<<
>>

2.4.1. The general principles of strategic management of high school

Strategic management is a program way of thinking and the management, providing the coordination of the purposes, possibilities of the organisation and interests of workers. He assumes not only definition of a general course (behaviour) of the organisation and activity maintenance on its basis, on and increase of motivation of all workers in its realisation.
Today the scope of strategic management is extremely diverse.
It will give huge advantages to the organisations functioning in various spheres of ability to live of a modern society. These advantages consist in rational use of the limited resources and time. Besides, strategic management gives rise to feeling of confidence at the personnel of the organisations and their managers, promotes consecutive working out and realisation of administrative decisions, focuses on a sustainable development in the conditions of the market.
It is necessary to notice also, that strategic management is not only working out of the program of development, but also acceptance, and performance of strategic decisions. It also a complex of processes, the phenomena and the characteristics reflecting prioritetnost of the purposes and dynamics of development, timeliness of decisions and actions, a future prediction, the analysis of consequences of operating influences and innovations [1611
As it is marked in work [4], the majority of authors define strategic management as «activity on economically effective achievement of the perspective purposes of the enterprise of a pas to a basis of deduction of competitive advantages and adequate reaction to environment changes». Authors of work [85] consider, that the purpose stra tegicheskogo managements is «maintenance of long-term potential of competitiveness of firm».
O.S.Vihamsky makes following definition of strategic management [33]: «This such management of the organisation which leans against human potential as its basis, focuses industrial activity on inquiries of consumers, carries out flexible regulation and timely changes in the organisations answering to a call from an environment and allowing to achieve competitive advantages, that in aggregate gives the chance to the organisation to survive in long-term prospect, reaching thus the purposes».
Thus, it is possible at tverzhdat, that the problem of management investigated by us competitiveness of high school by preservation of available competitive advantages and formation new is the central problem of strategic management.
It is obvious, that high schools essentially differ from business concerns, g lavnoj which purpose is profit reception. However, as it seems to us, they can essentially raise efficiency of the activity if will take advantage of toolkit of the strategic menedzh-cop.
However, according to a number of researchers (see, for example, [4]), all aspects of essence of strategic management assume specificity of the economic subject who is forming and putting into practice strategy adequate to own nature. In other words, the higher educational institution, assuming to use toolkit of strategic management, should possess a number of obligatory characteristics.
The high school should have the sufficient resource potential providing its business activity and mobility in the conditions of an astable environment. The lack of resources - financial, material, information, intellectual - does not allow economic subjects to develop and realise successfully strategy even sometimes in the most favorable external conditions.
The role of resources in strategic management is essentially important not only because without them the subject will not reach a strategic target.
Re-sursy is a potential of the organisation. Their strategic value consists, in - the first, in possibilities consisting in them to develop optimum strategy for the subject (a formation source), secondly, in essentially possible influence on an environment (character of use), thirdly, in specifically strategic statement of the purposes of the subject (an action direction).
Important a high school problem is ability to combine resources with available kompetentsijami and to find the market adequate to this symbiosis I write.
The high school should have shots as for realisation of the problems in the field of educational and research activity, and in spheres of marketing, financial management, strategicheskoju and an operational administration.
Especially it is necessary to pay attention to organizational-structural strategic potential of high school. Functional organizational structures of the majority of domestic high schools overload the top management of the decision of current problems, not allowing to the right degree to concentrate on strategic problems of the organisation.
Adaptability, undoubtedly, is the basis for enough dlitelnoju maintenance of competitiveness of high school in the market of educational services, however strategy means not only adaptation to environment changes, but also active interaction with it. Strategically active high school should napravlenno influence on Wednesday, creating conditions for achievement of strategic targets. Forms and methods of this influence can be various - influence on public authorities of all levels, attraction of mass media, the organisation of dialogue and partner relations with employers and other representatives re -
gionalnogo business, cooperation with establishments of average vocational training and region schools, active formation of demand for educational services at potential consumers, introduction of ethical standards of competitive rivalry in the market.
Let's notice, that the essence of strategic management consists in the answer of a pas three major questions:
Where now there is an organisation;
In what direction, according to the top management, it should develop in the future;
As it is going to get to that position where it wishes to see a management.
To these questions there correspond three basic phases of strategic management: the strategic analysis, strategic tselepolaganie, a strategic choice. In turn, for realisation of the listed phases in the scheme strategicheskoju process the block of strategic diagnostics, the block strategic tselepolagapija and the block of strategic planning should be included. If in addition to include in the scheme the block of strategic controlling which will provide possibility to trace on key indicators the mechanism of realisation of strategy and the decision of strategic problems, and in case of need to introduce corrective amendments in strategic targets or high school strategy we will receive the closed strategic managerial process (fig. 2.4.1.).
104
The strategic analysis
The block of strategic diagnostics the External Internal analysis the analysis
Strategic tselepolaganis
iz
Shred strategic nelepolagapkja high school Mission 11ели auza
Strategic choice
The block of strategic planning
Formation the Choice alysonativ strategy i
С1ратсгическнй
The plan
\z
Pkpi.i cnafTOMooro^nr-Mw-Hi
The decision of strategic problems
The block of strategic diagnostics
Fig. 2.4.1. Process of strategic management by high school
<< | >>
A source: Romanova Irina Borisovna. Ensuring competitive features of higher education institutions in the regional educational services market: theory and practice. 2006

More on topic 2.4.1. The general principles of strategic management of high school:

  1. the Role of rating technologies in system of strategic management of regional high school
  2. 4.2. Principles of formation of a grocery policy of high school
  3. 1.3 Principles of definition of expenses for preparation of the expert in the state high school
  4. 3.4 Methodical recommendations about optimisation of management by expenses of the state high school
  5. 3.4. Realisation of the concept of management by projects in high school
  6. Chapter 4. Marketing tools management of competitiveness of high school.
  7. the GENERAL APPROACHES To ESTIMATION DOSTIZHENIJATREBOVANY To LEVEL podgotovkivypusknikov osnovnoji HIGH SCHOOL
  8. 1 MANAGEMENT of EXPENSES of the STATE HIGH SCHOOL In the conditions of REFORMING of the MAXIMUM VOCATIONAL TRAINING
  9. MANAGEMENT OF STRATEGY OF DEVELOPMENT OF HIGH SCHOOL WITH ALLOWANCE FOR FEATURES OF THE REGIONAL LABOUR MARKET
  10. Functions, principles and methods of strategic management of the noncommercial organisations in the conditions of crisis