Currently modern system higher education undergoing major changes. Transition of major Russian universities to autonomous management leads to an urgent need to choose the optimal organizational structure for university management, which would allow it to successfully function, compete and develop in the market educational services. The main idea of creating an autonomous institution is to provide the university with significantly greater financial and economic opportunities for independent development compared to budgetary institutions, and at the same time increase the responsibility of autonomous institutions for obligations, change the principles of their financing by the state. Since this type of state (municipal) institutions has significant differences from budget institution, then changes in the management system are inevitable, as well as a collision with new problems and risks.
The organizational structure is the skeleton of any organization and further development depends on its structure. And knowing the structure, its advantages and disadvantages, you can purposefully influence individual elements control system, bringing it into line with changing conditions. Based on this, the requirements for the modern organizational structure were formed:

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

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

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

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

5. Flexibility. The ability to change in accordance with changes in the external environment.

6. Stability of the management structure. The invariability of its basic properties under various external influences, the integrity of the functioning of the control system and its elements.

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

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

Hierarchical management structures are characterized by a clear division of labor, the use of qualified specialists in each position; hierarchical management, in which the lower level is subordinate and controlled by the higher; the presence of formal rules and norms that ensure the uniformity of the performance of their tasks and duties by managers.
I would also like to point out that in currently there is such a problem as the artificial inflation of the bureaucratic apparatus of power, which manifests itself in the slow speed of decision-making. And while the decision is approved by all levels of government, it may lose its relevance, thereby having negative consequences.

The antipode of hierarchical structures is adaptive ones, they are more flexible types of organizational structures, which, in comparison with hierarchical ones, are better adapted to a quick change in external conditions, but they are rarely used in university management. The adaptive management structure is characterized by decentralization and the participation of specialists in decision-making, broadly defined responsibility for work, flexibility of the power structure, a small number of levels of hierarchy, the distribution of work between employees is determined not by their positions, but by the nature of the problems being solved.

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 at the time of a 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 science-intensive products Tomsk region is 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 economic modernization in the region according to the stated priority areas as part of a project to create a Center for Education, Research and Development in the Tomsk Region.

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, ACU is guided by the current legislation of the Russian Federation, regulatory legal acts and teaching materials on housekeeping, 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:

ensuring reliable, economical and safe operation of electrical installations, heat supply systems, water supply and sewerage, ventilation equipment,

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

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

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

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

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

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

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

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

Preparation of orders and instructions regulating the activities of departments and services of the university to maintain comfortable conditions in educational buildings and dormitories,

Preparation of quarterly and annual reports on utility and household expenses for federal agency of 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,

Conducting an analysis of the economic condition and business reputation on the proposal of the interested departments legal entities participating in quotations and tenders for contract work and purchases,

Participation within their competence in the selection and placement of personnel, prevention of penetration into the personnel of TUSUR by persons who harbor criminal intentions that can cause damage to the interests of TUSUR,

conducting inspections 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 the security of the organization, constant and systematic analysis of 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, use technical means inspection and security

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

participation in official investigations,

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

Department of material and technical supply (OMTS).

The responsibilities of the OMTS include:

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

· Storage of material assets in the warehouses of the university and their issuance at the request of departments.

Department of property management.

The tasks of the property management department include:

· obtaining expert assessments in Ministry of Education and Science of the Russian Federation,

Obtaining approval from the owner of the Federal Property Management Agency for the lease of premises,

- appraisal of the market value of premises,

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

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

Department of labor protection.

The main tasks of the labor protection department:

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

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

organization of preventive work to prevent industrial injuries, occupational diseases and diseases caused by production factors, as well as work to improve working conditions;

· informing and advising all TUSUR employees on labor protection issues;

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

Department of Capital Construction (OKS).

The main responsibilities of the OKS:

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

Checking estimates of contractors

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

drawing up defective statements and determining the cost of construction work,

interaction with construction and design organizations.

1 .3 University governing bodies

The university has autonomy and is responsible for its activities to every student, society and state. The autonomy of the university is understood as its independence in the selection and placement of personnel, the implementation of educational, scientific, financial, economic and other activities in accordance with the legislation of the Russian Federation and this Charter.

The management of the university is carried out in accordance with the legislation of the Russian Federation, the Model Regulations on educational institution higher vocational education(higher educational institution) and this Charter on the principles of combining unity of command and collegiality. The competence of the Founder is established by this Charter, as well as federal laws and regulatory legal acts of the President of the Russian Federation or the Government of the Russian Federation.

For solutions critical issues 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, members of the Academic Council of the university should be no more than 50 percent of the total number of delegates. The conference is considered eligible if at least two thirds of the list of its delegates took part in its work. The decision of the conference is considered adopted if more than 50 percent of the delegates present at the conference voted for it. The competence of the conference includes:

1) adoption of the Charter of the university and changes made to it;

2) election of the Academic Council of the university;

3) election of the Rector of the university;

4) discussing the project and making a decision on concluding a collective agreement;

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

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

The norms of representation in the Academic Council of the university from its structural divisions and students are determined by the Academic Council of the university. Representatives of structural units and students are considered elected to the Academic Council of the university or recalled from it if more than 50 percent of the delegates present at the conference voted for them (if there are at least two-thirds of the list of delegates). The composition of the Academic Council of the university is announced by order of the rector.

In case of dismissal (expulsion) from the university of a member of the Academic Council, he is automatically removed from its composition. The term of office of the Academic Council is not more than 5 (five) years. Early elections of members of the Academic Council are held at the request of at least half of its members.

The faculties that are part of the university are headed by deans (heads) elected by the academic council by secret ballot for up to five years from among the most qualified and authoritative specialists, who, as a rule, have an academic degree or title, and are approved in the position by order of the Rector of the university.

The procedure for electing the dean of the faculty is determined by the local act of the university, approved by the Rector.

The department is headed by the head, elected by the academic council by secret ballot for up to five years from among the most qualified and authoritative specialists of the relevant profile, who, as a rule, have an academic degree or title, and approved in the position by order of the Rector of the University.

The procedure for electing the head of the department is determined by the local act of the university, approved by the Rector. The head of the department is personally responsible for the level and results of the scientific and educational work of the department.

Direct management of the activities of the branch is carried out by the director, appointed to the position by order of the Rector from among persons who, as a rule, have experience in educational and methodological and (or) scientific and organizational work in a higher educational institution. The director of the branch acts on the basis of a power of attorney issued by the Rector of the university. The director of the branch is personally responsible for the results of the work of the branch headed by him.

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

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

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

The conference of scientific and pedagogical workers, representatives of other categories of employees and students of TUSUR for the election of a rector (hereinafter referred to as the conference) is held no earlier than 4 months and no later than the expiration of the term of office of the current rector. The date of the election of the rector is subject to agreement with the Federal Agency for Education in accordance with the established procedure.

Qualification and other requirements for candidates for the position of university rector:

1. The rector of TUSUR is elected at the conference by secret ballot for a term of up to 5 years on a competitive basis based on the results of the discussion of the programs of candidates for the position of rector from among highly qualified scientific and pedagogical workers or specialists.

2. A candidate for the position of rector must meet the following requirements:

Be a citizen of the Russian Federation;

Have an academic degree and (or) academic title;

Be under 65 years of age.

3. A candidate for the post of rector must have the knowledge, skills and abilities of planning and implementing the educational and research process, and have high moral and ethical qualities.

Preparation for the election of the rector of the university:

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

2. The preparation and conduct of the election of the rector, as well as control over compliance with these Regulations, is carried out by the commission for the election of the rector (hereinafter referred to as the commission).

3. The commission is formed in the amount of at least five people from scientific and pedagogical workers and employees representing research institutes, faculties and other structural divisions of the university. The current rector cannot be a member of the commission.

4. The composition of the commission and its chairman are approved by the Academic Council of the University. Members of the commission nominated as candidates for the position of rector are excluded from the composition of the commission. In this case, no new members are included in the commission.

5. The commission independently elects a vice-chairman, a secretary and distributes duties among its members. Commission meetings are held as necessary and are considered competent if at least 2/3 of its members are present at the meeting. The date of the meeting is determined by the chairman of the commission. Decisions of the commission are taken by a majority vote of those present. All decisions of the commission are drawn up in minutes and signed by the chairman and secretary of the commission.

6. A special room is allocated for the work of the commission. Information about the location of the commission and the schedule of its work is brought to the attention of university employees.

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

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

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

a) the Academic Council of the University;

b) academic councils of structural subdivisions of the university;

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

d) public organizations;

e) associations of university employees;

e) self-nomination of candidates is allowed.

3. The decision to nominate or support a candidate for the position of rector is made by open voting by a simple majority of votes of those present at the meeting (meeting) in the presence of at least 2/3 of the members of academic councils or collectives. The number of candidates for the post of rector is not limited.

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

4. A candidate for the post of rector has the right to withdraw his candidacy before the start of secret voting at the conference upon a written application to the commission. At the same time, the repeated nomination of a candidate during the current election campaign is not allowed.

5. The minutes of meetings of academic councils, meetings of labor collectives of structural divisions of the university on 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 of 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 a higher educational institution in relations with state bodies, local governments, public and other organizations;

- participation in solving issues of improving the educational, scientific, educational, organizational and managerial activities of the university.

4) The President has the right:

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

- participate in the consideration of issues of educational, scientific, industrial, personnel and educational activities on 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 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;

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).

Possibilities:

Create a family "nest";

Find new friends.

Illness, injury;

Expulsion from the university;

Choice of another specialty;

Lack of a workplace or a high level of 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.

To begin with, let's analyze the influence of strengths on the above opportunities. The first paragraph of the column "Opportunities" indicates the receipt of a decent education, namely, to successfully graduate from the university. Therefore, without perseverance and persistent pursuit of the goal, this is impossible. It is also necessary to have willpower, responsibility, self-control and accuracy. The second paragraph mentions financial independence from parents. To have a net worth, you just need to be responsible and be able to persevere. And for a good and high-quality work they receive a high salary, therefore, accuracy also takes place at this point. The third paragraph refers to the estate promising work or about 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 in full and with high quality, and pass everything perfectly examination papers. 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 presence of a job that will suit you in terms of 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
	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
	master the methods quantitative analysis and modeling, theoretical and experimental research	Mathematics
	understanding the role and importance of information and information technologies in the development of modern society and economic knowledge	Computer science
	master the basic methods, ways and means of obtaining, storing, processing information, skills of working with a computer as a means of information management	Computer science
	the ability to work with information in global computer networks and corporate information systems Oh	Computer science
	the ability to carry out business communication: 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
	ability to choose mathematical models 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 // Official informational portal University - TUSUR // Date of access (28.06.2013).

2. Charter of TUSUR.

3. Regulatory documents.

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

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

Application

Figure 1 - The structure of the administration.

Hosted on Allbest.ru

1. Overview of typical organizational structures of universities

1.2. Features of modern organizational structures of universities

The influence of the market strongly affects the system of higher education in Russia. Having received new duties and freedoms, universities create new structures. The emerging structures are close to those traditionally used by entrepreneurs. These are the inevitable functions and divisions for management in a competitive environment: strategic management, marketing, project management, boards of trustees. Universities adjust the strategic goals of their activities and, of course, make the necessary changes to the organizational structure. At the same time, the emergence of new tasks and services often occurs spontaneously. That is why new units sometimes come out heavy, poorly structured.

The structure of a developing university should be viable, flexible and dynamic. In this regard, it is relevant to develop a scientifically based management structure educational process, a structure that effectively functions in an open information and educational space, provides easy access to the information being studied, stimulates the generation of new knowledge and ensures the competitiveness of graduates in the labor market.

Consider the most common organizational structures, initially focusing on the accepted typology. In the economic literature, classical schemes of organizational structures are given:

1) hierarchical (bureaucratic),

2) linear,

3) linear staff,

4) divisional (divisional),

5) organic (adaptive),

6) brigade (cross-functional),

7) design,

8) matrix (program target).

The structure of university management is largely determined by the decision-making mechanism, who makes them and what it focuses on. The evolution of the external environment, changes in the demands of external and internal agents in relation to the university force it to transform its goals; along with this, the organizational structure of management is also being adapted.

1. Hierarchical (bureaucratic) types of structures. Inherited by the Russian high school As a legacy from the Soviet period, the traditional organization of the university can be characterized as a hierarchical departmentalization. The educational subsystem of the university, which implements the main task of a higher educational institution, can be characterized as a disciplinary departmentalization, since the grouping of people and resources is carried out around academic disciplines. It should be noted that disciplinary departmentalization leads to a deep specialization of activities, and gives rise to inter-faculty and inter-departmental organizational barriers, which characterizes the university exclusively as a “hierarchical bureaucracy”, meaning ignoring the content component of its activities, identifying it with production organizations or state structures.

Weaknesses and strengths of the functional structure of the organization are given in Table. 1.

Table 1

Weaknesses and strengths of the hierarchical structure

Strengths

Weak sides

1. Economies of scale within one functional unit.

2. Allows employees to professionally develop and improve their skills.

3. Contributes to the implementation of the functional tasks of the organization.

4. Works well when training in a small number of specialties

1. Slow reaction to changes in the environment.

2. It can lead to the fact that all problems begin to be sent to the upper levels of the hierarchy, vertical connections are overloaded.

3. Weak horizontal coordination between departments.

4. Hinders innovation.

5. Limited vision by employees of the goals of the organization

2. Linear organizational structure. The basis of linear structures is the so-called "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services is formed, penetrating the entire organization from top to bottom. The results of the work of each service are evaluated by indicators characterizing the fulfillment by them of their goals and objectives. The management structure of SFU is currently fully consistent with this classical system with all its advantages and disadvantages.

3. Line staff organizational structure. This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any lower units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one.

4. Divisional (divisional) management structure. The emergence of such structures is due to a sharp increase in the size of organizations, the diversification of their activities (diversification), the complication of technological processes in a dynamically changing environment. In this regard, divisional management structures began to emerge, primarily in large corporations, which began to provide some independence to their production units, leaving the development strategy, research and development, financial and investment policy, etc. to the management of the corporation. In this type of structures an attempt was made to combine centralized coordination and control of activities with decentralized management. This principle is implemented in business management in structures such as a financial holding quite applicable to the organization of university management.

5. Organic types of structures. Organic or adaptive management structures began to develop around the end of the 70s, when, on the one hand, the creation of an international market for goods and services sharply intensified competition among enterprises and life demanded from enterprises high efficiency and quality of work, and a quick response to market changes, and, on the other hand, the inability of structures of the hierarchical type to meet these conditions became obvious. The main property of organic management structures is their ability to change their form, adapting to changing conditions. For classical universities with their production cycle of 4-6 years and sufficient inertia of the labor market, the use of such structures is very problematic.

6. Team (cross-functional) structure. The basis of this management structure is the organization of work in working groups (teams), in many respects directly opposite to the hierarchical type of structures. The main principles of such a management organization are:

autonomous work of working groups (teams);

Independent decision-making by working groups and horizontal coordination of activities;

replacement of rigid managerial ties of a bureaucratic type with flexible ties;

Involvement of employees from different departments to develop and solve problems.

These principles destroy the rigid distribution of employees in production, engineering, economic and management services inherent in hierarchical structures and are completely unacceptable in the existing system of higher education in Russia and in the world.

7. Project management structure. The basic principle of building a project structure is the concept of a project, which is understood as any purposeful change in the system, for example, the development and production of a new product, the introduction of new technologies, the construction of facilities, etc. The activity of the enterprise is considered as a set of ongoing projects, each of which has a fixed beginning and end. For each project, labor, financial, industrial, etc. resources are allocated, which are managed by the project manager. Each project has its own structure, and project management includes defining its goals, forming a structure, planning and organizing work, and coordinating the actions of performers. After the project is completed, the project structure falls apart, its components, including employees, move to a new project or leave (if they worked on a contract basis).

8. Matrix (program-target) management structure. Such a structure is a network structure built on the principle of dual subordination of performers: on the one hand, to the direct head of the functional service, which provides staff and technical assistance to the project manager, on the other hand, to the project or target program manager, who is endowed with the necessary authority to implement the management process . With such an organization, the project manager interacts with two groups of subordinates: with permanent members of the project team and with other employees of functional departments who report to him temporarily and on a limited range of issues. At the same time, their subordination to the direct heads of subdivisions, departments, and services is maintained. For activities that have a clearly defined beginning and end, projects are formed, for ongoing activities - targeted programs. In an organization, both projects and targeted programs can coexist.

It is quite obvious that such an approach can be, and is successfully implemented in the practice of Russian and foreign universities, applied to the management of research and development of universities. The problem is only in the effective integration of this method in the divisional structure of the university management, as the most appropriate in conditions similar to the functioning of the SFU.

Taking into account foreign experience, it should be noted that most public colleges and universities in the United States are not managed by one board, but part of a matrix system: a group state universities in which each has its own mission, academic and other programs, internal policies and practices, as well as a chief operating officer, which are managed by a single board through systemic director. Other universities with their own presidents or nominal heads and academic councils, etc. approve their own faculty, enroll students, develop (in accordance with the system policy) their own programs, standards, curricula, increase their funds through donations and research contracts, allocate these funds (along with government funds and tuition fees) to various competing departments and divert them to various uses.

The matrix structure of the university is optimal when environment is very variable and the goals of the organization reflect dual requirements, when both links with specific units and functional goals are equally important.

In a matrix structure, horizontal teams exist on par with traditional vertical hierarchies. The Matrix University is a step towards a modern university. 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 may be organized as university research centres. 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. The 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.

Rice. 2. The structure of the matrix university

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

table 2

Weaknesses and strengths of the matrix structure of the organization

Strengths

Weak sides

1. Helps to achieve the coordination necessary to meet the dual demands of consumers.

2. Provides flexible distribution of human resources between types of educational and scientific activity.

3. Enables you to perform complex tasks in a rapidly changing, unstable environment.

4. Allows both to develop professional qualities and improve the quality of the service provided.

5. Best for multi-service organizations

1. Employees must obey two branches of government, which can be depressing for them.

2. Employees require exceptional human communication skills and specific training.

3. Time consuming: Frequent meetings and negotiations are required to resolve conflicts.

4. 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.

5. Maintaining the balance of power requires significant effort.

Business‒ Engineering‒ Group. Typology of organizational structures. http://bigc.ru/consulting/consulting_projects/struct/org_typology.php

Grudzinsky A.O. Social mechanism for managing an innovative university. Abstract of the dissertation for the degree of Doctor of Sociological Sciences. - St. Petersburg, 2005.

Here, the office work department of the university has two-way communications with all departments and structures of the university. So, for example, from the rector's office, the records management department receives: orders, letters, documents that are registered and sent to the appropriate department for execution. The planning and economic department and the accounting department also provide the documentation necessary for the work of the office work department, as well as for correspondence with external organizations. Mainly, information for correspondence is provided by the planning and economic department. In addition to all of the above, the office work department is associated with all departments with all kinds of reports, requests, certificates, orders (both to the office work department and the office work department to other departments and structures).

In order to understand the sequence of information processing in the CID process and in the processes of accounting and registration and legal identification of documents, the work of the OD is represented by the original data scheme, fig. 56, infological, fig. 57, and datalogical, fig. 58, models of office management department.

original data schema od

D1 - letters, D2 - documents, D3 - reports, D4 - requests, D5 - personal files, D6 - orders, D7 - certificates.

Infological model od

infological model is a diagram that displays the process of removing the necessary information from objects with subsequent transformation. The information taken from the objects for processing into response documents represents the input, output and structural information of the information space of the task. To build layouts of processed documents according to the infological scheme, a dataological scheme is built.

Data model

University documentation

Editable

External organizations

Incoming documentation - Ministry

Editable

Outgoing Documentation

Enterprise (organization)

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 of legal support and document management
o Department of Analysis and Development Strategy of the University
o Management accounting and financial control (UBUiFK)
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 organic compounds and polymer processing
§ Basic Department of Technology 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 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

The financial and economic department is a structural subdivision of the Voronezh State University of Engineering Technologies.

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

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

The main tasks of the Financial and Economic Department are:

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

DEPARTMENT OF ACCOUNTING AND FINANCIAL CONTROL

The Department of Accounting and Financial Control (UBUiFK) is a structural subdivision of the FGBOU VPO "Voronezh state university engineering technologies”, carrying out accounting in accordance with the requirements of the current legislation of the Russian Federation and regulatory legal acts.

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

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

The main tasks of UBUiFK are:

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

LEGAL DEPARTMENT

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

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

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

The main tasks of the legal department are:

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

FACULTY OF ECONOMICS AND MANAGEMENT - COMPARISON CHOOSE US!

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

The dean's office employs:

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

Faculty personnel:

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

Faculty departments:

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

Direction of training of specialists:

· 080101 Economic security

Directions for the preparation of bachelors:

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

Directions for the preparation of masters:

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

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

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

DEPARTMENT OF ECONOMIC SECURITY AND FINANCIAL MONITORING

The department was founded in 1961 and is a graduating department Faculty of Economics. The highly qualified staff is headed by the Honored Worker of Science, Doctor of Economics, 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 prepares graduates for 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 symbiosis 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 of the financial market, tax structures, the system of social protection of the population, financial, 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 studying, students receive fundamental training in the field of economics and law, acquire practical skills in economic, law enforcement, auditing, information, analytical and management activities. IN educational process professional and scientific seminars on criminology and forensic science, forensic economic expertise, insurance, securities market, etc. are provided.

Graduates of this specialty are in demand in state structures performing control and supervisory functions in the financial and economic spheres of activity, in the internal control services of state and commercial companies, providing financial and economic security enterprises.

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;
count financial indicators activities 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 on a full-time and correspondence forms learning.

The development of this profile involves the study of the processes of formation and execution of budgets different levels, order of planning, accounting and reporting in organizations, 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.

Organizational structure of university management. Organizational structure of the university Organizational structure of the higher education institution