Заведующие кафедрами в условиях меняющихся механизмов управления в высших учебных заведениях России
Based on an empirical study, the article considers management practices at the departments of higher education institutions in the context of the recent education policy reforms in Russia. It was found out that the “new managerialist” policy does not comply with the existing practices of regulation of academic work based on collegiality and informal redistribution of workload. The role of heads of departments in such circumstances becomes peculiar.
Survey of the APPAM International conference on area of Public Management. Different positions about the trends of development of public services and quality evaluations of services presented.
The label “performance management" encompasses a diverse range of managerial tools used to define goals, create plans, allocate managerial discretion, measure outcomes and reward performance.
In the Russian practice of public management of such a kind, tools have been introduced not as parts of a prearranged and logically coordinated system, rather as and when the need has arisen for them, with approbation during the course of application and turning away from methods that have not proved themselves, meaning by a process of trial and error. In line with this, the sections of this chapter have been arranged not in the logic of a holistic performance management system, rather as a chronological order of decision making on the introduction of given tools.
The process of introducing performance management tools began in Russia in 2004 from a departmental level. It was from this year that so-called reports on performance and key activities of federal executive authorities were drawn up which, in essence, were their indicative plans. This tool still remains in management practice. It is to this that the first section of this chapter is dedicated.
The second section addresses performance management tools of a higher level required to determine and substantiate national objectives, coordinate and balance departmental plans. Such targeted management tools of a federal level consider the concept of long-term development, the main activities of government and sector-based state programs.
The next section is devoted to the tool designed for budgeting at public institutions, which has come to be known as the “government assignment”. On the one hand the government assignment contains a plan pertaining to the volume and the quality of the work and the services of an organization while, on the other, pertaining to the volume funds, allocated to execute the set work and services. Thus, this tool to the greatest extent reflects the principles of performance-based budgeting and assumes a tying in of the volume and quality of services with budget allocations.
The fourth section covers administrative regulations and standards in public services. These tools are used in government bodies to establish standards for quality of service and interaction with the general public and non-governmental organizations.
Finally, in recent years, Russia has seen a fairly broad application of various tools for assessing the activity of federal, regional and municipal authorities, including that of the heads of authorities. These tools are described in the fifth section.
In the article the international experience of management of employment in the public sector is shown, corresponding numerical calculations are given, the thought on possibility of its use in Russia is stated. The author believes that transfer of some functions into outsourcing in frameworks of the policy of the new public management (NPM) can be one of directions of perfection of the management of employment efficiency and payment in the public sector. Simultaneously he expresses his conviction that reduction of the number of the occupied should not be mechanical, but the thought over and gradual process assuming simultaneous increase of efficiency of activity in the sphere of the public management.
The Global Future of Higher Education and the Academic Profession focuses on the all-important emerging BRIC (Brazil, Russia, India, and China) nations by analyzing the academic profession and particularly salaries and contracts. The professoriate is key to the success of any academic system, and this is the first book to carefully analyze academic systems and the academic profession.
The academic profession must be adequately paid, and appointments to academic jobs must be based on merit and provide an effective career path for the 'best and brightest' to be attracted to the profession. The BRICs show a variety of approaches to academic careers—and none provide globally competitive salaries. China and Russia, in particular, pay academics poorly. Using purchasing power parity, this book is able to accurately compare the actual purchasing power of the academic profession. The book also analyzes how professors are appointed and promoted.
While the BRICs may be emerging global economic powers, their academic systems still face significant challenges.
The analysis of the professional competence models within the development of the New Public Management concept is performed in the article. The problems related to the use of assignments by civil servants are investigated. In addition, the comparative analysis of the professional competence models in the sphere of public and municipal administration is carried out in the research.
In 2006, Russia amended its competition law and added the concepts of ‘collective dominance’ and its abuse. This was seen as an attempt to address the common problem of ‘conscious parallelism’ among firms in concentrated industries. Critics feared that the enforcement of this provision would become tantamount to government regulation of prices. In this paper we examine the enforcement experience to date, looking especially closely at sanctions imposed on firms in the oil industry. Some difficulties and complications experienced in enforcement are analysed, and some alternative strategies for addressing anticompetitive behaviour in concentrated industries discussed.
This article is talking about state management and cultural policy, their nature and content in term of the new tendency - development of postindustrial society. It mentioned here, that at the moment cultural policy is the base of regional political activity and that regions can get strong competitive advantage if they are able to implement cultural policy successfully. All these trends can produce elements of new economic development.