FEDERAL STATE EDUCATIONAL INSTITUTION
HIGHER PROFESSIONAL EDUCATION
"NORTH CAUCASIAN ACADEMY OF PUBLIC SERVICE"
DEPARTMENT OF STATE AND MUNICIPAL MANAGEMENT
Course work
"State and municipal management as a specialty of higher professional education"
Completed by a student
Faculty of State Medical University
Groups
supervisor
Rostov-on-Don
Introduction………………………………………………………………………………. 3
1. State structure and management………………………………………. 5
1.1 State structure of modern Russia…………………………. 5
1.2Functions of the state, tasks and methods of public administration ... 7
2. State and municipal administration: about the present and future of the specialty…………………………………………………………………………. nine
2.1 Formation of the specialty of the State Medical University……………………………………………. nine
2.2. Formation of the specialty “State and municipal management” within the framework of higher professional education…………...13
3 .Requirements for the training of a specialist and his activities…………..20
3.2 Requirements for specialist training………………………………………….23
Conclusion …………………………………………………………………………… 25
References………………………………………………………………… 26
Introduction
It will not be a big exaggeration to say that the quality of public administration is determined primarily by the quality of the staff of employees of government bodies, the stock of professional knowledge they have and the ability to apply them in their activities.
At the same time, the professionalism of people employed in the civil service implies not so much the so-called “industry” knowledge, but rather knowledge and understanding of the mechanisms of interaction between the state, society and individual citizens during the period of radical replacement of all previously existing ones with new ones. Understanding the need to organize the work of the state apparatus in a new way led to the introduction of such a social institution as "public service".
In order to more quickly develop a modern civil service that corresponds to Russian realities, back in 1991 it was decided to create a system of specialized educational institutions (personnel centers, later transformed into regional academies of the civil service), the main task of which was to train, retrain and improve the skills of civil servants. and municipal employees.
A little later, at the beginning of 1992, the specialty “state and municipal management” was introduced into the classifier of specialties of higher professional education.
The relevance of the chosen topic is due to all of the above and a special role in the modern, increasingly complex world of management science - management - and specialists in this profession - managers.
Management is necessary at any level: enterprise, bank, educational institution, hospital, state, city, etc.
Accordingly, this can be production, financial, social, state, municipal and other management.
It has long been known that a bad manager can quickly lead an enterprise to bankruptcy, while a talented manager can lead to success. The same applies to the city. To manage a modern city is no easier than to manage the largest industrial enterprise. Management as a science of management is closely related to economics. The largest capitalist firms employ professional economists and managers and train managers in university centers. Without modern knowledge in the field of economics and management, effective management is impossible.
The requirements for a modern manager are exceptionally high. He must understand the issues of economics, politics, finance, law, human psychology, be able to work in a team, clearly and logically express and defend his thoughts, know the specific area of \u200b\u200bhis professional activity well, be a comprehensively developed, civilized, cultured person. For a city (municipal) manager, work with people, with the population, is of particular importance. After all, city government exists for the benefit of the people and can only function effectively with the support of the population. The task of future managers is to be at the height of modern
requirements.
Therefore, the purpose of the course work is a detailed study of the state structure and management, the formation of the specialty "State and municipal government" within the framework of higher professional education, the requirements for training a specialist and his activities.
To achieve this goal, the following tasks are set: to study:
State structure of modern Russia
Functions of the state, tasks and methods of public administration
Formation of the specialty “State and municipal management” within the framework of higher professional education
Directions and types of activities of a specialist
Specialist training requirements
1. State structure and management
1.1 The state structure of modern Russia
According to the Constitution of the Russian Federation, adopted at a national referendum in 1993, Russia is a democratic federal state of law with a republican form of government (Article 1).
Man, his rights and freedoms are the highest value. Recognition, observance and protection of the rights and freedoms of man and citizen is the duty of the state (Article 2). The bearer of sovereignty and the only source of power in the Russian Federation is its multinational people (clause 1 of article 3). The Constitution of the Russian Federation and federal laws have supremacy throughout the territory of the Russian Federation (clause 2 of article 4).
The Russian Federation is a social state whose policy is aimed at creating conditions that ensure a decent life and free development of a person (clause 1 of Article 7).
The Russian Federation recognizes ideological and political diversity and a multi-party system. No ideology can be established as a state or obligatory one (Article 13).
The Russian Federation is a secular state. No religion can be established as a state or obligatory one (clause 1 of article 14).
State power in the Russian Federation is exercised on the basis of division into legislative, executive and judicial. Legislative, executive and judicial authorities are independent.
The federal bodies of state power are the President
Russian Federation, Federal Assembly (Federation Council and State Duma), Government of the Russian Federation, courts of the Russian Federation (Article 10). Other articles of the Constitution set out the functions, powers and procedure for the formation of each of these bodies. State power in the constituent entities of the Russian Federation is exercised by the bodies of state power formed by them (clause 2 of article 10).
As a federal state, the Russian Federation consists of 89 subjects of the federation. They are republics (21), territories (6), regions (49), cities of federal significance (Moscow and St. Petersburg), autonomous region (Jewish), autonomous regions (10) - article 65. All subjects of the Russian Federation are equal (p. 1 article 5). The Constitution defines a list of issues under the exclusive jurisdiction of the Russian Federation (Article 71) and issues under the joint jurisdiction of the Russian Federation and the constituent entities of the Russian Federation (Article 72). It has been established that on issues not listed in Articles 71 and 72, the subjects of the Russian Federation have full state power (Article 73).
Local authorities in the Russian Federation are exercised by local self-government bodies that are not included in the system of state authorities (Article 12).
1.2Functions of the state, tasks and methods of public administration
What are the functions, duties of the state, what is public administration, what tasks should it solve, what and how to manage? The functions of the state can be divided into internal and external.
The internal functions of the state include:
a) protection of the rights and freedoms of citizens, their lives, dignity, property;
b) state regulation of the economy, economic activity;
c) state regulation of the social sphere, cultural, scientific and other activities;
d) punitive function - suppression of attempts on the state system, property, life, rights and freedoms of citizens, violations of public order.
In solving these problems, the state uses methods of administrative and economic regulation, as well as methods of ideological influence. Administrative methods - the issuance of binding laws, a system of punishments for their non-compliance. Economic regulation is a system of taxes, customs duties, budgetary financing, a system of excises, social and other benefits that support or restrict certain types of activities. The ideological influence is carried out through the mass media and is aimed at instilling in citizens a sense of patriotism, pride in their country, and a desire to contribute to its prosperity. One of the means of educating patriotism is the use of state symbols.
At the same time, the state should not interfere in the private life of citizens, if this does not affect the interests of other citizens or society, in the activities of economic entities, political parties, public, religious and other organizations, if they do not violate the law.
External functions of the state:
a) defense of borders, protection of the sovereignty and independence of the country;
b) foreign policy activity;
c) foreign economic activity;
d) representing and protecting the interests of its citizens abroad;
e) strengthening one's prestige in the world, gaining a worthy place among other countries, establishing spheres of influence for large and economically strong states, and in the past, seizing colonies.
Methods for solving external problems of the state: diplomatic, economic and military.
2. State and municipal administration: about the present and future of the specialty
2.1 Formation of the specialty of the State Medical University
The formation of the specialty of the State Medical University, which began from the moment it was included in the classifier of specialties in March 1992, turned out to be divorced from the formation of the system of state and municipal service in the country.
The specialty was introduced at a time when there was not a single normative act that would define the parameters of the state and municipal service in Russia. At that time, only draft laws of the Russian Federation on public service were considered, and they differed significantly conceptually. Consequently, it was possible to form the content of education in this specialty based on general ideas about public service, existing foreign and emerging domestic experience.
The first all-Russian normative act fixing the main provisions regulating the civil service, in particular, the requirements for education, appeared only in December 1993 (Decree of the President of the Russian Federation of December 22, 1993 No. 2267 "On Approval of the Regulation on the Federal Public Service", Assembly acts of the President and Government of the Russian Federation, 1993, No. 52, item 5073).
By virtue of the education management scheme adopted in Russia, the content of education in this specialty was determined by the federal education management body and, accordingly, to the extent that this body understands, what the state (and municipal) service will be like in Russia. There was a time (albeit a rather short one) when the specialty was called “State and regional control". And in the law of the Russian Federation “On the fundamentals of the civil service of the Russian Federation” dated July 31, 1995, such a non-existent in the classifier of specialties was mentioned as "public administration"(paragraph 6 of this Law). The fact that now (by an amendment to this Law of February 18, 1999) the name of the specialty has been brought into line with the existing realities has not changed the state of affairs. And the comparison of state educational standards of the so-called. “first generation”, adopted in 1995, shows the almost complete coincidence of the requirements for training specialists in such essentially different specialties as “state and municipal administration” and “management”.
The gap between the system of training personnel for the state and municipal service and the service itself is most clearly seen in this example. In the presence of approximately 150 state and non-state universities that have licenses to train specialists with higher education in this specialty, a significant contingent of students and already trained as part of their first higher education, strictly speaking, not a single university graduate, according to current laws, can be admitted to the state or municipal service immediately after graduation.
The fact is that in the legislation of those subjects of the Russian Federation that specified the requirements for persons applying for positions in the civil service, there were requirements for work experience (usually at least a year). To illustrate, here are excerpts from the law “On public service” of the Irkutsk region (as amended by the Law of the Irkutsk region dated June 11, 1999 No. 32-03):
“b) for leaders and seniors higher professional education in the specialty "state and municipal management" or by specialization of regional public positions of the regional public service or education, which is considered equivalent.
in) for junior regional state positions of the regional civil service - secondary vocational education in the specialization of regional public positions of the regional public service or education, which is considered equivalent”.
“... 4. The following qualification requirements for length of service and work experience in the specialty are established for regional public positions of the regional public service:
a) the highest regional state positions - the experience of the regional state service in the main regional state positions for at least two years, or at least five years of professional experience ;
b) the main regional public positions - the experience of the regional public service in the leading regional public positions for at least two years or;
c) leading regional public positions - experience of regional public service in senior regional public positions for at least two years, or at least three years of professional experience ;
d) senior regional state positions - at least three years of professional experience ;
e) junior regional state positions - no experience requirement .
In the absence of the required length of service, a citizen may be appointed to a position based on the results of certification.
Such provisions are contained in the laws regulating the civil service in almost all subjects of the Russian Federation. Everywhere, for positions, starting with seniors, there are requirements for work experience. There are no seniority requirements for junior positions only, but these positions are sufficient to have secondary vocational education .
References to the possibility of appointment to positions based on the results of attestation refer, as a rule, to those who are already in the civil service. The system of holding positions on the basis of competitions provided for by law has not received due distribution. And, although graduates of many universities find application of their knowledge in state and municipal government, this happens not so much as a result of the normatively formalized system, but in spite of it.
As a result, almost all universities in their curricula, developed on the basis of the state educational standard in the specialty 061000, introduce disciplines that do not deepen the knowledge necessary to occupy positions in the state and municipal service, but those that help graduates find employment outside this system.
This practice is promoted by the assignment of the specialty “state and municipal administration” to the group of specialties in economics and management with the qualification “manager”. Although it is obvious that the specifics of the service itself, which consists in the performance by employees of the functions of the state, implies the presence of thorough knowledge not only in the field of economics and management, but also in the field of jurisprudence, political science, and sociology. In this regard, it would be more logical to include this specialty in the group of interdisciplinary specialties (350,000) with a change in the qualifications assigned (for example, “specialist in the field of state and municipal administration”).
Nor has a clearly defined legal system of specialization in the state and municipal service developed in Russia (there is no interpretation of the concept of “specialization of civil service positions”, which is used in the laws of the federation and subjects of the Federation). Apparently, therefore, in fact, our new standard lacks allocated hours for specializations and at least recommended specializations.
2.2. Formation of the specialty “State and municipal management” within the framework of higher professional education
The formation of the specialty “State and municipal management” within the framework of higher professional education is divorced from the formation of a system of additional professional education for state and municipal employees.
This circumstance is hardly noticeable to those who do not work on any significant scale to improve the skills and retrain state and municipal employees. This situation did not arise by chance, but due to objective circumstances.
First of all, there is no state regulation of the system of additional professional education in general, with the exception of several regulations of the Ministry of Education of the Russian Federation.
Secondly, is specifically regulated (by orders of the Ministry of Education approving the state educational standard) only the system of additional professional education federal government employees. For the same category of civil servants, requirements for professional retraining are established, in particular, in the Decree of the President of the Russian Federation of September 3, 1997 “On additional measures for the training of civil servants”, it is noted that it is necessary to draw up annual training plans for civil servants, bearing in mind that “mandatory professional retraining of persons appointed for the first time to public positions of the federal public service not lower than the deputy head of the department (hereinafter referred to as "leading positions"), during the first year of work in the specified positions ”.
By the way, this Decree does not contain any instructions to the education management body in the Russian Federation in terms of determining the content of education. There is only a recommendation to the subjects of the Federation to also draw up plans for the training of civil servants of the subjects of the Federation and municipal employees. As a result, additional vocational education in the last two categories is not regulated at all. And, as they say, “by default” for working with them, the requirements of the state educational standard for additional professional education of federal civil servants are accepted. Agree, such an approach can hardly be recognized as legitimate.
There is another circumstance that I would like to draw attention to.. The latest version of the State Educational Standard for additional professional education of federal civil servants (Order of the Ministry of Education No. 2370 dated July 31, 2000) obliges the heads of educational institutions that provide advanced training and retraining of federal civil servants to bring curricula and programs in line with the requirements of this standard, as well as with qualification requirements (characteristics) for state positions of federal civil servants. The standard itself provides that “A specific area of additional professional education for a federal civil servant is selected from the list of areas, taking into account:
Type of professional activity of a civil servant (managerial, organizational, economic, planning and financial, marketing, information and analytical, design and research, diagnostic, innovative, methodical);
Qualification requirements for a specific position;
specific learning objectives;
Regional and sectoral features and specifics of the state body that sends a federal civil servant to study.
At the same time, the compilers of the standard, characterizing the types of professional activities of a civil servant, were guided by the types of activities taken from the canceled State Educational Standard in specialty 061000 (as amended in 1995), which, in turn, practically coincided with the list of activities for a manager trained in another specialty - 061100 “Management”, and remained in the new standard in the specialty “Organization Management”.
A quite natural question arises - how legitimate is such an approach? Does the content of the activity of a civil servant really coincide with the content of the activity of a manager? If we proceed from the fact that in the new system of educational standards we see significant differences between the standards for the specialties 061000 and 061100 (which is even renamed “Organization Management”), it is obvious that they are not.
And in fact,
In the absence of clearly defined qualification requirements for specific positions,
If there is a discrepancy between the types of activities that are actually taking shape in the public service system and those defined in the standard,
With not only a textual discrepancy between the types of activities of civil servants listed in the state educational standards of higher professional education of the sample of 1995 and 2000,
it is impossible to implement the requirement to bring curricula and programs in line with the State Educational Standard for additional vocational education, since this standard contains clause 5.2, which states that “educational programs for additional vocational education must ensure its continuity in relation to state educational standards of higher and secondary vocational education relevant area of study.
To be convinced of this, it is enough to look at the list of areas of study for additional professional education programs approved by this State Educational Standard.
In this standard there is also such an innovation as “education, additional to higher”. In the absence of this type of educational programs in the documents that define the requirements for civil servants, it simply “freezes”.
The formation of the specialty 061000 is divorced from the real personnel situation and the realities that have developed in the organization of work with personnel in the state and municipal service.
This circumstance has already been touched upon a little when it was about the opportunities for university graduates to occupy positions of state and municipal employees.
In addition, it is necessary to mention such points that are relevant, first of all, to regions with a low population density and an undeveloped network of educational institutions. A different population density is accompanied by a different level of education of the corresponding categories of employees.
Let's compare, for example, the Central and Siberian federal districts. The first has an area of about 680 thousand square kilometers, a population of about 38 million people. The second occupies an area of almost 7 million square kilometers, the population is a little over 21 million people. Obviously, approaches to the organization of educational activities in these regions should be uniform, but not monotonous.
For the system of regional civil service academies, each of which is assigned to several (for the Siberian Academy of Civil Service - 14) subjects of the Federation, this aspect is of fundamental importance.
All academies have to think about how to organize educational activities outside their location with minimal time and financial resources from the respective budgets.
For example, the amount of overhead costs for students from the Republic of Buryatia (the cost of travel to Novosibirsk, accommodation during the period of study) is four times higher than the cost of the actual education at correspondence departments. And in the Siberian Federal District, the need for training is great: only slightly more than half of the federal civil servants have a higher education, although the Law provides for a mandatory higher education. Now the only possibility for us to have territorially separate subdivisions is the creation of branches.
The practice of work has shown that the regulations governing the creation of branches aim to make the process more manageable, and this is necessary, but at the same time, the specifics of working with state and municipal employees in vast areas with an undeveloped educational infrastructure are not taken into account. In particular, no one can answer the following questions:
Why the creation of a branch of an educational institution requires the consent of the leadership of the subject of the Federation, who is not interested in how the personnel issue will be resolved for federal civil servants working in this subject of the Federation;
Why is it necessary to agree to the opening of a branch from the employment service in this subject of the Federation, which, most often, does not have an acceptable idea of the needs for personnel of the relevant structures. Apparently, therefore, they so easily give their positive opinions to requests for the opening of branches;
How to ensure compliance with the requirements for civil servants in various subjects of the Federation, without which (compliance) the processes of personnel exchange between territories and different administrative structures are hampered.
Given the presence of many universities that train specialists in state and municipal management, in the curricula of which there are many such disciplines where there are no established (generally accepted) provisions, we can safely assume the existence of conceptually different models of state and municipal management that are being introduced into the minds of students, and this cannot but lead to contradictions between employees who profess different scientific schools.
By the way, this moment emphasizes the exclusivity of the specialty “State and municipal administration” in the system of higher education specialties, which is underestimated in the practice of the Ministry of Education.
Therefore, it is necessary to organize educational activities for the training and retraining of state and municipal employees in such a way that it serves to strengthen the Russian statehood, the unity of Russia. One of the overdue moments, in my opinion, is to increase the rigidity of regulation of the content of education of state and municipal employees. Academic freedoms should first of all concern teaching methods and only after that - the content of education.
Based on the foregoing, the following conclusions can be drawn:
1. The state personnel policy is just beginning to take shape, there is no system for attracting, retaining and using highly qualified specialists in the public service, for training, retraining and advanced training of managerial personnel.
2. Work with personnel actually, in real practice (and not at the level of declarations) is not yet among the priority areas of activity of state authorities and local self-government.
3. The formation of the legal framework for the professional education of state and municipal employees lags behind the real needs of practice.
4. A significant part of managerial personnel did not improve their qualifications for many years, did not undergo professional retraining.
5. In many administrations, there is no direct link between the promotion process and training.
6. Bodies of power and administration have little influence on the content of the training of their personnel, they practically do not participate in the development of curricula and programs.
In order to provide state authorities and local self-government with highly qualified personnel, the formation of a holistic personnel policy on the scale of the Russian Federation and the constituent entities of the Federation.
3 .Requirements for the training of a specialist and his activities
The university nature of the training of specialists allows them not to be confined within the narrow framework of specializations and work in many areas of the economy, engage in various activities. In particular, graduates with a degree in State and Municipal Administration will receive fundamental knowledge in matters of economics, law, sociology, management, finance, system analysis, urban management and the social sphere, etc. The primary objects of professional activity of a graduate with a degree in State and Municipal management” may be state and municipal bodies of representative, executive and judicial power, other state and municipal bodies, organizations and institutions. Another area may be various municipal and social enterprises that require qualified management. Typical positions: specialist in the structural unit of the city administration or city council for economic analysis and planning, industrial policy of the municipality, property management, land resources, housing and communal services of the city, transport services
population, personnel policy, planning the activities of the local authorities themselves, control work, etc.
The activity of the specialist is aimed at ensuring the rational management of economic and social processes at the level of cities, districts and other territories, based on the interests of the population, at organizing territorial management systems, at improving management in accordance with modern trends.
A specialist in state and municipal government should be able to plan his individual and collective work, orient it towards achieving the goals set, towards achieving the final result with the rational use of all types of resources. He must be able to lead a team, exercise rational control over the activities of employees and the organization as a whole, represent his organization and its interests in the external environment, investigate and diagnose emerging problems and situations, make forecasts, formulate goals and objectives, conduct consulting, methodological and educational work with employees, implement management innovations.
Brief description of the main types of professional activities of a specialist in state and municipal administration:
a) managerial activity. This is the work of the head of an organization, institution, structural unit, associated with the adoption of managerial decisions; work in structural subdivisions of administrations that ensure the management of property, land, real estate, certain sectors of the urban economy, public relations, in control and supervision bodies;
b) organizational activity. This is work related to the organization, planning and control of the process of territory management itself;
c) economic activity related to economic analysis, forecasting and planning of the socio-economic development of the territory. This includes the development of current and long-term plans for the development of territories, interaction with business entities, calculations of the need for resources, the choice of the most effective solutions in conditions of limited resources;
d) planning and financial activities. This is work in the economic and financial departments of government and administration, related to the organization of financial planning and management through financial leverage;
e) marketing activities. Unlike marketing in an enterprise, the subject of which is its products or services, territory marketing is the work of unlocking its potential for the most effective use;
f) information and analytical activities. Objective information and an objective analysis of the actual state of affairs are always necessary for making managerial, economic, design decisions. Almost all local governments today have information and analytical services in their structures, which, based on the study of large volumes of external and internal information, develop appropriate recommendations for improving the case;
g) design and research activities. This is work on the economic justification of design decisions related to the reconstruction, technical re-equipment and development of certain areas of the urban economy; work in the economic divisions of specialized design organizations;
h) diagnostic activity. In the process of managing the territory, difficulties and problems constantly arise, the causes and ways of overcoming which are not obvious. We need professionals who know the methods of system analysis, are able to understand the problem (diagnose it) and offer solutions. So far, few cities are using modern approaches to solving complex problems. It is this niche that the diagnostic activity of managers is called upon to fill;
i) innovation activity. A special type of activity associated with the introduction of everything new in the management organization;
j) methodical activity. Work related to the generalization of existing experience and the development of methodological recommendations for improving the case.
With some additional training, a manager with a degree in State and Municipal Administration can adapt to other types of professional activities:
research; financial, financial and economic, auditing, exchange, etc. These types are more than the specialty "Finance and Credit", but for a manager with a good economic background, this problem is quite solvable.
3.2 Requirements for specialist training
A graduate must harmoniously combine a high level of fundamental scientific knowledge and professional training.
A specialist in the field of state and municipal administration must meet the following general requirements:
Familiar with the basic teachings in the field of the humanities and socio-economic sciences, able to analyze social problems and processes, able to use the methods of these sciences in their professional activities;
Knows the basics of the Constitution and legislation of the Russian Federation, ethical and legal norms that regulate the relationship of a person to a person, society, the environment, knows how to take them into account in his work;
Has a holistic view of the processes and phenomena in animate and inanimate nature, owns scientific methods of understanding nature at the level necessary to solve professional technical, economic, environmental and other problems;
Able to continue education and conduct professional activities in a foreign language environment;
Has a scientific understanding of a healthy lifestyle, owns the ability and skills of physical self-improvement,
Owns a culture of thinking, knows its general laws, is able to correctly (logically) formalize its results in written and oral speech;
Knows how to organize his work on a scientific basis, owns computer methods for collecting, storing and processing information used in the field of his professional activity;
Able in the conditions of the development of science and changing social practice to reassess the accumulated experience, analyze their capabilities, is able to acquire new knowledge, use modern information educational technologies;
Understands the essence and social significance of his future profession, knows its main problems, owns professional disciplines, understands their relationship;
Able to find non-standard solutions to typical problems or solve non-standard problems;
Capable of project activities, knows the principles of system analysis, is able to build and use models to describe and predict various phenomena, to carry out their qualitative and quantitative analysis;
Able to set goals and formulate tasks related to the performance of professional functions, is able to use the methods of the sciences studied by him to solve these problems;
Ready for cooperation with colleagues in a team, familiar with the methods of personnel management, able to organize the work of performers, find and make management decisions in the face of conflicting requirements, knows the basics of pedagogical activity;
Methodically and psychologically ready to change the type and nature of their professional activities, work on interdisciplinary projects of organizational structures and activities of local authorities.
Conclusion
In conclusion, I would like to draw the following conclusions:
It is necessary to “join” the process of regulation of higher (and secondary) vocational education in our specialty and the process of normative regulation of the system of state and municipal service.
It is necessary to "join" the regulation of the content of basic (higher professional) and additional professional education of state and municipal employees.
In resolving the issues raised, it is required to develop a dialogue and joint work of state authorities and local self-government, on the one hand, and specialized educational institutions, on the other.
The development of business relations between regional civil service academies and authorized representatives of the President in the federal districts looks promising, because the training, advanced training and retraining of civil servants is an integral part of the personnel policy, including for which the Institute of Presidential Representatives was created.
Bibliography
1. The Constitution of the Russian Federation. M., 1993.
2. Baglay M.V. Gabrichidze B.N. Constitutional law of the Russian Federation. Moscow: INFRA-M. 1996.
3. Constitutional law of the Russian Federation. Yekaterinburg: UrGUA, 1995.
4. Chirkin V.E. State studies. M.: Jurist, 2000.
5. Pikulkin A.V. Public administration system. M.: UNITI, 2000.
6. Salikov M.S. Comparative federalism of the USA and Russia. Yekaterinburg, 1998.
7. Theory of state and law from students: Textbook for universities. Web site www. juristy.ru 2000.
8. The latest literature on parliamentarism (texts of books in the public domain). Website www. jegislature.ru
9. European Charter of Local Self-Government // SZ RF, 1998, 36. St 4466.
10. Zotov V.B. Territorial administration. M., 1998.
11. Vasiliev V.I. Local government. M., 1999.
12. Vydrin E.V. Local self-government in the Russian Federation: from idea to practice.
13. Ovchinnikov II Local self-government in the system of democracy. M., 1999.
14. Municipal management / Ed. T.G. Morozova. M.: UNITI, 1997.
15. Local self-government and issues of interaction with state power. Yekaterinburg, 2000.
16. Filippov Yu.V. Fundamentals of development of the local economy. M.: Delo, 2000.
17. Municipal property as the economic basis of local self-government. Yekaterinburg. 1998.
Each student for the period of practice chooses an individual task, Consultation is carried out by the head of practice from the department (L Pozemsky 6, room 301). The content of an individual task takes into account the specific conditions and capabilities of the organization, meets the needs of the management process and at the same time corresponds to the goals and objectives of the educational process.
The task must correspond to the abilities and theoretical training of students, providing for elements of scientific research, creative tasks in the specialty "State and municipal management" and the participation of students in the development of relevant documents (programs, forecasts, plans).
III Preparation of the report and summing up
Educational practice
The results of the training practice are drawn up in the form of a report. In it, the student must show his knowledge and ability to independently conduct scientific research, analyze and summarize the results of the institution.
The report should contain measures developed by the student to improve the activities of the institution, increase the level of organization of managerial work, improve the management of the territory or the direction as a whole.
When writing a study practice report, it is recommended to adhere to the following plan:
Introduction (1-2 pages);
· 1 section- organizational characteristics of the enterprise (10-12 pages);
· 2 section- setting up the organization of management at the enterprise (organization, institution) (10-15 pages);
· 3 section- results of research on the topic of work on the State Medical University (20-25 pages);
· Conclusions and suggestions (2-3 pages);
· Bibliography.
In the first section the report states:
· Location of the enterprise (institution);
· The size of the enterprise, its specialization;
· Organizational structure and management structure;
· Availability and characteristics of labor resources, availability of means of production;
· The analysis is carried out for the last 3 years, using the data of annual reports, plans;
In the second section the results of the management organization are considered:
Characteristics of the elements of the management process;
Organization of the activities of personnel services;
Organization of manager's work;
· Directions of rational organization of managerial work;
Conditions for the effectiveness of management decisions;
In the third section describes the issues of work on the State Medical University, the tasks set, the content and results of the student's research work, performed by him during the period of practice.
The student independently chooses the topic of practice from the proposed list and coordinates the choice with the head (deputy head) of the enterprise / organization or institution of the practice base.
In some cases, in agreement with the head (deputy head) of the enterprise / organization or institution, the topic of practice may not be chosen from the list of topics presented, but proposed by the student himself. However, it must correspond to the functional tasks solved at the enterprise / organization / institution, as well as the goals and objectives of student practice.
Approximate topics of educational practice
1. Features of information in the systems of organizational management of state organizations, enterprises and municipal institutions.
2. Features of using information about the state of the external environment in the management systems of state organizations, enterprises and municipal institutions with feedback.
3. The concept of information support for systems of state and municipal government and its composition.
4. Models of state and municipal management.
5. Methods of formalizing tasks in organizational management systems. Description of alternatives, goals, restrictions. Criteria.
6. The position of the enterprise in the market of manufactured products (work performed and services rendered).
7. Innovation policy and increasing the competitiveness of an enterprise, organization in the market.
8. Management system for the interaction of an enterprise, organization, institution with the external environment.
9. Management system and its relationship with the organizational and legal form of the enterprise, organization.
10. Management of marketing (economic planning, financial, innovation, sales, transport, etc.) service at the enterprise/organization.
11. Quality management system at the enterprise / organization.
12. Management in non-profit organizations.
13. Management in the educational authorities (in the authorities of culture, health care, health insurance funds, pension funds, etc.) in the region, city, town, etc.
14. The process of developing a management decision at an enterprise / organization / institution.
15. Information support of management processes at the enterprise / organization / institution.
16. Information support and management of the marketing service (planning and economic, financial, innovative, marketing, transport, etc.) at the enterprise / organization.
17. The system and services of personnel management at the enterprise / organization.
18. Organization of labor, material and moral incentives for personnel at the enterprise / organization / institution.
19. Advanced training and retraining of personnel at the enterprise / organization.
20. Negotiating with clients, managing the drafting and execution of contracts. Organization and support of the state/municipal order process.
21. Management of the labor protection service at the enterprise / organization.
22. Management of the social policy of the enterprise / organization.
23. State in the securities market: search for the optimal model
24. State regulation of the insurance market in modern Russia
25. Features of state regulation of the processes of bankruptcy of credit institutions
26. Features of regulating the activities of enterprises of various organizational and legal types (in general or for individual types)
27. Planning the activities of the company in modern conditions: essence, organization, methods
28. Business planning at the enterprise: essence, organization, methods
29. Programs of financial recovery of enterprises and their state support
30. The development of the institution of bankruptcy in the Russian Federation and the problems of its improvement as an institution of anti-crisis policy
31. State anti-crisis policy and management at the enterprise level: goals, principles, methods.
32. Types of management and features of social management.
33. Features of the management process in the field of state and municipal government and its difference from the management process in the business community.
34. The concept of "management method" and the classification of management methods.
35. The concept of "management strategy" and types of strategies in state and municipal government.
36. Theories of bureaucracy and their modern assessment.
37. The process of development, adoption and implementation of management decisions in administrative management: its main stages and content.
38. The main systems of public service in foreign countries.
39. Basic principles of the formation and functioning of the executive power in the constituent entities of the Russian Federation.
40. The concept of municipal government, its goals, objectives and principles.
41. Conflict: concept, types, diagnostics. Conflict management in the administration apparatus.
42. The concept of "management efficiency" and approaches to its measurement at different levels of government and management.
43. Political, administrative and economic power in modern public administration.
44. Organizational culture and personnel policy in the public service of the Russian Federation.
45. The concept of management functions and types of management functions. Functions of the modern state of state government.
46. The concept and essence of the organizational structure of management, its types and use in public authorities and management.
47. Analysis of the main models of local self-government in developed democracies.
48. Public service as an institution, its goals, principles of organization and functioning.
49. The concept of "government body". Classification (types) of government bodies.
50. Administrative reforms: goals, objectives and main directions of implementation.
51. Control as a function of management. Organization of control over the execution of decisions in government bodies.
52. Forms and organization of public participation in decision-making (at the level of the subject of the Russian Federation).
53. Infrastructure of the municipal economy - the concept and components, development problems.
54. Problems of professional ethics in the functioning of the public service.
55. Risk management in public administration: basic concepts and ways to minimize.
56. The main directions of the reform of the civil service of the Russian Federation.
57. Innovative technologies for the municipal economy.
58. The essence and main directions of public administration of the social sphere in the Russian Federation.
59. The concept of control technology. Basic requirements for modern technologies of administrative management.
60. Principles, goals and objectives of municipal government in the Russian Federation.
In the final part report, the student needs to formulate the main conclusions in a concise form, give specific proposals for improving the work of the enterprise.
The report should be well edited and illustrated with graphs, charts, diagrams.
The student must submit with the report:
· Calendar plan for passing educational practice;
· Diary of educational practice;
· Characteristics of educational and familiarization and social activities of the student;
· Forms of analysis of the work of subdivisions of the main and auxiliary management bodies;
The calendar plan, characteristics, diary and title page of the report must be signed by the head of the enterprise and certified with a seal.
A student provides a report on educational practice with a diary and a characteristic to the department within a week after returning to the institute. Within 2 weeks after the end of the practice, students defend a report with a differentiated assessment.
To protect reports on practice, a commission consisting of 2-3 people is appointed. Representatives of other departments may be included in the commission.
When evaluating the work of a student during practice, the commission takes into account:
Characteristics of the head of practice from the enterprise (organization, institution);
· The student's activity during the period of practice (the degree of completeness of the program, mastering the basic professional skills in organizing management);
· The quality of the report and the student's answers to questions during the defense of the report.
Students who have not completed the internship program, received a negative review of their work or an unsatisfactory grade when defending a report, are re-sent to practice or are expelled from a higher educational institution.
The quality of the completion of the thesis largely depends on the quality of the individual task, so students should be as interested as possible in the successful completion of pre-diploma practice. During the practice, the student must complete all the points of the program arising from the tasks of the practice, and the points included in the individual task on the topic of practice.
An individual task is determined by the supervisor, taking into account the interests of students. The task should contain a clear statement of the intended goals and expected results. From the goals should follow the formulation of a specific task proposed for solving the student, and the place of this task in the general set of tasks should be indicated.
An individual practice assignment should, as a rule, include the following main sections:
1. Analysis and description of the object under study, enterprise or information system.
2. Choice (development) and substantiation of methods for solving specific tasks.
Of course, the above requirements are only indicative. Deviations in the content of the task are allowed both in the theoretical and practical aspects. Therefore, when formulating an individual task for undergraduate practice, students need to decide on their own preferences.
The assignment for undergraduate practice can be represented by a list of thematic sections that reveal the main content of the areas of work of students. Each section defines the area of professional knowledge obtained by the student by the beginning of the practice, for which it is necessary to acquire sustainable knowledge and skills. Depending on the topic of the thesis, students can be offered the following areas of activity, which require certain knowledge requirements:
1. Appointment and structure of the state or municipal body (institution).
The student must:
consider the history and organization of this body or institution;
explain its role in the system of state (municipal) bodies;
identify the goals and objectives of the activities of this body (institution);
to analyze its external and internal environment;
identify and describe the objects managed by this body (institution);
determine the type of organizational structure of this body (institution);
highlight its advantages and disadvantages.
2. System of management methods.
The student must:
consider the system of management methods in this body (institution);
describe the communication process in the body (institution);
consider the legal support of management activities in this body (institution).
3. Organization of personnel management.
The student must:
– analyze the organization of personnel management in the body (institution) in the following areas:
a) personnel planning;
b) personnel selection;
c) hiring and dismissal of personnel;
d) adaptation of personnel;
e) staff development;
f) personnel motivation system;
g) evaluation of the performance of the personnel;
– evaluate how effective the personnel management policy is in terms of managing the body or institution.
4. Social aspects of the functioning of a state or municipal body (state or municipal institution).
The student must:
consider the management style and types of power used in this body (institution);
describe the methods and ways of making managerial decisions;
identify the degree of participation of ordinary workers in the development and adoption of managerial decisions;
analyze the socio-psychological climate in the team of the body (institution);
analyze the relationship between employees;
consider existing conflicts in this body (institution) and ways to resolve them;
identify the main sources of conflict.
5. Identification and analysis of the main problems of a state or municipal body (institution).
The student must:
identify the main problems of a state or municipal body (institution);
consider and analyze these problems;
determine the sources of their occurrence and the dynamics of development;
assess the relationship of managers and employees of the body (institution) with these problems;
evaluate the effectiveness of problem solving methods in terms of their feasibility and resource support.
During the period of undergraduate practice, the student must collect statistical material, make the necessary extracts from the official documentation of the organization, familiarize himself with information on the topic of the thesis, collect and prepare graphic material. It is necessary to study the instructions, guidelines, regulations, regulations that are currently in force and regulate the work of state and municipal organizations (enterprises, institutions).
The methodology for performing individual tasks is determined by the head of the practice. However, in order to successfully complete an individual task in pre-diploma practice, students should use all the possibilities for collecting, systematizing, processing and analyzing economic, managerial and legal information, statistical data and illustrative material on the topic of the thesis. We are talking not only about the help of a supervisor or head of practice, but also about independent work in the library of the organization, its information funds and technical archives. Of particular importance is the receipt of competent advice from the organization's specialists - a base of practice that can assist in clarifying and correcting the themes of theses of practical interest. The use of these opportunities creates a number of advantages for the student. On the one hand, this makes it easier to write a thesis, because. the author will be able to widely use the factual material of the state or municipal authorities, where he underwent undergraduate practice, to confirm the theoretical provisions. On the other hand, on the basis of specific data, the student will be able to draw useful conclusions or formulate proposals, the implementation of which will improve the work of the organization.
The implementation of an individual task of pre-diploma practice in the specialty "State and municipal management" of pre-diploma practice provides for students to consolidate theoretical knowledge, methodologies, principles and rules of professional management of an organization in the system of state and municipal government. Therefore, in order to analyze the existing problems, interns are recommended to constantly study the literature, which covers not only domestic, but also foreign management experience.
Having mastered the methods of obtaining information independently, the student must organize self-control of knowledge - logically, consistently, harmoniously reveal the questions of an individual task, clearly adhering to its structure. To organize self-control, you can use such a technique as filling out the table “Types and content of work to complete an individual task”. The approximate content of such a table is given in Appendix 3.
At the final stage of undergraduate practice, students need to summarize the collected material and correctly present it in writing, including it in the content of the practice report. At the same time, it is necessary to ensure that the coverage of issues proceeds according to a pre-planned scheme, involving theoretical provisions and practical conclusions.
- 263.50 KbSTATE EDUCATIONAL INSTITUTION
HIGHER PROFESSIONAL EDUCATION
"CHUVASH STATE PEDAGOGICAL
UNIVERSITY NAMED AFTER I.YA.YAKLVLEV»
Management department
DEPARTMENT OF MANAGEMENT
Speciality
080504 "State and municipal administration"
REPORT
in economic practice
Administration of the Kalininsky district of the city of Cheboksary
Student Yakhatina Nelli Sergeevna group GMU-2-07
Practice leader
from the enterprise ___________________
Practice leader
from the university (department of management)
_____________________
Cheboksary 2010
APPROVE
Head of department ______________________ ___
_________________________
“____” ____________ 2010
EXERCISE
for economic practice
for students of specialty 080504 "State and municipal management"
Surname, name, patronymic of the student: Yakhatina Nelli Sergeevna
Faculty, course, group: Faculty of Management, 4th year, group GMU-2-07
Place of internship: Administration of the Kalininsky district of Cheboksary
Practice report "____" ____________ 20__
Practice Sections
General characteristics of the organization.
Getting to know the organization includes:
Individual task from the head of practice at the enterprise: ______________________________ ______________________________ ______________________________ ______________________________ ____________
Accepted for execution: Student's signature _________ Date___________
Acquainted with the task:
Head of practice from the enterprise _____________ / ________
Individual internship plan ……………………………………...4
Practice Diary……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
Introduction ……………………………………………………………………………… ...8
Chapter 1. General characteristics of the object of practice……………………………………...9
1.1. Full name of the institution.………….. .............................. .......... ...............nine
1.2. Organizational structure of the institution………………………..………... ……10
1.3. Constituent documents and documents regulating internal activities……………………………………………………………………………………..11
1.4. Mission and main goals of the institution……………………………………………………………………………11
1.5. Functions and tasks of the city district administration ……………………………… 12
Chapter 2
2.1. Interaction of higher, control and executive bodies ………….14
2.2. General information about the department of housing and communal services and improvement of the Kalininsky district of the city of Cheboksary……………………………………...14
2.3. Record keeping system …………………………………………………………..18
Conclusion ……………………………………………………………………………. 22
List of used sources…………………………………………………. 24
Annex 1. Regulations on the administration of the district of the city of Cheboksary
Appendix 2. Nomenclature of cases of the Housing and Public Utilities Department
Appendix 3. Regulations on the Department of Housing and Communal Services and Improvement
To get acquainted with the organizational and managerial structure of the municipal institution, with the rules of labor protection, safety precautions, and the operation of technical means.
Familiarize yourself with the legal documents of the municipal institution: regulations, regulations, code, etc.
Receive and send telephone messages. Prepare sample documents.
Help, if necessary, in the preparation of business documentation, its design and language processing. During the internship, I got acquainted with the work of the personnel department, learned how to use a fax, computer equipment (printer, copier), draw up personal files of employees, got acquainted with the office work of the department.
Participate in inspections of unauthorized parking lots.
Monitor the availability of modern communication technologies in the organization: pay special attention to the use of computers with software, Internet access, the formation of an email address network, the availability of a website, etc.
Head of practice from the enterprise _____________________/________ __________/
Practice diary
| the date | Brief description of the work performed | Comments and suggestions checking the diary, signature and date |
| 29.09.2010 | I got acquainted with the organizational and managerial structure of the municipal institution, with the rules of labor protection, safety precautions, and the operation of technical means. | |
| 30.09.2010 | I got acquainted with the legal documents of the municipal institution: position. | |
| 01.10.2010 | Received and transmitted telephone messages.
Participated in the preparation of responses to applications and complaints from citizens, organizations and enterprises on housing and communal services, landscaping. |
|
| 04.10.2010 | Prepared a sample of the "Minutes of the extraordinary general meeting of owners of premises in the form of an in-person vote of an apartment building." | |
| 05.10.2010 | Received and transmitted telephone messages. She invited representatives of the HOA to a meeting on the issue of heat supply and the beginning of the heating season. | |
| 06.10.2010 | ||
| 07.10.2010 | Received and transmitted telephone messages. Notified the meeting of the chairmen of the HOA and housing cooperatives, members of the association of civil housing cooperatives, on the issue of prospects for 2010 under the program "Major repairs of the housing stock in Cheboksary" | |
| 08.10.2010 | Preparation of technical equipment for the elections in the ChGSD MOU "Secondary School No. 56" | |
| October 11, 2010 | I called the chairmen and leaders of garage formations about the pollution of the territories, and also invited them to give explanations | |
| October 12, 2010 | Document processing: file filing. Received and sent telephone messages. | |
| October 13, 2010 | ||
| October 14, 2010 | Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary. Carried out the calculation of used coupons for solid waste from enterprises and organizations. | |
| October 15, 2010 | Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary. File filing. | |
| October 18, 2010 | Document processing: file filing. Received and sent telephone messages. | |
| October 19, 2010 | Accepted used coupons for solid waste from enterprises and organizations kept records of the number of received and undelivered. | |
| October 20, 2010 | Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary. Received and sent telephone messages. | |
| October 21, 2010 | I called enterprises and organizations of the Kalininsky district of Cheboksary on the issue of using coupons for the export of solid waste, in connection with the end of the autumn ecological month. | |
| October 22, 2010 | Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary | |
| October 25, 2010 | Document processing: file filing. Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary | |
| October 26, 2010 | Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary. Conducted a count of used and unused coupons. | |
| October 27, 2010 | She went around the territories of multi-apartment residential buildings for the maintenance of compliance with the rules of external improvement and compliance with the cleanliness and order of the city of Cheboksary. | |
| October 28, 2010 | Document processing: file filing. | |
| October 29, 2010 | Document processing: file filing. Accepted used coupons for solid waste from enterprises and organizations of the Kalininsky district of Cheboksary | |
| 11/01/2010 | Received telephone messages from the Criminal Code. File filing. | |
| 02.11.2010 | Received and sent telephone messages. Gathered information on the site - 4 information. | |
| 03.11.2010 | Processed documentation: file filing. Participated in the preparation of responses to applications and complaints from citizens, organizations and enterprises on housing and communal services, landscaping. | |
| 08.11.2010 | Walked around the territories of multi-apartment residential buildings for the maintenance of compliance with the rules of external improvement and compliance with the cleanliness and order of the city of Cheboksary | |
| 09.11.2010 | Sent telephone messages to the Criminal Code. File filing. |
The administration of the district of the city of Cheboksary - is an executive body, created to manage the district in the city, is part of the general structure of the city administration, is a legal entity and performs executive and administrative functions within its competence, established by the administration of the city of Cheboksary and in accordance with the Charter of the municipality of the city of Cheboksary - capital of the Chuvash Republic.
The Administration of the district of the city of Cheboksary is created to manage district territorial entities, performs the functions of managing and controlling economic activities, housing and communal and socio-cultural services for the population, exercising other powers determined by the regulation on the Administration of the district of the city of Cheboksary.
The purpose of the work is to familiarize with the economic mechanism of this enterprise.
To achieve this goal, the following tasks were set and solved:
The object of the study is the Administration of the Kalininsky district of the city of Cheboksary.
The subject of the study is the organizational and economic mechanism for personnel management of this institution.
Chapter 1. General characteristics of the object of practice
1.1 Full name of the institution
The district administration is part of the structure of local self-government bodies of the city of Cheboksary and is the executive and administrative body on the territory of the district within the boundaries of the citywide territory. The boundaries of the district are determined by the Cheboksary city Assembly of deputies on the proposal of the administration of the city of Cheboksary.
The district administration is headed by the head of the district administration of the city of Cheboksary (Oleg Borisovich Biryukov), appointed to the position by the head of the administration of the city of Cheboksary and working under an employment contract (contract). The head of the administration of the district of the city of Cheboksary, on the basis of unity of command, exercises general management of the activities of the administration of the district and its structural divisions (see Appendix 2. Structure of the administration of the Kalininsky district of the city of Cheboksary).
The district administration is a legal entity. He has a seal with the image of the State Emblem of the Chuvash Republic, settlement and current accounts in banks and other credit institutions. The property of the district administration is assigned to it on the basis of the rights of operational management.
1.2. Organizational structure of the institution
The structure of the administration of the Kalininsky district of the city of Cheboksary.
