department was founded in 1961 and is a graduating department Faculty of Economics. Headed by a highly qualified team of employees Honored Worker of Science, Doctor economic sciences, Professor A.I. Horev.

At present, the main trend in the development of society is the strengthening of the role of socio-economic processes, both at the state level and at the level of an individual enterprise, which leads to a high demand for professionals in this field in the labor market. However, in the conditions of the global economic crisis, being just a good specialist is not enough, you need to be the best, competitive, look ahead, plan the future in the present. It is these professionals that are trained by the Department of Economics, Finance and Accounting of VSUIT.

The department trains graduates in the following educational programs:

• specialty 080101 "Economic security"
• o specialization "Economic and legal support of the economic security of the organization"
• Bachelor's degree 080100 "Economics":
  • o profile "Finance and Credit"
• magistracy 080300 "Finance and Credit"

The achievement of a high level of professionalism in these areas of training is facilitated by the symbiosis of theoretical training and the possibility of implementing the acquired knowledge empirically, during the passage of educational, industrial and undergraduate practice at more than 40 enterprises of the Central Chernozem region of the Russian Federation, many of which subsequently invite graduates of the department for further cooperation and employment.

The pride of the department is its graduates - talented managers, professionals and leading experts in economic issues in state, regional, municipal government, in the field of the state budget and non-budgetary structures, institutional structures financial market, tax structures, the system of social protection of the population, financial and economic, analytical, foreign economic divisions of enterprises and institutions in positions requiring higher economic education: O.P. Korolev - Governor of the Lipetsk region, V.I. Stefan - Deputy General Director of OJSC "Concern Constellation", I.A. Butovetsky - Deputy Director for Finance of ZAO Rikonenergo, A.N. Astanin - Deputy General Director for Marketing and Sales of Kalacheevsky Meat Plant OJSC, E.R. Trufanova - head of the marketing and advertising bureau of OJSC "Voronezh Confectionery Factory", A.A. Denisov - General Director of Vkladbank LLC.

NEW PROMISING SPECIALTY - 080101 "ECONOMIC SECURITY"

Specialty 080101 "Economic security" - higher economic Education in the best domestic traditions.

There are very few specialists in the field of economic security, as well as specialties in Russian universities.

In the process of learning, students receive fundamental training in the field of economics and law, acquire practical skills in economic, law enforcement, auditing, information, analytical and management activities. AT educational process professional and scientific seminars on criminology and forensic science, forensic economic expertise, insurance, securities market, etc. are provided.

Graduates of this specialty are in demand in state structures performing control and supervisory functions in the financial and economic spheres activities, in the internal control services of state and commercial companies that ensure the financial and economic security of the enterprise.

Practice - in tax authorities, audit firms, banks, insurance companies, leading industry enterprises.

BACHELOR 080100 "ECONOMY"

PROFILE "FINANCE AND CREDIT"

Professionally important qualities:

developed logical memory, intellectual performance, the ability to work with large amounts of information, the presence of abstract symbolic thinking, a tendency to research activities.

An economist (financier, loan officer, insurance broker) must be able to:

• · freely navigate in the field of finance, money circulation, banking, the securities market;
• Calculate the financial performance of organizations;
• determine the level of creditworthiness and profitability of enterprises;
• to be guided in bases of the organization of insurance business;
• · analyze the advantages and disadvantages of currency regulation and currency control.

The bachelor must have: a high level of training in the basics of mathematics, information technology, monetary circulation, financial management.

The profile "Finance and Credit" is one of the dynamically developing and relevant, allowing you to gain knowledge in the field of financial management, finance and credit, banking and insurance, money circulation, the securities market, and taxation.

The department has been preparing graduates since 2001 in full-time and part-time forms of education.

The development of this profile involves the study of the processes of formation and execution of budgets of different levels, the order of planning, accounting and reporting in organizations, the organization and management of cash flows. Specialists in the field of finance carry out professional activities in institutions of the financial and credit system, including the foreign economic sphere, are able to successfully work in positions that require an analytical approach, solve non-standard tasks, predict economic processes in the field of monetary, financial and credit relations. Graduates of the profile "Finance and Credit" can work in industrial organizations, banks, investment funds, stock exchanges, insurance companies, consulting firms and other organizations.