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.

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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 center beyond the Urals distance education,

· leadership in the implementation of innovative development programs aimed at creating a continuous system for generating 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 department

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, ACS 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, 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 reconstruction and modernization engineering systems 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, conclusion of contracts 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 departments of the university.

· 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 law Russian Federation and this statute.

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.

To solve 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 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 the prescribed manner.

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 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. 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 additionally submit certified copies of documents on higher education, academic degree, academic title, 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 improving the organization of the educational process to the general meeting (conference) of the university, the academic council of the university, the rector, scientific research and make recommendations on these and other issues;

- 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

Strengths:

Perseverance achieving the goal;

Self-control, soft and loyal character;

Strength of will;

A responsibility;

Sense of humor;

Sincerity, honesty;

Accuracy.

Weak sides:

inattention;

The manifestation of laziness;

reverie;

Feeling of doubt;

At times, there is a decline in interest in any business (except for a hobby).

Capabilities:

Create a family "nest";

Find new friends.

Illness, injury;

Expulsion from the university;

Choice of another specialty;

Lack of a job or high level employees per workplace;

Change in marital status (financial opportunities);

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.

First, 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 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 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

		Discipline
	knowledge of the basic values of world culture and the willingness to rely on them in their 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 with this knowledge in professional activities	Philosophy
	the ability to take an active civic stand
	the ability to analyze and evaluate historical events and processes
	possession of a culture of thinking, the ability to perceive, generalize and analyze information, setting a goal and choosing ways to achieve it
	the ability to logically correctly, reasoned and clearly build oral and written speech	Philosophy
	the ability to find organizational and managerial decisions and the willingness to bear responsibility for them	Jurisprudence Educational practice
	the ability to use normative legal documents in their activities	Jurisprudence
	desire for personal and professional self-development	Philosophy
	the ability to analyze socially significant problems and processes	Educational practice
	own one of foreign languages at a level that ensures effective professional activity	Foreign language
	own methods of quantitative analysis and modeling, theoretical and experimental research	Maths
	understanding the role and importance of information and information technologies in the development of modern society and economic knowledge	Informatics
	master the basic methods, ways and means of obtaining, storing, processing information, skills of working with a computer as a means of information management	Informatics
	the ability to work with information in global computer networks and corporate information systems	Informatics
	ability to carry out business conversation: public speaking, negotiations, meetings, business correspondence, electronic communications	Educational practice
	the ability to take into account the consequences of management decisions and actions from the standpoint of social responsibility
	master the basic methods of protecting production personnel and the population from the possible consequences of accidents, catastrophes, natural disasters	Safety of life
	ability to adhere to ethical values and healthy lifestyle life	Physical Culture
	the ability to assess the conditions and consequences of organizational and managerial decisions	Educational practice
	the ability to plan the operational (production) activities of organizations	Programming and software for project activities
	capacity for economic thinking	Microeconomics Macroeconomics
	the ability to analyze the behavior of consumers of economic goods and the formation of demand	Microeconomics Macroeconomics
	knowledge of the economic foundations of the behavior of organizations, to have an understanding of the various structures of markets and the ability to analyze the competitive environment of the industry	Microeconomics Macroeconomics
	ability to apply quantitative and qualitative methods analysis when making managerial decisions and build economic, financial and organizational and managerial models
	the ability to choose mathematical models of organizational systems, analyze their adequacy, adapt models to specific management tasks	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, 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 unsuccessful experiments until the electric 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.

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Matrix University

The matrix structure is optimal when the environment is highly variable and the goals of the organization reflect dual requirements, when both links with specific units and functional goals are equally important. The dual management structure facilitates the communication and coordination that is necessary to quickly respond to environmental changes. It helps to establish the right balance of power between the functional leaders of the unit and top management. The matrix structure of the organization is characterized by strong horizontal links.

In a matrix structure, horizontal teams exist on par with traditional vertical hierarchies. The Matrix University is a step towards a modern university. The departments become insufficient to perform the functions of teaching, research centers appear that carry out 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 faculty, or they may be organized as university research centers. Therefore, in addition to communications, when information is exchanged vertically, along a hierarchical chain, there is a horizontal exchange of information, which makes it possible to overcome barriers between structural divisions, departments and provide the possibility of coordinating the actions of teachers and employees to achieve a common goal, for example, some kind of research project.

Rice. 2. The structure of the matrix university

The mechanisms of horizontal links are usually not depicted on the structural diagram of the organization, but. however, they are part of the organizational structure. On fig. 2 shows a diagram of a matrix university that implements a quality management system.

The matrix structure of the organization is characterized by strong horizontal links. SHIFT Towards more "flat" structures, horizontal, allows you to increase the level of horizontal coordination through the introduction of information systems, direct contact between departments.

The unique property of the matrix structure is that the heads of structural units have the same power in the organization, and employees are equally subordinate to those others.

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

Table 2. Weaknesses and strengths of the matrix structure of the organization

Strengths

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

Weak sides

Employees must obey two branches of government, which can be depressing for them.
Employees require exceptional human communication skills and specialized training.
Time-consuming: requires frequent meetings and negotiations to resolve conflicts.
The structure does not work if the managers of the organization do not understand the essence of this structure and develop a collegial rather than a hierarchical style of relationships.
Significant efforts are required to maintain the balance of power.

Structure of organizations focused on the TQM process

Institutions operating in a traditional, hierarchical structure find it difficult to adequately respond to changes in the environment. Strict boundaries, barriers, and old-fashioned attitudes characterize such traditional institutions. One of their features is the lack of a common mission, power hierarchies and dependence on bureaucratic procedures. Such organizations have not developed an emphasis on customer satisfaction, their graduates are more often than others not noticed and not in demand in the market. The improvements that are made in such universities are usually aimed at reducing the cost of education, reducing costs, in order to attract applicants with lower tuition fees.

TQM offers an opportunity for educational institutions to adopt a different perspective, as opposed to the traditional bureaucratic model. Organizations that have implemented TQM integrate quality into their structures and ensure quality at every level and every stage. To achieve this, it is necessary to invest heavily in personnel, in their training and motivation, since they are a key figure in the quality of the organization and its future.

If a university intends to introduce TQM into an organization, then it must work synchronously, update itself, move on, see its mission in achieving the goal. He must be aware that quality will always provide them with a place and a niche in the market. The most important thing is that the leadership of the organization must convey the message to the faculty, staff and administrative and support staff, that it is the main partner in the educational process and scientific research. The stimulating force must come from the leaders constantly and the process must be constantly motivated and strengthened.

There are no standard forms for the organization of TQM, although under the influence of the introduction of a total quality management system, traditional structures are being transformed. The structure should match and facilitate the implementation of the TQM process. Opt suggests that with the development of TQM, the hierarchy disappears to a greater extent and one-level, matrix structures with strong horizontal relationships come to replace the hierarchy. These organizational forms are simple, flexible and built on strong teamwork. The development, strengthening of teamwork is a feature of TQM and reduces the need for a middle-level supervisory link. Instead, middle managers become leaders and champions of quality and take on the role of a supportive team. This new role for middle even managers is very important because teamwork can have a downside. Groups that are too isolated may work uncoordinated and inefficiently. The team management system should be simple but effective. It is important that teams understand the vision and vision of the university. This is one of the reasons why vision and leadership are so prominent in the TQM literature.

Organization, in terms of TQM. it is a system designed to serve consumers. To do this, all parts of the organization's system must be aligned. The success of each individual part of the organization affects the performance of the entire organization. The difference between a mature TQM structure and a conventional organizational form is that traditional organizations build their activities taking into account functions, while TQM - taking into account development goals, functions, management tools.

Rice. 3. Organizational structure of total education quality management

Consider the structure of TQM on the example of Ivanovo State Power Engineering University (ISPU) (Fig. 3), which is focused on the implementation of the philosophy of total quality management of the university.

This structure has two groups of elements:

traditional for high school elements (Board of Trustees. Academic Council, services of the rector and vice-rectors);
new elements focused on university management based on the philosophy of overall quality.

In the scheme shown in fig. 4, the uniting unit is the Education Quality Management Center, which is designed to influence all departments of the university through quality councils under each vice-rector.

Rice. 4. University quality management with a focus on customer satisfaction

To eliminate the duality of the organizational structure at ISUE, it is proposed to orient the weight of the main divisions (institutes, faculties, departments, centers, temporary creative teams) of the university towards the implementation of the mission and strategic goals of the university (Fig. 3). These points apply to both the vertical and horizontal structure of the organization. For example, the first two elements are a structural frame, that is, a vertical hierarchy, the third element is a diagram of interaction between employees of an organization. TQM. with its powerful ingredients, such as long-term strategic planning and the involvement of staff in continuous improvement, provides a means to overcome difficulties at every stage.

This remark is important, since it indicates that the services of the rector and vice-rectors should not function autonomously, shutting themselves up in their own structures. They should help the main divisions to carry out the mission of the university in a quality manner. This means that the rector, vice-rectors and their services should not interfere in the activities of the main departments after their short-term tasks have been determined and the necessary resources have been allocated to solve these tasks. That is, the management functions of the administration should be mixed into the areas of planning and analysis of the results of the implementation of plans, and the functions of the services of the administration - into the areas of high-quality implementation of standard processes (SDCA cycles) and processes of continuous improvement of their activities (PDCA cycles).

The new management style should be provided by the Rector's Quality Management Committee. Quality Councils under vice-rectors and the Center for Educational Quality Management (CMQE).

The main tasks of the Quality Management Committee:

development of the mission and vision of the university;
development of strategic goals of the university;
development of medium-term goals of the university;
approval of short-term goals and programs developed in the areas of activity of each vice-rector;
analysis of the results of movement towards the set goals. Tasks Quality Council under the Vice-Rector are similar to the tasks of the Quality Committee and differ only in the specifics of the activities of a particular vice-rector:
deployment of medium-term plans (goals and resources) for individual units:
development of short-term plans and programs for individual units;
analysis of the results of work and adjustment of plans.

In organizations aiming at TQM, the structure is based on the process, and the following are the necessary features of any quality organization:

Optimization of structural parts- every part, program and department must work productively and efficiently. Each area should have clear and preferably written quality standards that must be met.

vertical line- each member of the team should understand the institution's strategy, leadership and mission, although they do not need to know the details of the goals.

Horizontal line- there should be no competition between programs, departments, and there should be an understanding of the goals and needs of other parts of the organization. There should be mechanisms for effective solution border issues.

Table 3. Difference between an organization that has implemented TQM and a conventional one

Organization that implemented TQM	Ordinary organization
Focuses on the client, consumer	Focuses on internal needs
Emphasis on problem prevention	Emphasis on identifying problems
Investments in PPS. employees, personnel	The approach to personnel development is unsystematic
Attitude to complaints as an opportunity to adjust plans and actions	Treating complaints as a nuisance
Definition of qualitative characteristics for all areas of the organization	Uncertain stance towards standards
Has a quality policy and plan	Doesn't have a quality plan
Top management manages quality	The role of management is to control
Each team member is responsible for the improvement process	Only the management team is responsible for quality
Creativity is encouraged - people are creators of quality	Procedures and rules are important
Roles and responsibilities are clear	Roles and responsibilities are not clear
Clear evaluation strategy	No scoring strategy system
Treating quality as a means to improve customer satisfaction	Attitude to quality as a means of lowering prices
Long term planning	short term planning
Quality is part of the culture	Quality is an annoying initiative
Develops quality in line with its own strategic imperatives	Quality testing in order to meet the requirements of external agencies
Has a left mission	Doesn't have a clear mission

Quality management in an educational institution, all actions of which are focused on meeting the needs of the client, is illustrated in Fig. 4. This concerns the quality of the structure of the developed courses, the quality of teaching and assessment, the ongoing research and student counseling, the management of human resources, the activities of the organization. All these factors are taken into account in strategic planning, which is aimed at meeting the needs of the client.

An educational organization that has implemented TQM is very different from a regular organization. Sallis in his work cites the differences between such organizations. Table 3 below examines the difference between an organization that has adopted a TQM philosophy and an organization that does not.

If the idea of total quality management has been adopted by an educational organization and it is looking for ways to work closely with its customers, then its stage of maturity can also be a stage of renewal.

The organization must periodically re-evaluate its goals and constantly critically analyze the actions of the institution. Structural reorganizations are necessary only if the quality of education is improved.

Commonly accepted modern university

The Common Modern University (CSU) has emerged as a result of requests for services from the faculty of the matrix universities in connection with the process of professionalization and specialization of the professorship, which creates a need for a growing number of services and resources.

Faculties are expanding, various centers are emerging and their needs are becoming more significant than those of the departments. Learning in general is incredibly difficult. The Matrix University needs services that go far beyond those provided by traditional bureaucratic arrangements. At the organizational level, normal horizontal service is already required by all curricula, faculties and departments.

The organizational structure of the conventional modern university (OCU) is oriented towards what Mintzberg called it "a mixed professional bureaucracy." A mixed professional bureaucracy presupposes a powerful productive bureaucracy whose services are structured in a certain way. This is very noticeable in universities. To this well-structured professional bureaucracy must be added a mechanical bureaucracy that directs the individual aspects of teaching and research through a technological structure whose purpose is to guarantee services.

Internal services provided to students can be extended to the external environment.

For example, libraries, sports and cultural events may be organized by universities, and the rest of the community may be allowed to use and participate in them. Fundraising activities can be formalized if links between the university and its alumni are strengthened. In fact, the generally accepted modern university, through its hierarchy, is able to strictly manage its contributions to regional development - the generally accepted contributions in support of territorial organizational events. It is also able to provide significant support to laboratories to meet their needs.

The transition from the model of the matrix university to the model of the generally accepted modern university goes through two important organizational changes: the multiplication of in-demand and essential services and the inevitable clarification of the role of mechanical bureaucracy in the global functioning of this type of university. As a model of a generally accepted modern university, we can cite the structure Russian University Friendship between nations. Separate RUDN structures with the status of a legal entity (the Unicum Center, the National Information Center for Academic Recognition and Student Mobility of the Ministry of Education of the Russian Federation, the International Law Institute) introduce elements of a multipolar university into the organizational structure of the university.

Technopolis University (multipolar university)

The generally accepted modern university (OSU) is replacing the technopolis university (UT). arising from the growing needs of society. According to the classification of M. Meskon, such a university can be attributed to conglomerate-type organizations, in which a matrix structure can be used in one department, an entrepreneurial structure in another, and a functional structure in a third. Forty years ago Kerr K., former president of the University of California at Berkeley, celebrated the rise of the multi-university. which is a pluralistic organization in its structure.

The structure of the technopolis complemented the organizational structure of the generally accepted modern university with three elements.

Independent organizations that often operate as separate legal entities. These independent organizations are needed to meet new societal needs, such as continuing education, establishing experimental testing centers, organizing research, recognizing academic qualifications, and creating mixed centers that cooperate with firms, companies and government organizations involved in the creation and dissemination of information.
Horizontal subdivisions necessary to guarantee horizontal links, or to achieve goals that can be provided by matrix organizations.
Endogenous Growth Units are nothing more than research and service organizations. They arise as a result of the initiative of university personnel.

A new figure appears at the university - a "breakthrough" professor, an enterprising professor who is able to load the laboratory with his own projects and is able to lead research groups and create self-financing organizations. The "breakthrough" professor becomes a key figure in understanding the growth of the university's ability to promote regional development.

The traditional management systems of the mainstream modern university must be supplemented with new, much-needed services. The new university-technopolis is structured in the same way as a technology park or so-called new urban structures (the similarity between a university and a technopolis is too obvious. A technopolis is understood as a spatial urban system for which there is synergy to coordinate the actions of individual agents with different functions and requiring coordinated leadership The university-technopolis has a variety of functions: from purely urban to the means of production, research and education.Thus, the university-technopolis physically resembles a reduced Silicon Valley.National multidisciplinary American universities can be classified as such universities, in Fig. 5-7 the following are presented organizational structures: New York University School of Education, University of Arizona, Harvard University Harvard University can rightfully be classified as a technopolis university, it currently has 144 research centers and 10 colleges. The centers have a matrix structure of subordination, among them 35 scientific research centers are connected with natural sciences. humanities, 13 centers work in the field of business, 37 centers in the field of medicine and health, 12 centers in scientific research related to the government, 18 centers in the field of law, etc. Such a number of centers expands the existing and already extensive infrastructure of the university, which, on the one hand, allows to conduct fundamental and applied scientific research in a wide range of areas, on the other hand, to train masters and Ph.Ds at the highest level. It is no coincidence that the ratio of bachelor's and master's degrees across the continent differs sharply from generally accepted standards. Usually, in universities, the main field of activity is the education of students in bachelor's programs, and only 15-25% study in master's and postgraduate studies, at Harvard, on the contrary, only 35% of all students study undergraduate programs, but 65% study in master's and postgraduate programs.

Rice. 5. Organizational structure of the New York University School of Education

In a technopolis university, various organizational structures can coexist at the same time; here there is a correlation with the space where organizations are considered from the point of view of the complexity of their structure. The existence in space of various units of a dissimilar nature does not exclude either the reality of organization or the possibility of management and coordination. The technopolis university is created through open structuring, when classrooms are connected with laboratories and other university spaces (institutes, horizontal centers etc.). However, the role of research activity acquires other aspects, not only in relation to the "individual-group" formula, but also from an organizational point of view, becoming the result of internal dynamics generated by the relationship of supply and demand.

Rice. 6. Organizational structure of the University of Arizona

Units, fully or partially autonomous, multiply and demand an organizational response to their needs. Research becomes part of the production system and the number of people dedicated to research increases exponentially. There is a certain dependence that predetermines organizational adaptation to the required form of financing. The organization of research involves the distribution of professors by university. The multiplicity of data collection points and subdivisions regulates the distribution of students over the three stages of education (undergraduate, graduate, postgraduate). In Kazakhstan, the existence of such universities is not yet provided, since the university cannot have independent legal entities in its structure, therefore, new legislative initiatives in higher education are needed that will expand the powers of universities and create conditions for the creation of such structures.

Rice. 7. Organizational structure of Harvard University

The following factors can be attributed to the features of US corporate universities:

the multifunctionality of the university, or the ability to both generate and provide the transfer of modern knowledge;
strong focus on research and development, primarily on basic research:
availability of a system for training specialists with a scientific degree (doctor, master, bachelor);
focus on modern trends science, high technology and innovation sector in the economy, science, technology:
a wide range of specialties and specializations, including natural Sciences, social sciences and humanities:
high professional level teachers hired on the basis of competitions, including international ones; the availability of opportunities to invite leading specialists from around the world for temporary work;
a high degree of information openness and integration into international system science and education;
receptivity to world experience, flexibility in relation to new areas of scientific research and teaching methodology;
competition and selective approach in the recruitment of students;
formation of a special intellectual environment around the university;
the presence of corporate ethics based on the sciences, democratic values and academic freedoms;
striving for leadership within the region, country, world and educational community as a whole.

Innovative, Entrepreneurial University

New conditions for the functioning of higher education with low public funding for the majority state universities and fierce inter-university competition force public and private universities to work as a market enterprise. Thus, to ensure its self-development, the university must use the principles of work entrepreneurial organization. The main specialized markets of an entrepreneurial university are the market of educational services, the labor market and the market of science-intensive developments. Innovation management offers universities the implementation of a complete innovation cycle from obtaining new knowledge to its commercial implementation in the specialized market. New knowledge obtained in the course of fundamental and exploratory research is further implemented as part of the stages of a complete innovation cycle along various trajectories.

Clark B. notes the following characteristic features of an entrepreneurial university.

Strong management core. The rector and his cadres work as a leading group, committed to the cause, standing firmly on their feet. A support structure is being restored to guide change and an "innovative" apparatus is being organized.
Decentralization and incentive to create peripheral units (transformable and looking for rapid growth) . The concept of a “holding” university is being developed, while new research units are “invented” in addition to new sour cream enterprises, funds, etc. The autonomy of rapidly growing units is encouraged.
Differentiation of funding sources. Support is provided for the Technology Transfer Center.
putting pressure on the classical structural units (faculties and departments) to stimulate change. Strategic plans for all structural divisions are being implemented.
Entrepreneurial culture becomes common for all personnel.

The new culture predetermines the dialogue between all governing bodies. Budgetary relations between departments are changing.

However, progress towards an entrepreneurial university cannot occur unless the basic conditions are laid down, some of which are closely tied to the university charter:

creating goals, concepts:
transition from a vertical university to a technopolis;
advocating for cultural change to spread the knowledge of the model to all communities through an innovation program.

The entrepreneurial structure, along with others, can be included in the general organizational structure of a university for a technopolis university, which is most typical for American universities.

European universities believe that the dynamic development of universities requires close and business relationships with business and expanded funding from a variety of sources.

Rice. 8. Links of the market of educational services and science-intensive developments with related markets

In connection with this position, in December 2003 the Gelsenkirch Declaration on Institutional Entrepreneurial Management and Entrepreneurial Studies in European Higher Education Systems was adopted. It set the following tasks for the transition of universities to entrepreneurial institutional management:

professionalization of university management and staff, combined with strong executive leadership;
diversification of income sources;
study and integration of new market management methods, subject to careful attitude to key academic values;
close ties with the business community and society:
development of a proactive and innovative entrepreneurial culture: transfer of knowledge, founding of new production companies, continuing education and establishing contacts with alumni, including to raise funds;
integrating academic and research units through the blurring of traditional disciplinary boundaries and the establishment of project initiatives that are in line with new methods of knowledge production and application.

With a market model of economic relations, marketing plays an important role in the development of the market for educational and scientific services and in strengthening the competitiveness of an educational institution. On fig. Figure 8 shows that the scope of marketing for higher education institutions is not only paid education, but also the production of educational literature, the sale of patents, know-how, and science-intensive developments. "The target result of marketing activity is the most effective satisfaction of the needs of: the individual - in education; the educational institution, in the development and well-being of its teaching staff and employees, the training of specialists at a high level; society - in the expanded reproduction of the total personal and intellectual potential."

All over the world, great importance is attached to the creation of national innovation systems that link science and business, which largely determines the country's competitiveness in the international market. In October 2003, in Brussels, at a seminar

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

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

The faculty has its own name, symbols, service documentation forms, seal.

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

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

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

Planning and organization of the 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 governing the educational process in educational institutions Russia.

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

The positions of the dean of the faculty and the 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 may be held at the request of more than half of its members.

The composition of the Academic Council of the faculty, on the proposal of the dean, is approved by order of the rector of the university.

The faculty is managed by the dean, who is elected by the Academic Council of the university.

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

The elected dean is approved in the position by the 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 supervises the educational, educational, scientific work, the practice of students and supervises them;

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

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

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

5) supervise the preparation of postgraduate students and the work to improve

qualifications of the teaching staff;

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

7) organizes and conducts inter-departmental, scientific and methodological meetings and conferences;

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

9) develops measures aimed at improving the training of specialists graduating from the faculty.

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

Chair – 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 presentation 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 on a competitive basis from among the teaching staff, as a rule, with the title of professor or associate professor, for a period of 5 years. The election of the head is 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 faculty, graduate students, senior and junior researchers, teaching support and administrative staff, established by the staffing table.

The department can have the status of a graduate (responsible for the preparation of a specific group of students in a specific specialty) and a non-graduating one (responsible for teaching a specific discipline).

The main tasks of the department are:

- creating conditions to meet the needs of students in raising the level of professional and cultural knowledge;

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

– advanced training of the staff of the department;

- improving the quality of methodological support of the educational process;

– development of new learning technologies;

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

– organizing and conducting scientific research on the orders of enterprises and organizations and carrying out
experimental design work;

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

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

student group

A student of a higher educational institution is a person enrolled in the established order in a higher education institution for study. The student is issued a student card and a record book.

The student is obliged to be polite to all employees of the university, its administration, teachers, staff, and peers. Only in this case he has the right to count on mutual respect. The main duty of the student is to actively acquire knowledge. While within the walls of the university, the student must comply with the standards of conduct that the university considers necessary for its students.

In the learning process, the student is a partner in joint activities in relation to the university, and, recognizing this partnership, the student undertakes to resolve all emerging problems in the spirit of respect for the interests of the university staff. The university, for its part, seeks to form in the mind of the student such moral values as disinterestedness in the search for truth, honesty and mercy.

Students join in student groups. The team of the group has the right:

- elect the headman, decide on his release from duties and apply to the dean's office with a proposal to approve the decision adopted by the meeting of the group;

- make proposals and make inquiries to the university administration on all issues of the group's life;

- to nominate candidates for the award of nominal scholarships;

– apply to the scholarship commission for the award of scholarships to members of the study group;

- submit proposals to the dean's office on the encouragement and punishment of students of the group;

- make proposals to the student council of the hostel about the accommodation and placement of group members in rooms and buildings.

During the learning process, the student has the right to:

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

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

– appeal against orders and orders of the university administration in accordance with the procedure established by the legislation of the Russian Federation;

– free use of the university library;

- take part in research activities.

The student has the right to be reinstated in a higher education institution within five years after being expelled from it at his own request or for a good reason.

The student is obliged to possess knowledge, to perform all types of classes provided for by the curriculum and training programs, to comply with the charter of the university, the rules of internal regulations and the hostel. For violation of the obligations stipulated 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.

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
§ Department of 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 work

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 activity and increasing 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 information documents on financial activities;
· ensuring, together with the Department of Accounting and Financial Control and other divisions, 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 FSBEI HPE "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 dated 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 the graduating department of the 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 government agencies that carry out 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.

N	University	Nature of activity	Challenges of the external environment	Answers
1 .	New York University	One of the largest multidisciplinary private universities in the USA	Reducing government funding	Integrative mission with business image Strong president and board of trustees (power centralization) Clan culture of the academic community Network structure of the university Decentralized faculties and structural units and centralized financial planning
2.	University of Michigan - Ann Arbor	Large public multidisciplinary university in the USA	Multicultural integration	Mission Statement of Integrated Diversity as a Measure of Excellence Commitment to leadership and management
3.	University of California - Berkeley	Large public, multidisciplinary university in the USA	Reduction of the state funding	Cost containment through university restructuring Integrated Planning Joint stock management
4.	Bokoni University	Small private specialized Italian university		Strong, Focused external environment, mission Differentiated matrix structure Collegiate management Entrepreneurial culture financial autonomy
5.	Gallen University	Small public specialized Swiss university	Opportunities: higher education differentiation, market	Institutional autonomy Mission focused on the external environment Entrepreneurial culture Diversified financial funds Differentiated competencies Collegiate Leadership
6.	University of Science - Vienna	Large state specialized	Crisis: Mandatory Organizational Reform	Vision and goals for external profile and strategy Partial status autonomy through law

The structure of the university management. Organizational structure of the university. Organization of maintenance of the system for collecting, processing and displaying tourist information