Suchergebnisse

The paper discusses the role of corporate knowledge in higher education institutions management. The author presents the results of original research entitled Corporate Knowledge in University Management. The research was conducted at the universities of Belgorod, Voronezh and Kursk regions in order to assess the attitude of current university actors towards the need for corporate knowledge to be constructed. The respondents demonstrated the lack of understanding of corporate knowledge; the latter was ineffectively disseminated in educational organizations. Besides, the modalities regarding corporate knowledge management at the university were distorted. This deformation was of the bureaucratic nature and resulted from the extensive formalities of the academic process. Different groups of respondents (experts and administrators) think that further development of the university's corporate knowledge will be possible if this knowledge is systematized. In conclusion, the author presents the long-term objectives of future research in this regard and provides recommendations for the use of corporate knowledge at the university.

The professionalization of university management takes place in many countries and is part of the transformation of the higher education sector. Professionalization of university management in the USA, Great Britain, many EU countries and other parts of the world includes the implementation of the concept of strategic management of public and private universities, as well as strengthening and improving the administration and professional development of managers in the higher education sector. The adoption of Law 2.0 creates an organizational space for the introduction of various management solutions. The basis of organizational changes is the increase in competition, diversity of the university's mission and internationalization. It can be argued that greater freedom in the application of various organizational solutions and increased competition will favor the professionalization of management. Numerous strategic, structural and managerial solutions will be tested at universities and adjusted to their needs.

University activity and effective functioning is the object of constant discussions. This is taking place in all countries, having university education sector. It is understandable, that the context of every country is different, having individual traits and peculiarities. Lithuania is not an exception. The country's higher education system experiences serious challenges, which are caused both by local socioeconomic changes and international global matters. Labour market dynamism and the changing society require flexible, innovative and creative lifelong learning possibilities. Higher education institutions do not limit themselves with basic specialist preparation, but search possibilities for the specialists and professionals to improve, change their specializations, train their personal abilities and develop high level professional competencies. Thus, continuing teaching (studies) at universities becomes more and more urgent.

The paper presents a response to the article by P.A. Orekhovsky and V.I. Razumov, which was devoted to the various problems of Russian higher education and science. As far as we agree with the main message of this article, we are trying to look at the exposed problems from the point of view of management theory. We think that our view seems relevant and methodologically justified, since most of the exposed problems require serious management decisions. It is shown that sometimes absurd reforms and reorganizations pursue very specific goals, which, at the same time, are not reported to the affected entities. In this context, the metaphor of the carnival fits perfectly, and P. A. Orekhovsky and V.I. Razumov use it well. We show the importance of organizational culture within university management. Culture is not an object of manipulation. It is created by people and sometimes controls the leader even more than vice-versa. This is especially important because most of the elements of effective management (task setting, evaluation, monitoring, feedback, etc.) in each organization are to a certain extent determined by culture. It is proposed to return to a system of appointing university rectors, as this will increase the rector's responsibility for decisions made, as well as eliminate elections, which are often formalities. The pyramidal structure of decision making means a critical dependence of the effectiveness of the organization on the qualities and abilities of the central unit, which, as a rule, consists of one senior official. If that official makes ineffective decisions, then even a perfect hierarchy will idle or even begin to self-destruct. The main flaw of such a structure is that all the information necessary for making decisions is concentrated at the bottom of the hierarchical pyramid (among the subordinates), and all the responsibility and the right to make decisions are at the top (among the senior officials). Our own position presupposes the justification of the transition from the current vertical hierarchical management model within the Russian higher education institutions to a subsidiarity model, according to which decision-making should be carried out at the lowest or least centralized level of government.

"Universities are being buffeted by multiple disruptive trends, including increased competition for both funding and students, as well as from new institutions that are nimbler and more responsive to the external environment. To survive this reality, university leaders must engage in effective strategic planning that cascades from the president or vice-chancellor's office to individual faculty and staff. Outcomes of an effective institutional strategy are the alignment of resource allocation with strategic goals, and the facilitation of clear and transparent decision-making for new program development, research capacity growth, and infrastructure investment. With increasing expectations for university leaders to engage in strategic planning, Strategic University Management: Future Proofing Your Institution provides a practical framework for managing the process and delivering results. This book illustrates that the inherent weaving of strategic planning and organizational culture through engaged consultation facilitates a culture of responsiveness, rather than complacency. Providing an in depth overview of the value strategy can create in universities, it provides a framework for initiating, implementing and assessing strategic planning in a university setting that will make it valuable to researchers, academics, university leaders, and students in the fields of strategic planning, organizational studies, leadership, and higher education management"--

As a response to current global trends in the field of higher education and studies, the attitude has become prevalent in the European Commission and among member states of the European Union (EU) that major reforms are required to help European higher education successfully compete under the conditions of globalization and a knowledge-based economy. Studies focused on student personal success and citizenship education are inseparable from technological advancement and international mobility opportunities, the integration of top international teachers, collaborative studies with students from various countries, as well as other factors that can help prepare open, tolerant, creative and well-prepared graduates. The quality of research and education remains a priority in European higher education. University management must be based on community spirit, the autonomy of academic units, as well as on a results-oriented approach leading toward greater efficiency and financial stability. The aim of the present article is to examine the effects of management innovations in higher education using the case of Mykolas Romeris University, as this learning institution was one of the first in Lithuania to apply the modern study management methods. The research goal is to determine whether or not there is a difference between general higher education trends in Lithuania and the trends observed at MRU. Descriptive statistical methods were applied in the data analysis, with the relations of the data, the indexes as well as speed of change calculated. Strength among links is assessed using the Pearson correlation coefficient. The article analyses the use of modern innovation management methods that have helped the university survive in the difficult conditions of greater competition and reduced state funding.

As a response to current global trends in the field of higher education and studies, the attitude has become prevalent in the European Commission and among member states of the European Union (EU) that major reforms are required to help European higher education successfully compete under the conditions of globalization and a knowledge-based economy. Studies focused on student personal success and citizenship education are inseparable from technological advancement and international mobility opportunities, the integration of top international teachers, collaborative studies with students from various countries, as well as other factors that can help prepare open, tolerant, creative and well-prepared graduates. The quality of research and education remains a priority in European higher education. University management must be based on community spirit, the autonomy of academic units, as well as on a results-oriented approach leading toward greater efficiency and financial stability. The aim of the present article is to examine the effects of management innovations in higher education using the case of Mykolas Romeris University, as this learning institution was one of the first in Lithuania to apply the modern study management methods. The research goal is to determine whether or not there is a difference between general higher education trends in Lithuania and the trends observed at MRU. Descriptive statistical methods were applied in the data analysis, with the relations of the data, the indexes as well as speed of change calculated. Strength among links is assessed using the Pearson correlation coefficient. The article analyses the use of modern innovation management methods that have helped the university survive in the difficult conditions of greater competition and reduced state funding.