Polyakova Yulia Vladimirovna
“I believe that the qualities of a manager
must be judged by how well he can
organize a large number of people and
how effectively can he achieve
the best results from each of them,
merging into a single whole.
A. Morita
School in the traditions of all times, for different nations has always been in the center of attention. Its success depends a lot on who runs it. Currently, the role of the school director is becoming especially relevant, who must be able not only to organize the educational process, but also to make it cost-effective. Today, when school principals work in a market economy, they are required to make many important management decisions- from finding ways to make money to finding ways to improve the quality of education. The question arises - who is he, the effective leader of a modern school?
Based on materials from the press conference “Towards a New School. The role of the director in the modernization of general education ":
II Kalina, Deputy Minister of Education and Science of the Russian Federation: "the key figure in the school is the school director, who gathers teachers and creates conditions for effective work."
ME AND. Kuzminov stressed that “ personal example and the personal relationships that the director builds are key. Great manager, not loving people a great manager who is not a teacher cannot run a school. "
NN Pryanishnikov: “being a school director is much more difficult than a head modern business: fewer resources, more tasks
K.M. Ushakov: one of the main tasks of the director is “to develop the mission of the organization and make it a personal matter for everyone”, because pedagogical work is not possible without awareness of the mission.
Modern educational requirements are changing the position of the headmaster as a manager. Now you need knowledge of financial management and school economics. To do this, you need to have strategic thinking, but also know the educational process well. The combination of these qualities will improve the quality of education, which is the main task of a modern school.
For development innovation activities the school needs a competent, skillful mastery of new technologies by the director. Only when the director is on own experience will understand how important and convenient it is to use modern technologies in their work, then it will become an indispensable condition for changing the attitude in the development of these technologies by the team.
An effective leader of a modern school solves the main task - to ensure the anticipatory nature of education: to set tasks that are important today and which will become even more important tomorrow, and, most importantly, to be able to find ways to solve them.
School management is essential for more than just effective management personnel, coordinating their activities in achieving the set goals, tasks, decisions taken, as well as in the organization of control and analysis of their implementation. In the context of rapidly implemented changes in education, one must know well their essence and nature, regulatory framework, changes legislative framework regulating education. The principal is a key figure for effective educational change. The fate of Russian education and, ultimately, the future of Russia depends on its ability to accept and implement the main ideas of modernization.
The director manages the child, the parents and the teaching staff. To do this, he must be a teacher and organizer, possess legal and economic knowledge. He must take care of the role of the teacher in his team, help improve the qualifications of teachers, create conditions for the disclosure of their creative abilities. To create comfortable learning conditions at school, he needs knowledge of pedagogy, psychology, and various techniques. Teaching work, despite the heavy workload, is necessary, because she helps in strengthening relationships with teachers and students.
Also, any leader needs to have special personal qualities that ensure success management activities... The efficiency of the school depends on the style of team management. It is in the management style that the personal qualities of the leader are manifested. For a manager, developing and improving his personal qualities, changing the style of leadership, you can increase work efficiency educational institution.
The professional competence of a school leader today, more than ever before, includes managerial, pedagogical, communicative, diagnostic and research qualities, the effectiveness of his work is determined by the level of formation of professional knowledge and skills, the degree of development of professionally significant personal qualities that are necessary for the implementation of managerial functions to achieve the intended goals.
One of the mandatory personality traits of a leader is self-confidence. The leader knows everything, knows how, maybe! And if he doesn’t know, then he will find out, find a way out, he will be able to. What does a confident leader mean for a subordinate? This is, first of all, the fact that in a difficult situation you can rely on such a leader, with such a leader it is easier to think about the future, he gives a certain psychological comfort, provides and increases motivation to work.
Emotional is obligatory for the leader.
poise and stress resistance. The leader must control his emotional manifestations. He is constantly surrounded by people, and with all of them, regardless of mood and personal disposition, he should have even, business relationship... In addition, emotional imbalance can reduce a person's self-confidence, and thereby also his business activity.
There are few people who are born leaders, talented leaders. But it is possible to become so - there would be a desire, a desire for knowledge, the use of new technologies, efficiency, and most importantly, tolerance towards others. A wise leader understands that the main thing he has at his disposal is his subordinates. He gives them preference over other people. The leader achieves something only thanks to his subordinates. And therefore, one of the main tasks of the manager's efficiency is the ability to understand people, their knowledge, and character traits. “Management is about development, about impacting people,” said Lawrence Eppley, president of the American Management Association, many years ago. There is nothing more to add to this.
The principal is a key figure in the school. And success in school depends on who is in charge of it. Today, when school principals operate in a market economy, they are required to make many important management decisions every day, from finding ways to make money to finding ways to improve the quality of education. The question arises - who is he, the effective leader of a modern school?
Modern educational requirements are changing the position of the headmaster as a manager. Now you need knowledge of financial management and school economics. To do this, you need to have strategic thinking, but also know the educational process well.
A good director is bound to achieve self-directed bookkeeping and full regulatory funding for their educational institution. He will certainly develop a remuneration system, but with his own individual school characteristics. He will certainly create or initiate the emergence of a certain public body management (for example, a good parent committee), will find sponsors.
For the development of innovative activities in the school, a competent, skillful mastery of the director of new technologies is necessary. Only when the director realizes from his own experience how important and convenient it is to use modern technologies in his work, then this will become an indispensable condition for changing the attitude in the development of these technologies by the team.
An effective leader of a modern school must keep up with the times: set tasks that are important today and that will become even more important tomorrow, and, most importantly, be able to find ways to solve them.
The modern director knows how to work with both the child and the parents and the teaching staff. To do this, he must be a teacher and organizer, possess legal and economic knowledge. He must take care of the role of the teacher in his team, help improve the qualifications of teachers, create conditions for the disclosure of their creative abilities. To create comfortable learning conditions at school, he needs knowledge of pedagogy, psychology, and various techniques. Teaching work, despite the heavy workload, is necessary, because she helps in strengthening relationships with teachers and students.
The head of the school must have certain personal qualities that ensure the success of management activities. This is tolerance, tact, good breeding, inner harmony, optimism.
One of the mandatory personality traits of a leader is self-confidence. The leader knows everything, knows how, maybe! And if he doesn’t know, then he will find out, find a way out, he will be able to. Such a director will certainly become an authority for his subordinates.
Emotional is obligatory for the leader.
poise and stress resistance. The leader must control his emotions regardless of his mood and be always positive.
The modern headmaster must take care of the prestige of the school. These are various district and regional competitions, conferences, seminars, master classes, and communication with society. If possible, give the school the opportunity to be an experimental platform in certain areas, to arrange international student exchanges. The future depends on how much the school knows by word of mouth.
The psychological climate in the school plays an important role. The director monitors interpersonal relationships teacher-student. Students should view school as their “second home” and teachers as their friend mentors. The supervisor should set up a dedicated recreation room for teachers and children.
Of course, being a modern director is not easy. Only a strong, solid, creative, talented, honest, intelligent person can occupy such a position.
The national educational initiative "Our New School" says that the role of the headmaster in the new school will change: the degree of freedom and the level of his responsibility must increase. Why this is important and what needs to be improved in the system of raising the level of directors' qualifications, Konstantin Ushakov, editor-in-chief of the School Director magazine, told RIA Novosti in an interview with RIA Novosti.
Konstantin Mikhailovich, today directors are increasingly perceived as managers and, to a lesser extent, as teachers. What tasks should the headmaster solve?
The main task of the head of any organization, including the head of the school, is the integration and training of personnel. A good director should, whenever possible, hire the best, and train those who are already on the job.
Today there is a lot of talk about competencies, over-subject skills of students, but they are not brought up within the framework of one subject, this is the result of group efforts, and a group needs to be created. School collectives are mostly disunited, each teacher deals only with his own subject. And if someone can solve the problems posed, it is the director.
- What prevents directors from working on their teams?
The director simply does not have the strength to do this. He is too busy with other work: meetings once or twice a week, countless letters that have to be answered daily to higher authorities and inspectors.
The powers of the director under the law are enormous, but there are no opportunities for their implementation. The pendulum should swing in the other direction - increasing the real powers and greater independence of the first person of the school. The director should work more with the team. But he needs more time for this.
- Should the director teach?
I'm not sure that the director should be a model in this regard. This is simply impossible if your teaching load is small and half the hours of it are replaced - the director is now and then required for various meetings. It is difficult to maintain a high level of professionalism in such conditions.
Learning to teach adults is a completely different technique, and it seems to me more important. This is the first skill and first ability for which future directors should be selected.
- “Directors” are not taught anywhere, they can only improve their qualifications on courses. Is this system effective?
It seems to me that we have a big gap between the professional development system and the school. You can say as beautiful things as you like that the students will like, but the result of the teacher's work should not be a high level of student satisfaction, but what will happen to them when they return to school. The courses are “not responsible” for their final result.
- And how can you track the results - did the director learn the knowledge or not?
There should be an intermediate support service for the school, which would provide her with assistance, especially at the organizational level - consult.
We do not have technologies for diagnosing organizational problems. Organizations, like people, get sick and diseases need to be diagnosed. But this is almost impossible to do from the inside, and only a specialist from the outside can tell what is wrong in the school and what can be improved in its work.
For example, the disease of collective disintegration - when each teacher is closed within the walls of his office and is occupied only with his own subject. This problem can only be noticed by the "outside" person. But there are no tools for this kind of diagnosis, no organizational consultants. There are few of them in business either.
Methodists regional institutions advanced training can provide assistance in a particular subject, but they do not solve organizational problems.
Of course, this work is costly and requires special qualifications. Without federal, regional and municipal support, these structures will not exist - schools are not able to pay specialists for this kind of consulting assistance.
The Our New School initiative states that principals should be able to study in their neighboring regions. Are these internships helpful?
The internships are a big step up from what it was before, when it seemed that the more teachers and principals listened to lectures, the better. But the effect is not noticeable, and the understanding comes that lectures are not the most effective method work with teachers. Professionals learn best from professionals.
But line up good internship technologically not so simple - and this is the next stage of work. Throughout the world, where progress has been made in the field of education, it is believed that the most effective professional development is on the spot, namely at school. And going somewhere is a holiday that is good only on rare occasions.
- Is it worth inviting an outside manager to the post of director?
Management techniques, regardless of their area, are basically the same. Yes, in the 90s people from outside became directors, but there are few such examples. Still, it is difficult to lead an organization without understanding its context, the specifics of its structure. When a person goes through all the stages from below (from teacher to head teacher and director), he understands the essence of what is happening more accurately and deeper.
The material was prepared by Elena Kuznetsova (SU-HSE), especially for RIA Novosti
Innovation manager- is a leader who organizes innovative activities, the timely development and development of innovations that ensure the stable development of the enterprise.
The main areas of responsibility of the innovation manager are: development of the enterprise development strategy; business organization (formation of an effective structure and management technology) and work with personnel.
Particular attention when working with personnel today is paid to stimulating their creative activity, developing the ability to solve complex and non-standard tasks, as well as methods of personnel motivation, which are understood as ways of encouraging employees to innovate in order to achieve the goals of the enterprise. Motivation should cover all development and implementation activities innovative ideas and projects.
Requirements are imposed on the innovation manager today, which can be divided into two groups: I - common to all managers and II - special, due to the peculiarities of innovation as an object of management.
General requirements to the manager:
1) professional knowledge(by the profile of the enterprise, economics, management, marketing, finance, etc.);
2) the ability to lead people (the power of persuasion, the ability to achieve one's own, willingness to cooperate, intuition, sociability);
3) the ability of strategic thinking (the ability to analyze and predict the situation, creativity);
4) the ability to achieve success (perseverance and endurance, independence of action, the ability to withstand stressful situations, ambition, initiative);
5) administrative skills (the ability to plan, the ability to make decisions, organizational skills).
THEORY AND PRACTICE
In one of the foreign magazines, the following list of qualities was offered, modern manager:
1. He is well informed about the situation related to the activities of the enterprise.
2. Seeks an understanding of reality based on experience and talent.
3. Predicts undesirable developments, knows how to unite the team.
4. Makes decisions that will be correct over the next five years.
5. Feels the change in the rules of the game in a timely manner and reacts to them accordingly.
6. Finds a balance between the demands of employees and the need for unpopular decisions.
7. Open to all new ideas one hundred percent.
8. Admits his mistakes, does not prosecute for dissent.
At the same time, for the manager responsible for the innovation policy of the enterprise, a number of special qualities:
Firstly, the ability to creatively approach the solution of complex management problems, in particular to the development of an enterprise strategy;
Secondly, intuition, flexibility and ability to quickly respond to change external environment(market situation, political and economic environment). The highest manifestation of intuition is the ability not only to anticipate changes, but also to influence the situation with the benefit of your enterprise;
third, the ability to optimally organize the activities of subordinates, to create conditions for their work that practically do not require intervention from the manager;
fourthly, the ability to be a leader, recognized by colleagues and subordinates (this property is especially necessary when the company finds itself in a difficult situation).
The most important component effective leadership- leadership. Translated from English, the word "leader" means: "head", "commander", "leader", "leader". Leadership- this is a special position in society ( social system), which is characterized by the ability of the individual to influence in a certain way collective behavior, to direct and organize it.
THEORY AND PRACTICE
The Harvard Business School (USA) formulates the following requirements for a leader:
Þ have a vision (people want to follow those who know where to go; they want to know why they are being led there);
Þ trust your subordinates;
Þ be cool;
Þ don't be afraid to take risks;
Þ be an expert (everyone must be convinced: the leader knows at least as much as they know themselves);
Þ stimulate manifestation different points vision;
Þ Find simple solutions to complex problems.
Distinguish between formal and informal leadership. Formal- associated with the appointment of a person to a managerial position, his position in society, organization. Informal leadership based on the authority acquired as a result of the recognition of the team's competence, high business, organizational and other personality traits that are important for the leader. A formal leader (for example, a director of a firm) is not always recognized in the team as informal. An innovation manager must be a leader.
Many foreign companies in the competitive selection of innovative managers use special tests for the conformity of the employee's qualities to the position. The highest assessment is given to the candidate in whom leadership is combined with high responsibility, a friendly attitude towards others, and efficiency and accuracy - with the timeliness of decisions. An approximate test for the conformity of the qualities required of an innovation manager is given in table. one.
According to Western experts, the success or failure of an enterprise today depends by almost 90% on the effectiveness of management. In connection with the transition of the Russian economy to the market, the role and importance of innovation management becomes especially important for enterprises.
Prepared by:
Maximishina Oksana Sergeevna,
Deputy Director for educational work, teacher of geography, KSU "Incomplete secondary school No. 31 "
the city of Petropavlovsk, North Kazakhstan region
The role of the head (director) in management modern school.
The head of the school (head of the school) is a key figure in the field of education, determining the success of the implementation of the ongoing changes in education. According to many experts in the field of pedagogical management, the director of a modern school is an effective leader who possesses such qualities as: competence; sociability; attentive attitude to subordinates; courage in making decisions; ability to creatively solve problems.
An effective school leader (director) is:
a creative person who is able to overcome stereotypes and find non-traditional ways to solve the problems facing the school, create and use innovative management technologies;
a person who constantly works on himself, on his professional and personal qualities;
a strategist who sees the prospects for the development of his school for several years ahead;
a person who inspires the teaching staff by his example.
Professor Alma Harris, Director of the Center for Leadership Research at the Institute of Education, University of London, believes that the skills and competencies that should be mastered modern leader(director) of the school, a lot, but the most important thing is the ability to form a team of teachers. It is the teacher who works directly with the student, and therefore the director must believe in the teacher, trust his opinion and admit that he can understand some issues better than him.
V last years significant changes are taking place in the Kazakh school. There is a saturation of the educational process with modern educational, technological equipment, teaching aids and training complexes.
V educational process innovative educational technologies are being introduced, and not at the level of replacing individual parts, but at the level of conceptual changes that require the training of qualified teachers of a new formation.
Schoolchildren of the 21st century differ significantly in development from schoolchildren of the 20th century. In these conditions, the functions and role of the head (director) of the school change significantly. On the one hand, the headmaster is an effective manager, since today the headmaster has to perform a lot of managerial functions - managing the budget, interacting with the public, interacting with higher management, etc. Organization management skills are becoming more and more important every day, and the director has no time to engage in pedagogy.
Peter Drucker, founder modern management Based on long-term observations, I came to a paradoxical conclusion: “strong professionals”, excellent specialists in their field, rarely become good leaders. This is due to the fact that control is a very special kind professional activity, the result of which is directly related to a person's personal performance.
On the other hand, within great freedom the director of a modern school, in addition to management theory, must understand modern educational paradigms, and priorities, and promising educational technologies.
Many experts believe that it does not matter what education the headmaster has, but teaching experience he should have: "Any school principal should" stand at the bench ", at the blackboard in the class - have teaching experience. Otherwise, he will not be able to be an effective school director. Maybe he will be able to manage the school budget well, but he will not be the headmaster in the real sense of the word. "
Professor Alma Harris, director of the Leadership Research Center at the Institute of Education, University of London, shares a similar point of view: “ Modern directors you need to be able to effectively, rationally and intelligently manage the school. But a school that is in serious trouble simply good manager few. She needs a director who, by example, can show what it is good lesson because in problem schools, as a rule, there are few good teachers, and teachers simply have nowhere to take examples of high-quality teaching practice. In this situation, the director must be able to do everything himself. "
In practice, when the director has a lot of managerial and other tasks, it is difficult to demand that he be an effective manager and an effective innovator in terms of pedagogical technologies. According to a number of researchers, today there are four main types of school leaders (principals):
"Democratic business executive";
"Democratic leader".
At the same time, two of them are most often encountered: "authoritarian business executive" and "authoritarian leader", the most popular of which is "authoritarian business executive".
Unfortunately, such a combination, when the director is both a talented teacher and an effective manager, is possible only ideally. Authors' schools are close to him, where the director is himself a generator of innovations. According to experts, “personal example and personal relationships that the director builds are key. A great manager who does not like people, a great manager who was not a teacher cannot run a school. "
For the most part, effective leaders are not born, but become. You can gain knowledge and skills of effective management through special training. At the same time, it is possible to achieve this through self-education. In all cases, appropriate motivation is needed: personal ambitions (I am no worse than others), the desire to make a career (the soldier who does not want to become a general is bad), school patriotism (my school is better), the desire to earn money (the better you work, you get more).
In modern times, the head (school director) is a coordinator, social builder, bearer of everything new, progressive and democratic. Based on various management principles, the leader uses in his work an individual approach to teachers, taking into account the person-centered approach.
One of the options for a person-centered approach to the socio-psychological and cultural-ethical aspects of management is the Dale Carnegie system, which he set out in his famous 10 rules:
1. Start with praise and a sincere acknowledgment of the other person's dignity.
2. Point out the mistakes of others not directly, but indirectly. Direct criticism is useless because it forces you to defend yourself.
3. First, talk about your own mistakes, and then criticize the interlocutor.
4. Ask your interlocutor questions instead of ordering them.
5. Give people the opportunity to save their prestige.
6. Be generous with praise.
7. Build people a good reputation, which they will strive to maintain and justify.
8. Encourage. Give the impression that mistakes are easy to fix by making whatever you encourage people to do is easy for them.
9. Make people enjoy doing what you want them to do.
10. Give people the ability to save their face.
« Effective manager"- a conditional concept denoting ideal leader, who knows the basic provisions of management theory, is able to effectively implement them in practice, and is characterized by high professional competence. An effective leader in modern society one who knows how to correctly formulate and solve problems.
There are plenty of methods and trainings on how to become an effective school director - choose according to your taste. For example, the methods of Peter Drucker, who believes that in order to become a successful leader, first of all, one must learn to manage oneself, because "the ability to manage is different for all people, but others are successfully managed by those who know how to lead themselves, their actions and decisions."
References:
Bolshakov A.S. Management. Tutorial... - SPb .: "Publishing house" Peter ", 2000. - 160 p.
Intraschool management: Questions of theory and practice. Ed. T.I.Shamova. - M., 1991 .-- p. 352
Isaev I.F. School as a pedagogical system: Fundamentals of management. - M .; Belgorod, 1997 .-- p. 286
Kustobaeva E. Managerial culture of the director: adequate self-esteem. Public education. - 2002. - No. 1.
Pedagogy. Ed. P.I. Pidkasistogo. - M., 1998. - p. 452
Modern School Management: A Guide for School Principal. Ed. M. M. Potashnik. - M., 1992 .-- p. 298
