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Building a tree of goals. "Management of the educational process", Building a "tree of goals" for a certain age group of students Graphic tree of goals of an educational organization

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Criteria for goals

· Clarity;

· measurability;

· Accessibility;

· Binding to time;

Let's say your goal

· Increasing income;

The tree of strategic goals on the example of the organization LLC "Master Realty"

The definition of subsequent methods is created taking into account the characteristics of a particular company's business.

Goals are:

· Production;

· Sales policy;

· Income and finance;

Production:

· Cost reduction;

Marketing:

Finance:

Staff:

For the quality work of the organization, the approach to setting goals is very significant.

They are the starting point for planning the entire spectrum of the organization's activities. The tree of goals of the organization acts as the basis for building relationships in the company, as well as a motivation system. Evaluation of the work of personnel, departments of the organization and the entire structure in general is possible only when the tasks set are achieved.

Publication date — 10/13/2015

Goal tree on the example of an organization

Organization goal tree

The goal tree is a special hierarchical list of the goals of each organization. In it, the goals of the lower level are subordinated to and contribute to the achievement of the goals of a higher order. The most important and important goals are placed at the very top of the tree.

Criteria for goals

The stated goals of the organization should meet the following criteria:

· Clarity;

· measurability;

· Accessibility;

Necessity and sufficiency;

· Binding to time;

· Consistency, according to the management hierarchy.

The consistency of all these factors contributes to the setting of clear sub-goals, the achievement of which will eventually lead to the realization of the general goal of the organization.

Building a "tree of goals" organization - an example

Dividing the main mission into smaller ones makes it easier to achieve. In this way, levels of tasks are created until an easy-to-achieve goal is set. The construction of the "tree of goals" is carried out taking into account the method "from general to particular". The quality of such a plan depends on the skill level of the specialist who was entrusted with creating it.

Let's say your goal "increasing company profits". If you think logically, then you can achieve it in two ways:

· Increasing income;

Any organization (commercial, state, charitable or public) pursues its own goal. Due to the presence of goals, enterprises exist and function.

Depending on the direction of the organization, its goals are determined:

· At commercial company the goal is to obtain maximum profit;

In the social - the fulfillment of a socially important task;

· At the charity - help those in need.

Goals are:

· Short-term. Achieved in a year;

· Medium-term. Completed in 1-5 years;

· Long-term. Achieved in at least 5 years.

An example of an organization's goals tree

The top of the tree always belongs to the overall goal of the company (its mission). Next comes the division into subtasks, the implementation of which contributes to the achievement of the main mission. One level is occupied by goals that do not depend on each other, as well as not emanating from each other.

The set of company goals is individual, but there are some areas of activity in which organizations show genuine interest:

· Production;

· Sales policy;

· Income and finance;

· Personnel policy.

The number of levels that make up the main goal of the organization depends on the size of the company, the complexity of its goal, the hierarchy in management and organizational structure.

The goals of the organization set in different areas its activities

Production:

· Cost reduction;

· Improving the competitiveness of goods;

· Increasing production efficiency;

Development and use the latest technologies.

Marketing:

· Promotion of goods on the market;

· Increasing the range of products.

Finance:

· Achieving effective financial management of the organization;

· Achieving improved solvency and profitability;

· Achievement of increasing investment attractiveness.

Staff:

· Staff development;

· Improving the personnel of the enterprise;

· Development of an incentive system;

· Increasing the productive aspect of labor.

For the quality work of the organization, the approach to setting goals is very significant. They are the starting point for planning the entire spectrum of the organization's activities. The tree of goals of the organization acts as the basis for building relationships in the company, as well as a motivation system. Evaluation of the work of personnel, departments of the organization and the entire structure in general is possible only when the tasks set are achieved.

Publication date — 10/13/2015

Do you have a dream? Everyone has it, even if he does not assume it. The dream is what this moment not feasible and not achievable. For one it may be a trip to the sea, and for another - a flight into space. Small dreams turn into tasks, big ones into goals, and global ones remain a dream. How to get to this peak - a dream? To plan! One of the planning methods is building a goal tree, let's figure out what it is and how to build it?

Goal Tree- the hierarchical principle of constructing the structure of goals and objectives, it has a top and subordinate levels. We can say that this is an inverted tree, but it is better to call this structure a pyramid. The pyramid of your success - the more energy spent, the closer to the top. Therefore, performing small operations, it is much easier to get to the dream.

Building a goal tree

So the top of the pyramid is dream. A dream is difficult to achieve, and sometimes completely unattainable, but at the same time I really want to. To decide on a dream and main life goals, think about philosophical questions: “Why am I living? What do I want to achieve in this life? What will be left of me when I leave this world? It is very difficult to answer these questions, but it is important. Of course, you can live for today, but the older you get, the more you think about the meaning of life.

Main life goals(achievement period of 10 years) must be realistic as opposed to dreams. They should relate to the main areas of life: family, financial and material situation, education, self-expression, etc.

Next, we proceed according to the principle of splitting into smaller goals(5-10 years) and subgoals(1-3 years). Goals are the results that we want to achieve in this area, and subgoals are goals given in specific conditions. Questions to help set goals: “What is important to you in life? What would you like to have to feel happy? What do you like to do and what would you like to achieve in it? For what purposes do you earn money, other than satisfying physical needs? The sum of the subgoals leads to the goal, you must represent 80% of the subgoals to achieve it. How to set goals the right way.

Subgoals are formed from tasks that you complete every month, week, day. To define a subgoal, answer the question: “What do you want to get further from the task?” That is, in this case, we go from the bottom up. Analyze what you do every day, where will it lead you in the end? Once you have set your subgoals, identify the tasks you are doing or missing in order to achieve the subgoal. Tasks are divided into simple daily operations.

Let's analyze For example. Let's say our goal is: vacation abroad in 2011. To go, we need money, so our sub-goal will be: to earn by May 2011 50 thousand rubles for a vacation in August 2011. Next, we need to decide where to go on vacation in 2011 - this will be the second sub-goal. Now let's break it down into tasks. For money: set aside every month (1st day) from January to May 10 thousand to a savings bank account.

Personal tree of goals and objectives or pyramid of success

To decide where to go: choose a travel company; think about where you would like to go, what to see; analyze the cost of this pleasure. Further, each task is divided into operations (subtasks), it is not so difficult. Further, if we follow the plan, we will go on vacation in August 2011.

What happens if you don't plan? You will constantly think: “Oh, how I want to go, but there is no money! And where to go, it seems like you want to visit there and there ... ”So everything will remain in dreams! Therefore, they need to be translated into goals, and goals into tasks and act! And in planning, the method of building a tree of goals of the pyramid of success will help you.

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strategic goals. Goal Tree

Strategic goals are the results that the company seeks to achieve in the future. Goals can be set for the company as a whole, for its structural divisions, for specific performers. Goals, unlike targets, are clear, measurable, achievable, correlated with the strategy, and also have a time reference.

Goals must meet the conditions:

Measurable: all goals are quantified (relative or absolute)
Clarity: goals are so precise and clear that it is impossible to misinterpret them
Necessity and sufficiency: goals are formulated for all areas of activity
Reachable: both the boss and the subordinate are confident that the goal is achievable
Time reference: set deadlines for achieving the goal
Time Consistency: A clear sequence of goals is established
Consistency across the management hierarchy: targets structural divisions do not contradict the target indicators of the company as a whole

Setting strategic goals starts with a mission. After all, a mission statement is a concise, well-defined document that explains target creation of the organization, its tasks and core values, in accordance with which the direction of the company's activities is determined. Having short description directions of high level- missions, visions and strategies - the company develops strategic goals and objectives that are understandable to every employee.

In accordance with the methodology of the System balanced scorecard(Balanced Scorecard) strategic goals are divided into four blocks:

Finance
Clients
Business processes
Growth and learning

An example of a strategic goal in the "Finance" block:

A company can achieve revenue growth by developing customer relationships, lowering costs, and increasing productivity.

Once a company has determined who its target customer is, it can formulate goals and metrics for its intended value proposition.

An example of strategic goals in the "Clients" block:

Timely offer products and services with high quality and low price
Increase in client base

To achieve the strategic goal indicated in the "Clients" block, it is necessary to set many strategic goals in the "Business Processes" block.

Building a goal tree

Let's point out a few:

Timely delivery of goods, materials by suppliers
Reducing production costs
Increasing the efficiency of technological processes
Improving the quality of production
Timely delivery to customers

For the implementation of all these strategic goals in the blocks "Finance", "Clients", "Business Processes" it is necessary to constantly train the employees of the enterprise. A high level of competence is required to achieve strategic goals. The ability to manage the quality and delivery process is essential to retain the customer base. Customer acquisition is built on the ability to communicate and negotiate, the ability to know and understand the client environment, buyer needs, formulate a value proposition and successfully close a deal requires skills that need to be taught.

After all strategic goals are formed, they are combined into groups for the company as a whole and for divisions. The head of the unit builds the work of his unit, distributing the strategic goal of his unit to the tactical goals (tasks) of his subordinates. The hierarchical alignment of the goal tree should be built in such a way that the strategic goals of the enterprise are transformed into specific tactical goals (tasks) for each individual employee.

The technology of setting strategic goals is considered at seminars:

Budgeting and financial planning

Strategy management. Improving business efficiency

Balanced Scorecard

Core business processes

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Rules for building a goal tree

If the goal-setting of the system is defined as a combination of the goals of the existence of each of its elements (creation of a system of goals), then the creation of the structure of the goals of the system allows us to describe the structural and functional dependence of the elements in the whole formation (system). The definition of such a dependence is the basis for identifying the patterns of structural formation of a particular system and describing it by formal methods of system analysis.

The description of the system in the form of a structure of goals, their connections and relationships underlies the systematic study of any complex object, the study of its state, behavior and control of the process of its movement towards the image of an ideal state.

Organization as a mixed system refers to a multi-purpose system. One of the possible models of the goals of the system is given in Table. 1.3. The purpose of this table is to demonstrate the position, according to which, the content of the goals of the system changes depending on what becomes the object and subject of goal formation. Another task is to show where goals can be directed.

Table 1.3 Target Composition Model

The content of the table shows that the organization as a system strives for passive stability and functioning regardless of the existence of the external environment. The external environment of the organization in the face of competitors and consumers of the product (service) forces it to respond to their requests by methods of operational management. If the subjects of management set themselves goals that are future-oriented and capable of changing the external environment, then the organization is able to initiate the events it needs to make a breakthrough and attack competitors.

Thus, the content of goals is determined not only by the subject of management, but also by the object itself and the subject of goal formation. For example, the goal of “Improving labor productivity” is determined not only by the ambitions of managers, but also by the qualifications of the employees of the organization and technical equipment managers and workers.

2.3. Building a "tree of goals"

There are no universal rules for setting goals. The main requirements for the formulation of goals are that they must be specific, precise, complete and consistent.

The specificity of the goals is ensured by the subject orientation, targeting and temporal certainty (the beginning, end and order of achieving the goals are set), for example, an increase in labor productivity in the technology of packaging goods by 6% over two years.

The composition and completeness of the goals depend on the specifics of the object and the conditions of the external environment, which serves as a source for the formation of goals, for example, an increase in labor productivity by 6% over two years through the use of new materials that have appeared on the market this year.

Goals should be considered in relation to related tasks in order to ensure their consistency and consistency in an effort to rationally allocate available resources. An example of this kind: an increase in labor productivity by 6% over two years due to the use of new materials, which will ensure the shipment of an increasing volume of manufactured products on time.

The achievability of the goals is checked by assessing the existing economic, legal, social, psychological and other obstacles. Let's continue the example: the growth of labor productivity by 6% within two years should be accompanied by obtaining a bank loan and insurance for the leasing of new equipment, as well as improving the skills of packaging production technologists.

To assess the degree of achievement of the goal, it is necessary to ensure the measurability of the goal, which can be both quantitative and qualitative, for example, provide for an increase in labor productivity by 6% over two years, for which it is necessary to develop a business plan for the modernization of packaging production and indicators of the success of its implementation.

The flexibility of the goals is manifested in the possibility of their adjustment due to changes in the internal and external environment of the system, for example, in ensuring the growth of labor productivity by 6% within two years of implementing the business plan for the modernization of packaging production, providing for the purchase of equipment that can be used universally.

Considering the goal as an integral object, it is important to establish its structure, the graphical model of which is a tree graph (“tree of goals”). In this case, the goal is decomposed into subgoals, and the number of hierarchical levels is determined by the subject of goal setting, based on the task facing him.

The procedure for structuring the goal consists in isolating the basic elements in the problem being solved and establishing links between them, which allows formalizing the problem situation.

The procedure for developing a "goal tree" is a lengthy process with various clarifications and approvals, and the choice of the procedure itself depends on the specialist who solves the problem.

The construction of a "tree of goals" begins with the formulation main goal which reflects the problem situation as a whole.

Observing the principle “from the general to the particular”, they reduce (separate) the goal into parts (subgoals).

The hierarchy of goals is ensured by the fact that the goals of the lower level follow from the higher goals and are subordinate to them, i.e. means to achieve the goal are its sub-goals and, in turn, become goals for the next lower level of the hierarchy.

The completeness of the decomposition is ensured by the fact that at each level of the hierarchy a complete list of subgoals is formulated. It is clear that each goal is decomposed into at least two subgoals.

It is necessary to strive to have a common scale of measurements for each level of the hierarchy.

The goals presented at the levels of the hierarchy should be flexible, provide for the possibility of adjustments and changes (both in the process of building a "tree of goals", and in the process of changes in the external and internal environment, and in the process of implementation).

The procedure for constructing a "tree of goals" is completed at the level of decomposition at which it is possible to develop alternative ways to achieve the goal.

2.4. Strategic system goals

Igor Ansoff, considering distinctive features strategy, gives such a definition of itself and its landmark (vision): "The benchmark is the goal that the company seeks to achieve, and the strategy is a means to achieve the goal."

But we know from systems theory that, to paraphrase the definition, the means to an end is the system. It follows that strategy is a system for achieving goals. Let's try to substantiate the proposed thesis by analyzing the structure of the organization's goals.

In the early 1980s A.I. Prigogine, considering the main organizational goals, proposed three types that are not interconnected by a hierarchy: task goals, orientation goals, and system goals. Goals-tasks should have reflected the external purpose of the organization (the terminology of strategic management in this case is more consistent with "mission outside"). Orientation goals correspond to the general interests of employees and can be implemented through the organization (mission directed inward). The goals of the system are designed to fulfill the need of the structure for balance, stability, integrity (more precisely, the goals of ensuring the systemic nature of the organization, which is characterized, first of all, by the structure - a set of links between parts of the system), etc.

It follows that the organization's goal system is a "system configurator" - a system consisting of subsystems represented by different description languages, for example, a 6% increase in labor productivity over two years and strengthening the reputation in the packaging services market, combined with a reduction in working capital cycle.

Let's try to imagine a model of the composition of the system of strategic management goals, which we will then transform into a structure model. However, it is first necessary to make a few remarks, guided by the principles of system analysis.

Any activity is purposeful. As a rule, an organization has several types of activities, therefore, there may be more than one goal. In addition, the difference in goals leads to different definitions of the same phenomena (definitions here mean the language model of a system). The above indicates that the goals of the organization can lie in several intersecting planes, and the point (or line) of the intersection of these planes, as we think, in general view will best reflect the location of the overall (integral) purpose of the organization.

The goal here is understood as “a subjective image (abstract model) of a non-existent but desired state of the environment that would solve the problem that has arisen.”

If now this image of the desired future is projected onto the environment surrounding the object under study, then the projection will be a set of elements of the environment, the use of the properties of which makes it possible to achieve the goal. Such a "shadow" of the goal on the environment is a means of achieving the goal - a system (a set of interconnected elements, isolated from the environment and interacting with it as a whole).

Arguing in a similar way and based on the previously given definitions, it is possible to build several subsystems, in different languages of description, characterizing the goal under consideration. An example of such a description (goal configurator) is shown in fig.

Goal tree - what is it and how to build it?

Rice. 1.8. The structure of the goal system

The presented system of goals shows that the vision, mission, objective goal, strategy characterize the same goal, considering it as if in different planes, and these characteristics of the goal occupy the same (upper) level of the hierarchy.

In general, the figure illustrates the relationship between the main target characteristics of the organization and allows us to formulate the following conclusions.

A strategy is a system for achieving an organization's goals.

The direction of the strategy is determined by the mission, facing the environment external to the organization and inside the organization: in social structure and in a structure that ensures the maintenance of the system properties of the organization.

The strategy lies on the same plane as the operational management of the organization, which consists of elements of the external environment and is poorly structured.

The purpose of the organization is a system, the subsystems of which lie in different planes, but are united by it, and through it the connection between the elements of different subsystems is carried out.

The goals of the organization (as well as any system) are formed under the influence of many factors, as evidenced by Fig. 1.9.

Rice. 1.9. Distribution of factors influencing the formation of goals

From the figure, in particular, it follows that the goals may differ:

By time of achievement and orientation;

According to the subjects of goal-setting and orientation in space;

In terms of objectivity, they can be both objective, similar to the properties of any system, and subjective, similar to the image that the organization strives for.

The degree of achievement of the goal is assessed using the criteria selected for a particular solution.

It should be noted that goals, in contrast to targets, are characterized by clarity, measurability, achievability, correlated with the mission, and should also have a time frame for their achievement.

These distinguishing features of goals are called SMART characteristics. SMART is an acronym for the following five words and concepts.

1. Specific - be so clear and precise that there is no room for misinterpretation or multiple interpretations.

2. Measurable - quantify everything that is possible, primarily subjective expectations, fixing what the result might be if the goal is achieved.

3. Achievable - both the boss and the subordinate must be sure that the goal is achievable.

4. Related - correlate with the strategy, economic purposes organizations, the interests of the performer.

5. Time-bound - allow definition on the time scale by the timing of the goal.

4.2 Solving problems in the company

It turns out that even after the completion of successful projects, Toyota managers wondered: what could have been done better?

Toyota believes that you cannot solve problems until you acknowledge that they exist. There is a presumption of imperfection here. The ideal is great, but small changes for the better are much more real, it is easier for a person to set a local goal for himself. Not 15% by the end of the quarter, but 1% by the end of the month. The challenge is to translate the conversations into action, to integrate the presumption of imperfection into the way of thinking and acting.

New employees are actively involved in the process of endless improvement. There are working groups at the plant, a program of written initiatives, teams dealing with lingering problems. But everything is based on two harsh realities.

“First of all, of course, we must produce two thousand cars a day. Therefore, we do not vote on the assembly of each car, says Gritton. “You can’t stop and change the process every few minutes. Secondly, there is a basic rule: constantly striving for perfection is not a matter of character, national culture or willpower. It is more like a conveyor belt.

New employees first need to understand the company's standards, learn the operations, and only then offer something new. If you do not fully understand the nature of the work, how can you know that your proposal is useful?

4.2 Toyota's goals and perspectives

First of all, Toyota showed the whole world how cars should be made: few people have heard of technological system Toyota Production System (TPS) before it, and in particular, its most important element - the system "just in time" - were described in the book "The Machine that Changed the World" published in 1991.

The key tenet of TPS is to eliminate wastage of resources and maintain consistent high quality through continuous improvement. Just-in-time is just one element of a comprehensive program to eliminate unnecessary work and waste of resources. The TPS system was then implemented in many other sectors of the world's industry.

While American and European auto companies improved their models, buyers quickly realized the advantage of reliable Japanese cars and preferred them. When America and Europe imposed trade barriers in response to the spread of Japanese vehicles, Japanese companies began to build factories in European and American territory. Although Toyota expanded more slowly in the global market than Nissan or Honda, having a superior production management method gave it a significant advantage at the time of entering the global market.

Many organizations have tried to master and apply the methods that Toyota has turned into a routine, a science, a way of thinking and being. These companies include GM, Ford, and Chrysler.

After that, all the Big Three began to modernize their production: over the past ten years, GM and Crysler have reduced the time to assemble a car by 30%. But they still lag far behind Toyota. Nowhere is this more clearly understood than at GM. "We've taken a huge step forward," says Dan Florez, spokesperson General Motors. — Transforming a company of this size is not an easy task, it cannot be solved overnight. But a cultural upheaval has taken place and change is in full swing.”

What happens every day at Toyota can be taught and learned. But this is not the goal, because the goal implies a finish point, and here it is not. This cannot be applied because it is not a list of innovations. This is a different worldview. You cannot lose interest in it, shrug your shoulders and retreat, just as it is impossible to lose interest in your future.

At Toyota, getting the job done and improving the quality of the job become one.

Looking in new Age, most experts state the change in the balance of power in the global automotive industry in favor of Japanese companies and therefore recommend using Japanese experience in organizing production and management whenever possible. The Japanese automotive industry leads the world in low production costs.

The company's mission is to meet the needs of consumers by eliminating the three main barriers to improving production efficiency: waste, deviation from the standard and lack of flexibility.

Taichi Ohno, the founder of Lean Manufacturing and executive vice president of Toyota Motor since 1975, formulated the basic principles of the Toyota Production System, on which it has stood until today.

1. Produce only what you need, and only when you need it. The rule applies to spare parts, to the organization, to product characteristics. Everything else is waste.

2. When an error occurs, you should immediately find its cause, eliminate it and prevent its occurrence in the future. Goal: no errors.

3. All employees and suppliers must constantly improve product quality and improve manufacturing process. 16

The leadership of Japanese companies focuses on the creation of global production systems, which are believed to be more stable than in individual countries, and less prone to political and economic upheavals that may occur in a single country. It is envisaged to reduce suppliers, focusing on those who provide world standards based on the latest technologies. Inter-regional cooperation in the production of components, according to Japanese economists, will reduce production costs and make better use of competitive leverage. The goal is to establish a worldwide just-in-time delivery system that has proven effective in Japan, but it will be a new, higher and more complex level.

Conclusion

An important task of management is to establish a balance of interests of various social institutions and groups of people interested in the functioning of the organization and influencing the nature, content and direction of its functioning. The balance of interests determines where the organization will move, its target orientation in the form of a mission and goals.

The definition of the mission and goals of the organization, considered as one of the processes of strategic management, consists of three processes, each of which requires a large and exclusively responsible work. The first process consists in the formation of the mission of the company, which in a concentrated form expresses the meaning of the existence of the company, its purpose. The mission gives the organization originality, fills the work of people with a special meaning. Next comes the sub-process of setting long-term goals. And this part of strategic management ends with the sub-process of setting short-term goals. The formation of the mission and the establishment of the goals of the company lead to the fact that it becomes clear why the company operates and what it strives for.

The basis of Toyota's success lies in the perfect management of production and the quality work on the creation of new models, which allows us to offer consumers new lineups every two years. The company produces 60 basic models for Japan and many options for foreign markets, while the degree of unification is very high - Toyota very successfully uses components and assemblies from old ones in new models.

Created by Toyota Motor Company under the leadership of Taichi Ohno, the just-in-time production system involves the elimination of those activities that do not generate income, and the transition to " lean manufacturing, flexible enough to accommodate a variety of customer requirements.

One of the principles of Japanese management is total quality control (TQC), which initially emphasized the management of the quality assurance process. Subsequently, it developed into a system covering all aspects of management.

The task of senior management is to analyze Current state companies in the market and set priorities for quality, cost and delivery improvement policies.

Employees must understand Toyota's way of thinking and operations, and then engage in the process of continuous self-improvement and company management.

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Creating a tree of project objectives

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Annex 1

Organizational strategic planning process

Appendix 1.2

Types value orientations organizations

Value Orientations	General descriptors	Types of Goal Preferences
Theoretical	True; knowledge; rational thinking.	Long-term research and development.
Economic	Practicality; utility; accumulation of wealth.	Growth, profitability and results.
Political	Power; vocation.	Total capital, sales; amount of workers
Social	Good human relations; attachment; lack of conflict.	Social responsibility in relation to profit; indirect competition; favorable atmosphere in the organization.
aesthetic	Artistic harmony; composition, shape and symmetry.	Product design, quality and attractiveness (even at the cost of profit)
religious	Consent in the universe.	Ethics; moral issues.

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Requirements for writing a project by discipline

« Management of the educational process "

All projects are carried out in in electronic format, the volume of work is at least 3 pages A4, font 14, interval 1.5.

Project number 1. Design systems information support educational process at the level educational organization.

The implementation of management functions largely depends on the introduction of a well-thought-out system of internal information of the institution and reporting, unified forms of educational and pedagogical documentation. Only on the basis of a rhythmically acting straight line and feedback, reliable information, the manager can put specific tasks make the right decisions, ensure their practical implementation.

One of the promising means of improving the quality of management of an educational institution at the present stage is the creation of information standards that satisfy the information needs of all management entities that provide information support, providing a large-scale decision-making process. useful information, allowing to optimize information flows and bring labor intensity in line with the functionality of managers and all participants in the educational process in an educational institution. Information standards include submission forms information materials and are used to analyze the state educational system, reporting organizations.

There are three levels of management information that can be used in our school:

Administrative and managerial level (director and his deputies);

Collective-collegiate level (teaching staff, school student escort service, educational support staff, attendants);

Co-management level (students, their parents, external organizations).

Each of these levels corresponds to its own, well-defined set of necessary management information based on the principle of optimal sufficiency.

To take the best managerial decision, various sources of information are used (administrative, methodological, auxiliary), but in any case, in order to create a holistic information system as a condition for successful management activity, it is necessary to determine for each level:

Management information object;

Information sources;

Information flows and levels of their processing

Purpose and method of information storage.

The main criterion for selecting information is the ability of an authorized person, based on its analysis, to make a management decision at his level. The collection of information, based on the results of the analysis of which the person who collected it cannot or is not authorized to make a management decision, is not related to management activities and, for this reason, is inappropriate. The use of computer technology in management process greatly simplifies and optimizes the process of accumulation, use and storage of management information. This allows you to standardize the work with information, that is, to develop and use positively proven forms of documentation, as well as to minimize the time for preparing and transmitting direct information. Collection, transmission, processing and use of feedback information.

The current problem is not so much to select the necessary and sufficient minimum information for use, but to organize the optimal circulation and use of all information.

In general educational institutions with round-the-clock stay of children, the process of information exchange is also hampered by the fact that most employees work according to the schedule (in the morning or in the afternoon) and this complicates the process of information exchange.

The scheme of information support for the management of an educational institution that I proposed allows all participants in the educational process to interact with each other.

Scheme of informatization of the educational process:

Level 1 (collectively - collegial)

Level 2 (administrative and managerial)

Level 3 (co-managerial)

The center for information support of the management of an educational institution is the Information Center. School employees belonging to the first, collegiate level provide information to the Information Center. In turn, they can use the information contained in the Clearinghouse and necessary to fulfill their official duties.

The information center collects information from the first level employees, external organizations and transfers it to the second level - administrative and managerial.

Administratively management personnel analyzes the information received, makes decisions and transfers it to the third co-managerial level, or, if it concerns the collective collegiate level, returns information to the first level, but also through the Information Center.

The information center consists of:

An electronic server with a local network and the necessary office equipment (automated workplace: computer, projector, scanner, printer);

Responsible for informatization of the educational process management.

Responsible for informatization:

Provides data entry into a computer database, storage of information in electronic and paper form.

Provides all participants in the educational process with the necessary information.

Creates databases for educational institutions (for students, for employees, for scientific and methodological work, for educational work).

The databases in the clearinghouse may contain the following information:

by students:

Personal data (full name, date of birth, residential address, class, years of admission and graduation);

information about parents;

Information on educational work ( current estimates, participation in competitions, achievements).

by employees:

Personal data;

Information about attestation and qualification;

Information about achievements.

for scientific and methodological work:

Work programs;

media library;

Reports;

Developments open lessons;

Methodical works pedagogical workers.

for educational work:

Results of monitoring progress and learning;

Development of open events;

Plans for the academic year;

Schedules of lessons, calls, electives;

General information about the school;

General listings students, employees.

The information center provides and performs the following tasks:

Collection, storage, processing and transfer of information both within the educational institution and with parents (with their written consent);

Interaction with external organizations (Department of Education of the Kusinsky municipal district, pension fund, tax office, juvenile affairs inspection, social insurance fund, medical insurance, military registration and enlistment office, police and others);

Provides update and addition information bases data on the server;

Provides the relationship with all participants in the educational process.

To optimize the informatization of the management of an educational institution, it is necessary to determine the composition of the necessary information for each level.

First level - collegiate, includes:

Teaching staff (teachers primary school; mainstream teachers; home-school teachers; teacher additional education; teacher-organizer of extra-curricular and out-of-school work with children; educators);

Staff of the student escort service of the school (teacher-psychologist; social pedagogue; defectologist teacher; speech therapist teacher; medical workers);

Teaching support staff ( junior caregivers; document manager; secretary of the educational department; librarian; EVT laboratory assistant);

Attendants (caretaker; driver; housekeeper; storekeeper; cooks; cleaners office space; street cleaner; worker for complex maintenance of buildings; kitchen workers).

Teaching staff can:

Use the didactic and methodological base in your subject and related disciplines; see the effectiveness of your work; thanks to the electronic library, to compensate for the lack of literature, visual aids;

Better prepare for parent-teacher meetings and class hours, taking advantage of the learning outcomes of the class and each student individually;

Create an individual portfolio, which reflects not only personal achievements, but also collects material that reflects the dynamics of the student's development; helping to navigate in the information space;

Reflect extra-curricular activities of students, their achievements;

Keep electronic journals and diaries of students;

Maintain a school website, an electronic school newspaper.

Use forms of education that require individual and group work with media: CDs, video materials, etc. on a specific topic of the curriculum; to work with students in the framework of projects to create video materials, distance learning;

Manage the process of obtaining new knowledge and methods of activity through a system of differentiated tasks.

Student accompaniment staff can provide information on student developments; supplement or update information about students and their parents (with the personal written consent of the parents (legal representatives) of each pupil). Give advice to parents on how to fix a child's problem

Teaching and support staff can create a database on the staff and pupils, keep an electronic record of students who have left and arrived, carry out a complete data entry for each accepted student (year of birth, address, passport data, etc.) with the personal written consent of the parents ( legal representatives) of each student. Collect internal information and, if necessary, transfer it to external organizations.

Maintenance personnel can receive information necessary for the performance of their duties. This may be personal information, information about ongoing activities at the school. Information obtained from external sources.

Second level - administrative and managerial, includes:

Administrative staff of the school (director; deputy director for educational work; deputy directors for educational work).

Administrative staff can

Automate the system of all types of reporting, conduct continuous monitoring of student progress and learning, control the educational process;

Provide logistical and regulatory side of information support;

Create conditions for improving the ICT competence of participants in the educational process;

Supervise the work of the Information Center.

Third level - co-management, includes

Students (pupils) of the school;

parents of school students;

External organizations (Magnitsky urban settlement; Kusinsky district; Chelyabinsk region)

School students can

enjoy electronic library, Internet;

Receive a personal card with your achievements at the end of the year;

Find out about the events that will be held;

Listen and view audio, magnetic and video recordings, visit virtual museums, exhibitions, galleries, using them to select information for writing reports, essays, reviews, to prepare for lessons, debates, seminars, etc .;

Select various types of information for educational and extracurricular activities: for school-wide events, school radio, video club, illustrating speeches, reports, creating Web sites, etc.;

Receive maximum independence in the choice of means and methods of organization cognitive activity;

To acquire skills in working with computer catalogs, databases and other software, file cabinets, bibliographic, reference and encyclopedic publications; creation and support of school Web-sites; gain experience with new technologies.

Parents of school students can receive complete and reliable information about the progress of the child, the achievements of the class, the school, about ongoing events, about additional educational services about the performance of each teacher.

When working with external organizations, the Information Center also ensures the collection, processing, transmission and storage of information.

Main goals informatization of the management of an educational institution:

Advanced training and retraining of pedagogical and executives schools;

The introduction of software products into the work of the school administration that provide automation of workplaces, the formation of electronic databases, electronic document management and etc.;

Equipping “subject” (multimedia) classes (one for each educational level) with modern computer technology;

Allocating “free access” workplaces in the computer class for the work of teachers and students with software products, Internet resources, electronic educational materials, by electronic means information technology support and development of the educational process;

Organization of distance learning for schoolchildren (for disabled children studying at home).

One of the main tasks of informatization is logistics. To ensure the material and technical base of this informatization model, it is necessary:

Powerful computers with good software;

Equipped with a scanner, printer, video camera, projector automated workplace for working with databases;

Connecting all computers into one local network, but with limited access rights to databases;

Various consumables and office supplies.

Expected Result:

Development of a unified educational concept for implementation and application information technologies in an educational institution;

Form information culture teaching and student team;

Creation of a single data bank on the state and results of management and education processes, a technology has been developed to support decision-making in the process of implementing school management;

Form the information space of the school with a unified information flow management system, providing a hierarchy of access for each participant in the educational space to a single data bank;

Create the necessary conditions for processing incoming information, its tracking and predictive analysis using computer technology;

Ensure the entry of the school into the Russian and international educational information space (with the creation and support of the Website on the Internet and the inclusion of the school in the all-Russian educational projects);

Develop a network of automated document management and office work;

Create an education quality management algorithm based on NIT;

Create a system of information and communication support public life schools.

Conclusion.

The effectiveness of the management model depends, first of all, on the effectiveness of the system for collecting, processing and analyzing information for choosing optimal management decisions.

Informatization of the management of the educational process will make it possible to distribute information flows of direct and feedback from the point of view of necessity, but sufficiency, and therefore optimize managerial activity institutions.

School teaching staff

School administrative staff

school students

Information Center

School Accompanying Service

School staff

School support staff

Parents of school students

External organizations

Project number 2. Building goal tree for a specific age group students.

Building a tree of goals for a graduate (high school) GBOU SCHOOL 887

1. The age of the group of students is 14-15 years old

2. The basis of goal setting is the implementation of the requirements of federal standards in the field of education

3. General goal - Formation of value orientations of the student's personality

4.Goals of the 2nd level:

Formation of respect for national values;

Mastering UUD (self-development, self-improvement, personal, cognitive, regulatory, communicative, informational).

5. Goals of the 3rd level:

Participation in project activities;

Participation in competitions, olympiads;

Mastering the content of music education.

6. System of measures to achieve level 3 - implementation Educational program GBOU School 887

7. Estimated measures of the degree of achievement of goals:

Final certification of students;

The effectiveness of participation in competitions, olympiads, festivals;

Monitoring data of participation in project activities;

The percentage of applicants to secondary special educational establishments music profile;

Project number 3. Planning the educational activities of an educational organization.

A long-term plan for the educational work of an educational institution

In modern economic conditions development of education in the Moscow region, the program of educational work with students is a program for the formation of the personality of a graduate who goes through the path of self-knowledge, self-determination and self-realization.

The system of educational work - This integrated system organizations various kinds pedagogical activity in the educational process, aimed at the acquisition by students and teachers in the course of personality-oriented interaction of experiences and ways of civic behavior.

General educational problem antisocial behavior of adolescents, blurring of moral guidelines, their legal illiteracy, lack of citizenship, low level of social intelligence, professional self-awareness, communication skills.

Strategic educational task - formation of personal and professional competencies of a competitive graduate focused on a healthy lifestyle, self-development and professional self-realization.

The concept of educational work is to create conditions in an educational institution for the full development of the personality of a teenager, his social intelligence, cognitive sphere, communication skills that contribute to professional self-determination and adaptation in the labor market.

The education system contains target, content, activity and analytical-resultative components, covering a number ofmain directions of educational work:

1. Educational and cognitive activity.

2. Scientific and methodological activity.

3. Social-psychological-pedagogical.

4. Social and patriotic activities.

5. Physical culture and health-improving activities.

6. Moral and legal activity.

7. Moral and aesthetic activity.

8. Labor activity.

9. Interaction with the family, work with parents.

The work of the teaching staff in this direction involves the creation of a single information space, the further development of student self-government, active interaction with all subjects of prevention, and the involvement of social partners in the problem of education.

The organization of educational work is shown in Figure 1.

To achieve these goals, it is necessary to solve the followingeducational tasks:

1. Creation of conditions for motivating adolescents to cognitive activity, education and profession.

2. Expansion of scientific methodological support educational work, development of a graduate personality model.

3. Creation of conditions for the creative and professional self-realization of the personality of adolescents.

4. Improving the work of student government, promoting the manifestation of social courage, activity and independence of adolescents.

5. Strengthening the role of the family in raising children, involving parents in organizing the educational process.

6. Creation of conditions for preserving and strengthening the health of students.

7. Formation of the legal consciousness of adolescents, moral and legal culture.

8. Improving the efficiency of work on the education of citizenship and patriotism, spiritual and moral ideals.

9. Timely informing teenagers on all social issues.

10. Improvement of work with difficult teenagers, organization of productive psychological and pedagogical support.

11. Further development programs social support students.

12. Development and implementation of preventive programs, social projects.

13. Organization of active interaction with all subjects of prevention of asocial behavior of adolescents.

14. Involvement of social partners in solving educational problems of social adaptation of adolescents.

The meaning of pedagogical activity in this direction is the organization of a joint search for the social goals of the educational process in an educational institution, which is based on the values of civil society and the specifics of modern vocational education. To this end, it is necessary to organize the educational space of the institution adequately to meaningful values, to master various technologies educational work that will contribute to the formation of adolescents' skills to analyze social reality, make informed choices, take responsibility for their own decisions, and socially adapt to modern life.

The development strategy of educational work determinesgraduate personality model, having a set of vital and professional qualities– competencies. Selection problem core competencies is one of the most important for the modernization of the content of vocational education.

The world educational practice is designatedset of key competencies:

competence in the field of cognitive activity based on the assimilation of ways of self-acquisition of knowledge from various sources of information, including outside the educational institution;

competencies in the field social activities (performing the roles of a citizen, a member social group, team);

competencies in the field of work (skills for organizing educational work, ethics of labor relations in a team, analysis of the situation on the labor market, the ability to bear responsibility, evaluate and improve one's professional capabilities, self-organization skills);

competencies in the field of household activities (aspects of family life, strengthening one's own health);

competencies in the field of cultural activities (a set of ways and means of using free time, culturally and spiritually enriching the individual).

The personality model of a graduate of an educational institution, reorganized from GBOU NPO Professional Lyceum No. 100 MO into GBOU SPO "Agroindustrial College" of the Moscow Region, includes 5 core competencies:

1. Professional competencies - ability to use effectively modern technologies in their professional activities.

2. Conscious Choice Competence – willingness to make an informed and responsible choice, to identify a problem based on an analysis of the situation and make decisions.

3. Communicative competence - ability to work in a team, influence acceptance joint decisions based on tolerance.

4. Social Competence - social adaptation, readiness for self-education, self-development and self-realization.

5. Information competence - the ability to select the necessary information based on critical analysis.

The personality model of a graduate of an educational institution during the period of reorganization is shown in Figure 2.

Rice. 2. Graduate personality model

Program for the development of educational activities

p/n

Timing

Responsible

Educational and cognitive activity

The development of the cognitive sphere, motivation for educational work through training sessions, industrial training.

During the school year

Teaching staff

Organization of leisure activities through holding circles in an educational institution and at the place of residence.

Systematically

Cl. leaders, group leaders

Thematic class hours.

2 times

per month annually

Cl. leaders

Organization of subject weeks and olympiads.

1 time per year

Subject teachers

Preparation and holding of competitions of professional skills.

1 time per year

Senior master, p / o masters

Organization productive work libraries (literature exhibitions; quizzes; erudite competitions; library hour; work with the fund)

During the school year

Library manager

Conducting educational, ethical and legal conversations.

2 times

per month annually

Deputy director for water resources management, cl. managers, employees of ODN, KDNiZP

Mutual attendance at open events.

During the school year

Deputy director for water resources management

1.10

Introduction of an optional course "How to become successful".

Once a month since 2015

Ruk. volunteer organization "Young Guard"

1.11

Organization of systematic lectures to promote a healthy lifestyle.

1 time per month annually

Deputy director for water resources management, cl. leaders, representatives of the Federal Drug Control Service, the Central District Hospital, the Center "Life", the Center "Ariadna"

1.12

Holding a round table on global issues modernity

1 time per year

1.13

Creation of a single information space (informing through the media, the newspaper of the educational institution "Professional", radio programs, the youth leaflet "Information Bulletin", Instructions for students and parents, stands for educational work, information lines).

Systematically

Scientific and methodological activity

Creation of a data bank of methodological support and legal framework for educational work.

September–December

2017

Deputy Director for WHR.

Systematization of script collections extracurricular activities

October

2017

Methodist.

Refinement of the Regulations on the activities of the Prevention Council, Student Self-Government Council, Dormitory Council.

September 2017

Deputy director for water resources management, methodologist.

2.4.

Finalization of the Regulations on the scholarship fund.

September 2017

Deputy director of water resources management, deputy. director of management

2.5.

Development of a procedure for the implementation of the long-term preventive program "My Choice".

January

2017

Deputy director for water resources management, social pedagogue, educational psychologist, economist.

Development of a long-term preventive program patriotic education youth "I serve the Fatherland".

September 2017

The teacher is the organizer of life safety.

Development of a long-term preventive program for spiritual and moral education.

October 2017

Deputy director for water resources management, social pedagogue, pedagogue-psychologist, methodologist.

Development social project on social adaptation of orphans.

July 2017

Deputy director for water resources management, social pedagogue, pedagogue-psychologist.

Development of a social project for the formation positive attitude to a healthy lifestyle.

October

2015

Deputy director for water resources management, head. physical education, teacher - organizer of life safety.

2.10

Development of a social project on the legal education of adolescents.

June 2017

Deputy director for water resources management, social pedagogue, methodologist.

Social-psychological-pedagogical activity

Organization of productive psychological and pedagogical support for students (diagnostics, questioning, testing, training, individual correctional work, drawing up psychological and pedagogical characteristics and recommendations).

Systematically

Deputy Director for UVR, teacher-psychologist, foster carers, class. leaders.

Implementation and improvement of the social support program for students in difficult life situations (protection of personal and property rights, legal talks, training seminars, round tables).

2013 –

2017

Deputy director for water resources management, social pedagogue, patronage educators, class. leaders.

Interaction with the subjects of prevention - KDNiZP, ODN, department of guardianship and guardianship (joint work with children at risk, orphans).

2013 –

2017

Deputy director of water resources management, social pedagogue, pedagogue-psychologist, patronage educators, class. leaders, masters of p / o.

Development of post-boarding patronage for orphans and children left without parental care.

2013 –

2017

Deputy director for water resources management, social pedagogue.

Employment and health-improving rest during the summer period for orphans and children left without parental care.

July-August 2013 –

2017

Deputy director for water resources management, social pedagogue.

Compilation of social maps and social passports of study groups.

September

2013 –

2017

Cl. leaders.

Organization of extra-curricular activities, attracting difficult teenagers to them.

During the school year

Deputy Director for UVR, teacher-organizer.

Conducting political hours in study groups.

1 time per month

2014 -2017

Cl. leaders

Organization of the meeting graduation groups with employers.

April May

2013-2017

Administration.

Social and patriotic activities

Organization of the work of the Prevention Council, Student Self-Government Council, 7

September-June

2013 –

2017

Administration, 7

Organization and holding of the Open Doors Day.

April

2013 –

2017

Administration.

Participation in regional job fairs for educational places, labor fairs.

According to the schedule of the fairs

2016 –

2017

Administration.

Expansion of the exposition of the Corner of Military Glory.

May 2014-2017

History teacher.

Creation of the exposition of the local history museum "Istoki", certification of the museum.

2015 –

2017

Deputy Director for WRM, Head. reading room.

Organization of productive museum work (training of guides, participation in the regional competition of museums, holding lectures, excursions, discussions, round tables on the basis of the museum).

2015 –

2017

Head reading room.

Conducting Memory Lessons dedicated to the events of the Second World War.

May

2013 –

2017

Class leaders.

Participation in rallies and youth patriotic action "Candle of Memory", dedicated to the Day Victory.

May

2013 –

2017

Deputy Director for WHR.

Conducting a military-patriotic holiday "Serving the Fatherland".

February

2013 –

2017

Ruk. physical education,

4.10

Conducting competitions in military-applied sports.

1 time per year

Lecturer-organizer

4.11

Participation in the regional event "Conscript's Day", military field training.

1 time per year

Lecturer-organizer

4.12

participation in events, holidays"National Unity Day", "Russia Day", "Constitution Day", "Student's Day", "Defender of the Fatherland Day".

In accordance with the calendar of memorable dates.

4.13

Introducing students to the volunteer public movement "Young Guard" of the United Russia party.

2013 –

2017

Deputy director of educational resources management, teacher-organizer.

Physical culture and recreation activities

Conducting United Health Days

September 2013 -

2017

Ruk. physical education.

Participation in the regional Spartakiad in 10 sports.

2013 –

2017

Ruk. physical education.

Carrying out sports competitions, track and field crosses, cross-country skiing.

According to the plan of sports competitions in 2013 -

2017

Ruk. physical education, teachers of physical culture.

Conducting Olympic and Paralympic lessons.

1 time per year

2013-2017

teachers

physical culture.

Organization of productive Days of Prevention (performances of the propaganda team, demonstration of videos, educational conversations).

October, January, April

2013-2017

Deputy director for water management, inspector of the ODN, representatives of the Federal Drug Control Service.

Participation in the All-Russian Action "Health is your wealth".

3 times a year

2013-2017

Deputy director for water resources management, head. physical education.

Implementation of the preventive program "Your Health" through the subject of life safety, class hours.

Since 2014

Lecturer-organizer OBZH, class. leaders.

Organization of preventive examination by specialists of the Central District Hospital.

1 time per year

2013-2017

Nurse.

Organization of a full hot meal.

3-4 times a day, constantly.

Head dining room.

Poster contest "We choose life".

1 time per year

2013-2017

Deputy Director for WHR.

5.10

Participation in the regional preventive lecture

1 time per year

2013-2017

Deputy Director for WHR.

5.11

Interaction with the medical educational center "Life" and the medical rehabilitation center "Ariadna".

2 times per year

2013-2017

Deputy Director for WHR.

Moral and legal activity

Activities to identify difficult adolescents, diagnostics of the emotional-volitional sphere.

September October

2013-2017

Deputy Director for WRM, teacher-psychologist.

Organization of a systematic individual work with difficult teenagers (preventive conversations with the administration, interaction with the family, conversations at the level study group, working with the ODN inspector, calling to the Prevention Council, diagnosing a teacher-psychologist, etc.)

Regularly throughout the year

2013-2017

Administration, teacher-psychologist, class teachers, ODN inspector, social pedagogue.

Lectures, quizzes on safe traffic on the roads.

4 times a year

2013-2017

Deputy security director, traffic inspector.

Legal conversations with teenagers, conversations on crime prevention, compliance with uniform requirements for students.

1 time per month

2013-2017

Cl. leaders, deputy Director for WHR.

Conducting a round table "Teenager and the law"

1 time per year

2013-2017

Deputy director for water management, inspector ODN.

Carrying out raids together with the inspector of the ODN in places of mass recreation for young people.

2 times per year

2013-2017

Deputy director for water resources management, deputy. security director, ODN inspector.

Conducting thematic class hours on the problems of tolerance, interaction, communication skills.

1 time per month

2013-2017

Cl. leaders.

Organization of productive informing of adolescents about the activities of the trust service.

Constantly.

Deputy Director for WHR.

Moral and aesthetic activity

Organization of a cycle of ethical conversations "Politeness opens all doors", "Talk about truth and lies", "What does it mean to be an adult?", "The main values of life", "We are all different", etc.

1 time per month

2013-2017

Cl. leaders,

patronage educators, social pedagogue, pedagogue-psychologist.

Conducting a cycle of class hours as part of the preventive program "Your Choice" about the value of life, the ability to make the right choice.

1 time per month

2013-2017

Cl. leaders.

Organization of excursions to the monuments of Christian culture.

1 time in 3 months

2013-2017

Social teacher.

Holding competitions of posters, drawings, wall newspapers for memorable dates and holidays.

During a year

2013-2017

Deputy director of educational resources management, teacher-organizer.

Holding a photo contest on moral and aesthetic topics: “All the charms of the weather”, “Architecture of the Moscow region”, “My friends”, Portrait of a veteran”, “Man of labor”, etc.

1 time per year

2013-2017

Deputy director of educational resources management, teacher-organizer.

Holding contests creative works(compositions, essays, abstracts, reports, presentations, etc.)

1 time per year

2013-2017

Deputy director of educational resources management, teacher-organizer.

Organization of competitions of readers "Autumn Chime", vocal song "Melody of Spring".

1 time per year

2013-2017

Deputy director of educational resources management, teacher-organizer.

Organization of a round table for graduates "Thank you, you - teachers"

1 time per year

2014-2017

Deputy director of educational resources management, teacher-organizer.

Organization of communication hours on the basis of the World of Our Hobbies library.

1 time per month

2013-2017

Sound library.

7.10

Organization of a lecture hall within the framework of world day the fight against AIDS.

1 time per year

2014-2017

Deputy director for water resources management, specialists of the Central District Hospital.

7.11

Organization and holding of extracurricular activities dedicated to Teacher's Day, Student's Day, Mother's Day, as well as "Dedication to students", " Autumn Ball», « New Year's performance”, “Miss Charm”, “Tatiana's Day”, “Valentine's Day”.

According to the schedule of extracurricular activities

2013-2017

Deputy director of educational resources management, teacher-organizer.

7.12

Participation in regional competitions « student spring”, “Light your star”, “ Young Talents Muscovy".

According to the schedule of regional events

2013-2017

Deputy director of educational resources management, teacher-organizer

Labor activity

Organization of systematic and productive work on the territory of the educational farm.

Spring, autumn

2013-2017

Organization and holding of the regional environmental promotions"Student forest".

Spring, autumn

2013-2017

Deputy director of water resources management, senior foreman, organizer of life safety.

Organization of labor subbotniks for cleaning the territory, offices, laboratories, subbotniks at the memorial.

During a year

2013-2017

Deputy director of management, senior foreman.

Organization of labor landings "Let's do it together."

2 times per year

2013-2017

Deputy director for water resources management, organizer of life safety.

Organization and holding of the Action "Mercy".

During a year

2013-2017

Teacher-organizer, class. leaders

Conducting pedagogical general education "Quality of knowledge"

1 time per year

2013-2017

Deputy director of UPR.

Organization of assistance to the library for the repair of books and textbooks.

1 time per year

2013-2017

Sound library.

Interaction with family, work with parents

Organization and holding of parent meetings of an educational institution.

September, January

2013-2017

Deputy director for water resources management, Cl. leaders.

Organization and holding parent meetings in study groups.

1 time per semester

2013-2017

Cl. leaders.

Work with parents on professional orientation of applicants.

During a year

2013-2017

Parenting days.

2 times a month 2013-2017

Administration, Cl. leaders, masters of p / o.

Diagnosing the characteristics of students, drawing up recommendations and instructions for parents.

First half

2013-2017

Teacher-psychologist. Deputy Director for WHR.

Organization of work with parents of underachievers and violators of uniform requirements for students.

During a year

2013-2017

Administration.

9.10

Organization of productive work on interaction with families of the "risk group".

During a year

2013-2017

Deputy director for water resources management, social pedagogue.

Project number 4. Modeling the structure of the school self-government system of an educational organization and describing its main components.In a separate file

Project number 5. Designing the annual schedule and topics of school-wide parent meetings.

Topics for class and school-wide parent meetings

for 2016-2017 academic year

date

№ p/n

Agenda

Responsible

SCHOOL-WIDE PARENT MEETINGS

During a year

1 - 4 grades

DDTT prevention and compliance traffic. Information about DDTT for the summer period. Personal safety rules for children of primary school age.

Responsible person.

parent education

Organization of hot meals for students in grades 1-4.

Responsible person.

parent education

Features of the physiological and psychological development of younger students

Responsible person.

5 - 8 grades

Responsible person.

parent education

Proper nutrition is the basis and guarantee of a healthy body.

Organization of hot meals for students in grades 5-8.

Responsible person.

parent education

Interaction between families and schools on the prevention of delinquency and neglect

Responsible person.

9 - 11 grades

State (final) certification of graduates of grades 9, 11. Familiarization of the parent community with regulatory documents.

Responsible person.

Prevention of DDTT and compliance with traffic rules. Information about DDTT for the summer period. Rules for the personal safety of children.

Responsible person.

parent education

Family lessons of spirituality and morality

Responsible person.

CLASS PARENT MEETINGS

I quarter

1 class: "Meet the Parents of First Graders"

Classroom teachers

Grade 2: « Physical development elementary school student at school and at home

Classroom teachers

3rd grade: "Punishment and encouragement in the family"

Classroom teachers

4th grade: "Physiological maturation and its influence on the formation of cognitive and personal qualities child"

Classroom teachers

5th grade: "Difficulties in adapting a child to learning in grade 5"

Classroom teachers

6th grade: "Physical development of the student and ways to improve it"

Classroom teachers

7th grade: “Sex differences and puberty. Problems and Solutions»

Classroom teachers

8th grade: "The role of the family in the development of the moral qualities of a teenager"

Classroom teachers

Grade 9: "Help of the family in the correct professional orientation of the child"

Classroom teachers

Grade 10: "Features of the organization of educational work of a student in the 10th grade and the role of parents in this process"

Classroom teachers

Grade 11: " Peculiarities physical education in 11th grade"

Classroom teachers

II quarter

1 class: "TV in the life of a family and a first grader"

Classroom teachers

Grade 2: “Aggressive kids. Causes and consequences of child aggression

Classroom teachers

3rd grade: Imagination and its role in the life of a child

Classroom teachers

4th grade: "Speech skills and their importance in the further education of schoolchildren"

Classroom teachers

5th grade: "The role of communication in the life of a student"

Classroom teachers

6th grade: “Effectiveness of the school lesson. What does it depend on?

Classroom teachers

7th grade: "The role of the family in the development of the student's working capacity"

Classroom teachers

8th grade: "The role of the family in the development of abilities"

Classroom teachers

Grade 9: " Analysis academic work students. On the organization and conduct of state certification of graduates"

Classroom teachers

Grade 10: "Student's daily routine"

Classroom teachers

Grade 11: "Study performance for the 1st half of the year"

Classroom teachers

III quarter

1 - 4 classes: "Organization of recreation, health improvement and employment of students in the summer"

Classroom teachers

5-6 grades: "Bad habits and their prevention".

Classroom teachers

7-8 grades: "Teenage Depression"

Classroom teachers

10 classes: "Self-Esteem in Adolescents".

Classroom teachers

9.11 grades:"Choice Time"

Classroom teachers

IV quarter

1 class: "Emotions positive and negative"

Classroom teachers

2-3 classes: "Results of the past academic year."

Classroom teachers

4th grade: "The results of four years of study".

Classroom teachers

5-8,10 grades: "Results of the past academic year"

Classroom teachers

Grade 9: “Results of the past academic year. Analysis of preparation for exams»

Classroom teachers

Grade 11: “Results of the past academic year. Preparation for exams.

Classroom teachers

MEETING PARENTS OF THE FUTURE FIRST GRADE STUDENTS

September

Organizational meeting for parents of future first-graders.

Responsible person.

February

Responsible person.

parent education

family on the doorstep school life. The influence of parents on the positive motivation and success of a child's education at school.

Responsible person.

Features of the content of the initial general education. UMC used in the next year. Introduction of 1st grade teachers

Responsible person.

Requirements for registration of documents for admission to the 1st class.

Responsible person.

May

parent education

Prevention of difficult school adaptation. Child among peers (psychological and pedagogical aspects)

Responsible person.

Prevention of child injuries, rules safe behavior At school.

Responsible person.

Getting to know the teacher.

Responsible person.

Pudovkina Natalya Mikhailovna
Job title: teacher
Educational institution: MAOU secondary school No. 54
Locality: Tomsk
Material name: Spiritual and moral development
Subject: Building a "tree of goals" for a certain age group of students.
Publication date: 06.12.2018
Chapter: secondary education

Building a "tree

certain

age

students.

program

basic

successively

continues

develops

program

spiritual and moral

development

education

students at the level of primary general education.

Since by the time this program was launched, the school had already

several

purposeful

moral development and education Russian citizens achieved

the results are considered as a launching pad for the implementation of its

next stage.

Obviously,

comparison

results,

satisfying

requirements of spiritual and moral development and education in primary

being

through,

moral development and education, the results of such activities in

basic

significantly

grounds. These bases lie in different areas, but are centered on

teenager

experiencing

age

deepest

hormonal

perestroika,

influencing

vital activity

organism

significantly

changing

character

social

psychological connections and relationships with external environment. Right at the start

age

account for

indicators

delinquency and crime, the use of tobacco, alcohol, and a few

later - drugs.

main

education,

accepts

maturing person at the dramatic moment of the transition of many latent

processes of its formation into explicit ones. It is at this level that

completion

active

socialization

student

"self-presentation" as a young adult. Therefore, the emphasis of this

programs are made for the socialization of a teenager, educating him from the position

right choice, self-realization, independence of action.

All structural elements of this Program define approaches to

organizational

mechanisms

implementation,

reflecting national, regional and ethno-cultural characteristics

region. It follows that spiritual and moral student development

main

education

isolated

activities artificially introduced into educational process. She

carried out everywhere - both in the development of academic disciplines, and in

development

students

universal

competencies,

own behavior in various extracurricular activities.

development

teenagers ability to reflect

grounds

own

activities

own

relations

reality a critical point is fixed as their socialization in

in general, and the most important criteria evaluation of its effectiveness. Many of them

determined precisely by the maturity of the spiritual and moral sphere.

program

provide

intrinsic value

age lived by adolescents and timely socialization, between

internal

requirements

challenges about which they have a very vague idea; help

teenagers

to avoid

socio-psychological

stress

opportunities, to heal those already received), and on the other hand, to prepare them for

conflict-free, constructive interaction

with other people,

implement

decide

priorities

outline

life path.

Goals

tasks

spiritual and moral

development,

education

socialization.

aim

socio-pedagogical

socio-cultural

support for the adolescent's own efforts related to the development of his

civil

individual

personality;

socio-pedagogical

socio-cultural

escort

process

cultural and moral

comprehension

teenager

spiritual

cultural

heritage

property

humanity

national, regional and ethno-cultural features of the region.

Tasks of spiritual and moral development, socialization and education

students at the level of basic general education:

conscious

Adoption

pupils

spiritual and moral

human

individuality

quality

the most important

vital

values; subjective attitude to self-education and development

creative

capacity

areas

socially

socioculturally

oriented activity;

operational

mastery

pupils

programs

activities

behavior,

characteristic

relevant

cultural

traditions (cultural traditions), as well as the assimilation of knowledge expressing them,

values and norms.

pedagogical

sense upbringing- the process is not spontaneous, but

purposeful, realized by both the teacher and the students. Hence,

educational

development

certain

human

personality, reflecting a peculiar moral portrait of a teenager.

receiving

moral

portrait

teenager

present in the form of a diagram:

Moral portrait of a educated person

teenager

Core Values

Desired personality traits

And why is it needed, is it, or for clarity, you can use the example of an already built one. The same article is devoted to practical recommendations on how to independently create a hierarchy of goals.

What is needed to compile

If you're only learning strategic planning or build a tree of goals for yourself, then in addition to the desire itself, you need: A blank sheet of A4 paper (at the training stage - perhaps a stack of paper), a pen.

If you are preparing a presentation of the tree of goals: in this case, many programs on a PC will do (Mind Manager, simple SmartArt MS Word, ...)

Stages of building a goal tree

1. Formulation. This is the top of the tree, it can also be a global large and very complex goal, in contrast to the strategic one, in the possibility of its ultimate attainability. (example, strategic - increase in sales, global - increase in capital by a certain amount; strategic -, global - learn 5 foreign languages). This goal answers the questions: what do I (we, the organization) want to receive or receive after such and such a period? Who I want to be? What do we want to achieve or achieve? Answer - write to the top.

2. Write down the conditions, sub-goals contributing to the implementation of the global strategic goal. Answering questions: under what conditions is it possible to achieve the goal? What do you need to decide in order to achieve goal number 1?See example below.

2.1. Highlight those goals and objectives, conditions that depend directly on us (ourselves), or are subject to our indirect influence, or vice versa - are absolutely independent of us. This is usually formulated as internal, external or indirect conditions. Sign, respectively, the conditions, goals or objectives. This item can be skipped. But sometimes it is also needed.

3. We crush further goals, follow the same procedure as in the case of item 2, but only for the 2nd row of targets. Our task is to build a consistent hierarchy until all the goals are reduced to the implementation of a specific small task, either done once, or in a constant cycle.

We complete the tree on one sheet. But if you need to cross out something for clarity, it’s better to start with a new clean slate.

You need to crush goals sequentially. Those. they should be subordinate to each other, and there were no big jumps.

When writing down this or that step in the hierarchy, it is important to remember that there is always one more option.

The smallest goals should be as simple as possible, the implementation of which realizes, just as simply, a higher goal.

Practice and train again. Ideally, after some time you will reach this

Building a tree of goals. "Management of the educational process", Building a "tree of goals" for a certain age group of students Graphic tree of goals of an educational organization

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