МЕХАНИЗМЫ ПРИНЯТИЯ СТРАТЕГИЧЕСКИХ УПРАВЛЕНЧЕСКИХ РЕШЕНИЙ ПРИ РАЗРАБОТКЕ ШКОЛЬНЫХ ПРОГРАММ РАЗВИТИЯ

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Introduction. State policy requires the school principal to focus on developing the school to improve the quality of its results. The scientific problem is that, on the one hand, the principal is obliged to perform the function of strategic development of the school, and on the other hand, the priority of this function among Russian principals is lower than that of their colleagues from PISA research leader countries. School strategic development management is inseparably linked to its development program. The aim of the study is to investigate and describe the mechanisms for strategic management decision-making in the development of school programs. Materials and methods. In conducting the study, such theoretical methods as studying scientific literature on the topic, generalization, and comparative analysis were used to determine the theoretical framework for the mechanisms of making strategic management decisions. Among the empirical methods for obtaining data on specific mechanisms for strategic management decision-making in the development of school programs, a method of conducting semi-structured interviews was applied. Results of the study. Approaches to school strategic management were considered, and the subjects and main stages of the mechanism for strategic management decision-making were identified. Based on the results of interviews conducted with the principals of twelve schools in the Irkutsk region, the peculiarities of mechanisms for strategic management decision-making in the development of school programs were studied and analyzed. Three different decision-making mechanisms were identified: administrative, participatory with minimal involvement of teachers and no other interested parties; and participatory with involvement of teachers and interested parties. An author’s classification of options for teacher participation in processes of preparing and making strategic management decisions was carried out depending on the degree of their involvement. Discussion and conclusion. The data obtained during the study show significant differences in the mechanisms used for decision-making by different management teams, with some schools still maintaining an administrative management model. The results of interviews indicate a situation where leaders underestimate the importance of identifying and analyzing problems when making strategic management decisions. The information can be used by municipal and regional officials to organize work with school management teams. They will also be useful directly to school directors in our country for building optimal mechanisms for making strategic management decisions in the development of school programs.