Abstract

The article is devoted to the study of the dialectic of essence and definition of the complex category “technologies of pedagogical management”. The relevance of this study is due to the fact that technology in today’s conditions is the key to effective management of educational institutions. Despite the increased interest of the Ukrainian and foreign scholars in the studied issues, in the scientific and pedagogical literature there is no clarity in formulating the components of the key definition and there is no comprehensive definition of pedagogical management technologies, and hence their classification. Accordingly, there has been a need to identify its elements (“management”, “pedagogical management”, “technology”). In the process of research we used such methods as: inductive, deductive, critical analysis, comparison, grouping, classification, generalization. The article clarifies the definition of the term “management”. It was found that in the scientific and pedagogical literature, it is used in various modifications, the main of which are: “management in education”, “educational management”, “pedagogical management”, “school management”. The most common is “pedagogical management”, which is considered as: the science of management of pedagogical systems; organization of work of specialists of the educational institution for realization of the set purpose in the most effective and rational ways; organization of educational institution activities; educational institution management system; a special kind of skill of the head and managerial competence of a person. We came to the conclusion that the technology of pedagogical management is a set of management tools for the successful implementation of strategic directions of development of an educational institution. This set consists of modern methods and tools of effective management; principles, laws and laws of organization and management; psychological methods of creating a favorable educational environment; methods of positive influence on employees of the institution and students; systematic monitoring of the quality of education; marketing of educational services; anti-crisis strategies; professional reflection. Classification of pedagogical management technologies by the following types has been developed: personnel, team-building, effective management technologies, foresight technologies, marketing and anti-crisis technologies.

Highlights

  • Ɍɟɯɧɨɥɨɝɢɡɚɰɢɹ ɜ ɫɟɝɨɞɧɹɲɧɢɯ ɭɫɥɨɜɢɹɯ ɹɜɥɹɟɬɫɹ ɡɚɥɨɝɨɦ ɷɮɮɟɤɬɢɜɧɨɝɨ ɭɩɪɚɜɥɟɧɢɹ ɭɱɟɛɧɵɦ ɡɚɜɟɞɟɧɢɟɦ Ɉɧɚ ɨɛɭɫɥɨɜɥɢɜɚɟɬ ɩɨɢɫɤ ɬɟɯ ɭɩɪɚɜɥɟɧɱɟɫɤɢɯ ɢɧɫɬɪɭɦɟɧɬɨɜ ɤɨɬɨɪɵɟ ɦɨɝɭɬ ɛɵɬɶ ɪɟɡɭɥɶɬɚɬɢɜɧɨ ɢɫɩɨɥɶɡɨɜɚɧɵ ɜ ɩɟɞɚɝɨɝɢɱɟɫɤɨɦ ɩɪɨɰɟɫɫɟ ɋɨɨɬɜɟɬɫɬɜɟɧɧɨ ɜ ɫɬɚɬɶɟ ɢɫɫɥɟɞɨɜɚɧɚ ɞɢɚɥɟɤɬɢɤɚ ɫɭɳɧɨɫɬɢ ɢ ɨɩɪɟɞɟɥɟɧɢɹ ɤɨɦɩɥɟɤɫɧɨɣ ɤɚɬɟɝɨɪɢɢ ©ɬɟɯɧɨɥɨɝɢɢ ɩɟɞɚɝɨɝɢɱɟɫɤɨɝɨ ɦɟɧɟɞɠɦɟɧɬɚa ɉɪɨɜɟɞɟɧɚ ɢɞɟɧɬɢɮɢɤɚɰɢɹ ɟɟ ɷɥɟɦɟɧɬɨɜ ©ɦɟɧɟɞɠɦɟɧɬa ©ɩɟɞɚɝɨɝɢɱɟɫɤɢɣ ɦɟɧɟɞɠɦɟɧɬa ©ɬɟɯɧɨɥɨɝɢɢa ɫ ɩɨɦɨɳɶɸ ɬɚɤɢɯ ɦɟɬɨɞɨɜ ɧɚɭɱɧɨ ɩɟɞɚɝɨɝɢɱɟɫɤɨɝɨ ɢɫɫɥɟɞɨɜɚɧɢɹ ɤɚɤ ɢɧɞɭɤɬɢɜɧɵɣ ɞɟɞɭɤɬɢɜɧɵɣ ɤɪɢɬɢɱɟɫɤɢɣ ɚɧɚɥɢɡ ɫɪɚɜɧɟɧɢɟ ɝɪɭɩɩɢɪɨɜɤɚ ɤɥɚɫɫɢɮɢɤɚɰɢɹ ɨɛɨɛɳɟɧɢɟ ɍɬɨɱɧɟɧɨ ɨɩɪɟɞɟɥɟɧɢɟ ɩɨɧɹɬɢɹ ©ɦɟɧɟɞɠɦɟɧɬa ɍɫɬɚɧɨɜɥɟɧɨ ɱɬɨ ɜ ɧɚɭɱɧɨ ɩɟɞɚɝɨɝɢɱɟɫɤɨɣ ɥɢɬɟɪɚɬɭɪɟ ɞɚɧɧɵɣ ɬɟɪɦɢɧ ɭɩɨɬɪɟɛɥɹɟɬɫɹ ɜ ɪɚɡɥɢɱɧɵɯ ɦɨɞɢɮɢɤɚɰɢɹɯ ɨɫɧɨɜɧɵɦɢ ɢɡ ɤɨɬɨɪɵɯ ɹɜɥɹɸɬɫɹ ɇɚɭɤɨɜɿ ɡɚɩɢɫɤɢ ɋɟɪɿɹ ɩɟɞɚɝɨɝɿɤɚ 2.

  • Ɍɟɯɧɨɥɨɝɿɡɚɰɿɹ ɜ ɭɦɨɜɚɯ ɫɶɨɝɨɞɟɧɧɹ ɽ ɡɚɩɨɪɭɤɨɸ ɟɮɟɤɬɢɜɧɨɝɨ ɭɩɪɚɜɥɿɧɧɹ ɡɚɤɥɚɞɨɦ ɨɫɜɿɬɢ ȼɨɧɚ ɡɭɦɨɜɥɸɽ ɩɨɲɭɤ ɬɢɯ ɭɩɪɚɜɥɿɧɫɶɤɢɯ ɿɧɫɬɪɭɦɟɧɬɿɜ ɹɤɿ ɦɨɠɭɬɶ ɛɭɬɢ ɪɟɡɭɥɶɬɚɬɢɜɧɨ ɜɢɤɨɪɢɫɬɚɧɿ ɜ ɩɟɞɚɝɨɝɿɱɧɨɦɭ ɩɪɨɰɟɫɿ ȼɿɞɩɨɜɿɞɧɨ ɭ ɫɬɚɬɬɿ ɞɨɫɥɿɞɠɟɧɨ ɞɿɚɥɟɤɬɢɤɭ ɫɭɬɧɨɫɬɿ ɬɚ ɜɢɡɧɚɱɟɧɧɹ ɤɨɦɩɥɟɤɫɧɨʀ ɤɚɬɟɝɨɪɿʀ ©ɬɟɯɧɨɥɨɝɿʀ ɩɟɞɚɝɨɝɿɱɧɨɝɨ ɦɟɧɟɞɠɦɟɧɬɭa ɉɪɨɜɟɞɟɧɨ ɿɞɟɧɬɢɮɿɤɚɰɿɸ ʀʀ ɟɥɟɦɟɧɬɿɜ ©ɦɟɧɟɞɠɦɟɧɬa ©ɩɟɞɚɝɨɝɿɱɧɢɣ ɦɟɧɟɞɠɦɟɧɬa ©ɬɟɯɧɨɥɨɝɿʀa ɡɚ ɞɨɩɨɦɨɝɨɸ ɬɚɤɢɯ ɦɟɬɨɞɿɜ ɧɚɭɤɨɜɨ ɩɟɞɚɝɨɝɿɱɧɨɝɨ ɞɨɫɥɿɞɠɟɧɧɹ ɹɤ ɿɧɞɭɤɬɢɜɧɢɣ ɞɟɞɭɤɬɢɜɧɢɣ ɤɪɢɬɢɱɧɢɣ ɚɧɚɥɿɡ ɩɨɪɿɜɧɹɧɧɹ ɝɪɭɩɭɜɚɧɧɹ ɤɥɚɫɢɮɿɤɚɰɿɹ ɭɡɚɝɚɥɶɧɟɧɧɹ ɍɬɨɱɧɟɧɨ ɜɢɡɧɚɱɟɧɧɹ ɩɨɧɹɬɬɹ ©ɦɟɧɟɞɠɦɟɧɬa Ɂ¶ɹɫɨɜɚɧɨ ɳɨ ɜ ɧɚɭɤɨɜɨ ɩɟɞɚɝɨɝɿɱɧɿɣ ɥɿɬɟɪɚɬɭɪɿ ɰɟɣ ɬɟɪɦɿɧ ɜɠɢɜɚɽɬɶɫɹ ɭ ɪɿɡɧɢɯ ɦɨɞɢɮɿɤɚɰɿɹɯ ɨɫɧɨɜɧɢɦɢ ɡ ɹɤɢɯ ɽ ©ɦɟɧɟɞɠɦɟɧɬ ɜ ɨɫɜɿɬɿa ©ɨɫɜɿɬɧɿɣ ɦɟɧɟɞɠɦɟɧɬa ©ɩɟɞɚɝɨɝɿɱɧɢɣ ɦɟɧɟɞɠɦɟɧɬa ©ɲɤɿɥɶɧɢɣ ɦɟɧɟɞɠɦɟɧɬa ȼɢɹɜɥɟɧɨ ɳɨ ɧɚɣɛɿɥɶɲ ɩɨɲɢɪɟɧɢɦ ɽ ©ɩɟɞɚɝɨɝɿɱɧɢɣ ɦɟɧɟɞɠɦɟɧɬa Ɍɟɯɧɨɥɨɝɿʀ ɩɟɞɚɝɨɝɿɱɧɨɝɨ ɦɟɧɟɞɠɦɟɧɬɭ ɪɨɡɝɥɹɞɚɸɬɶɫɹ ɧɚɦɢ ɹɤ ɧɚɛɿɪ ɭɩɪɚɜɥɿɧɫɶɤɢɯ ɿɧɫɬɪɭɦɟɧɬɿɜ ɞɥɹ ɭɫɩɿɲɧɨʀ ɪɟɚɥɿɡɚɰɿʀ ɫɬɪɚɬɟɝɿɱɧɢɯ ɧɚɩɪɹɦɤɿɜ ɪɨɡɜɢɬɤɭ ɡɚɤɥɚɞɭ ɨɫɜɿɬɢ ɐɟɣ ɧɚɛɿɪ ɫɤɥɚɞɚɽɬɶɫɹ ɿɡ ɫɭɱɚɫɧɢɯ ɦɟɬɨɞɿɜ ɿ ɡɚɫɨɛɿɜ ɟɮɟɤɬɢɜɧɨɝɨ ɦɟɧɟɞɠɦɟɧɬɭ ɩɪɢɧɰɢɩɿɜ ɡɚɤɨɧɿɜ ɿ ɡɚɤɨɧɨɦɿɪɧɨɫɬɟɣ ɨɪɝɚɧɿɡɚɰɿʀ ɣ ɭɩɪɚɜɥɿɧɧɹ ɩɫɢɯɨɥɨɝɿɱɧɢɯ ɩɪɢɣɨɦɿɜ ɫɬɜɨɪɟɧɧɹ ɫɩɪɢɹɬɥɢɜɨɝɨ ɨɫɜɿɬɧɶɨɝɨ ɫɟɪɟɞɨɜɢɳɚ ɦɟɬɨɞɿɜ ɩɨɡɢɬɢɜɧɨɝɨ ɜɩɥɢɜɭ ɧɚ ɩɪɚɰɿɜɧɢɤɿɜ ɡɚɤɥɚɞɭ ɬɚ ɡɞɨɛɭɜɚɱɿɜ ɨɫɜɿɬɢ ɫɢɫɬɟɦɧɨɝɨ ɦɨɧɿɬɨɪɢɧɝɭ ɹɤɨɫɬɿ ɨɫɜɿɬɢ ɦɚɪɤɟɬɢɧɝɭ ɨɫɜɿɬɧɿɯ ɩɨɫɥɭɝ ɚɧɬɢɤɪɢɡɨɜɢɯ ɫɬɪɚɬɟɝɿɣ ɩɪɨɮɟɫɿɣɧɨʀ ɪɟɮɥɟɤɫɿʀ ɬɨɳɨ Ɋɨɡɪɨɛɥɟɧɨ ɤɥɚɫɢɮɿɤɚɰɿɸ ɬɟɯɧɨɥɨɝɿɣ ɩɟɞɚɝɨɝɿɱɧɨɝɨ ɦɟɧɟɞɠɦɟɧɬɭ ɡɚ ɬɚɤɢɦɢ ɜɢɞɚɦɢ ɤɚɞɪɨɜɿ ɤɨɦɚɧɞɨɭɬɜɨɪɸɸɱɿ ɬɟɯɧɨɥɨɝɿʀ ɟɮɟɤɬɢɜɧɨɝɨ ɦɟɧɟɞɠɦɟɧɬɭ ɮɨɪɫɚɣɬ ɬɟɯɧɨɥɨɝɿʀ ɦɚɪɤɟɬɢɧɝɨɜɿ ɬɚ ɚɧɬɢɤɪɢɡɨɜɿ ɬɟɯɧɨɥɨɝɿʀ

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Summary

Introduction

Ɍɟɯɧɨɥɨɝɢɡɚɰɢɹ ɜ ɫɟɝɨɞɧɹɲɧɢɯ ɭɫɥɨɜɢɹɯ ɹɜɥɹɟɬɫɹ ɡɚɥɨɝɨɦ ɷɮɮɟɤɬɢɜɧɨɝɨ ɭɩɪɚɜɥɟɧɢɹ ɭɱɟɛɧɵɦ ɡɚɜɟɞɟɧɢɟɦ Ɉɧɚ ɨɛɭɫɥɨɜɥɢɜɚɟɬ ɩɨɢɫɤ ɬɟɯ ɭɩɪɚɜɥɟɧɱɟɫɤɢɯ ɢɧɫɬɪɭɦɟɧɬɨɜ ɤɨɬɨɪɵɟ ɦɨɝɭɬ ɛɵɬɶ ɪɟɡɭɥɶɬɚɬɢɜɧɨ ɢɫɩɨɥɶɡɨɜɚɧɵ ɜ ɩɟɞɚɝɨɝɢɱɟɫɤɨɦ ɩɪɨɰɟɫɫɟ ɋɨɨɬɜɟɬɫɬɜɟɧɧɨ ɜ ɫɬɚɬɶɟ ɢɫɫɥɟɞɨɜɚɧɚ ɞɢɚɥɟɤɬɢɤɚ ɫɭɳɧɨɫɬɢ ɢ ɨɩɪɟɞɟɥɟɧɢɹ ɤɨɦɩɥɟɤɫɧɨɣ ɤɚɬɟɝɨɪɢɢ ©ɬɟɯɧɨɥɨɝɢɢ ɩɟɞɚɝɨɝɢɱɟɫɤɨɝɨ ɦɟɧɟɞɠɦɟɧɬɚa ɉɪɨɜɟɞɟɧɚ ɢɞɟɧɬɢɮɢɤɚɰɢɹ ɟɟ ɷɥɟɦɟɧɬɨɜ ©ɦɟɧɟɞɠɦɟɧɬa ©ɩɟɞɚɝɨɝɢɱɟɫɤɢɣ ɦɟɧɟɞɠɦɟɧɬa ©ɬɟɯɧɨɥɨɝɢɢa ɫ ɩɨɦɨɳɶɸ ɬɚɤɢɯ ɦɟɬɨɞɨɜ ɧɚɭɱɧɨ ɩɟɞɚɝɨɝɢɱɟɫɤɨɝɨ ɢɫɫɥɟɞɨɜɚɧɢɹ ɤɚɤ ɢɧɞɭɤɬɢɜɧɵɣ ɞɟɞɭɤɬɢɜɧɵɣ ɤɪɢɬɢɱɟɫɤɢɣ ɚɧɚɥɢɡ ɫɪɚɜɧɟɧɢɟ ɝɪɭɩɩɢɪɨɜɤɚ ɤɥɚɫɫɢɮɢɤɚɰɢɹ ɨɛɨɛɳɟɧɢɟ ɍɬɨɱɧɟɧɨ ɨɩɪɟɞɟɥɟɧɢɟ ɩɨɧɹɬɢɹ ©ɦɟɧɟɞɠɦɟɧɬa ɍɫɬɚɧɨɜɥɟɧɨ ɱɬɨ ɜ ɧɚɭɱɧɨ ɩɟɞɚɝɨɝɢɱɟɫɤɨɣ ɥɢɬɟɪɚɬɭɪɟ ɞɚɧɧɵɣ ɬɟɪɦɢɧ ɭɩɨɬɪɟɛɥɹɟɬɫɹ ɜ ɪɚɡɥɢɱɧɵɯ ɦɨɞɢɮɢɤɚɰɢɹɯ ɨɫɧɨɜɧɵɦɢ ɢɡ ɤɨɬɨɪɵɯ ɹɜɥɹɸɬɫɹ ɇɚɭɤɨɜɿ ɡɚɩɢɫɤɢ ɋɟɪɿɹ ɩɟɞɚɝɨɝɿɤɚ 2.

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