Organization of the educational process of a higher educational institution, in modern conditions, increasingly acquires the features of business processes occurring in a commercial enterprise providing services. Planning the contingent of the university as a source of resource support in this case becomes an extremely urgent task, the successful solution of which gives not only competitive advantages in the market of educational services, but also ensures the further development of the educational institution. In the article, the authors conducted an internal assessment of the resources available to the contingent, on the example of the Karaganda economic university, using sociological and statistical research methods. The results obtained suggest changes in approaches to the organization of the internal and external space of the higher educational institution.
INTRODUCTION
KEUK (Karaganda economic university of KazPotrebSouz), being one of the leading higher education institutions of Kazakhstan on economic profile, positions itself as the innovative university realizing educational and scientific policy as a basis of professional growth and personal development of experts for economy of Kazakhstan; seeking to achievement of competitive positions in the world educational space. As the leading university in Kazakhstan, KEU works taking into consideration the changes of global environment. The university seeks to offer the modern and progressive programs of professional education, to react in due time to external calls and to be at the head of changes for supporting of a sustainable development of society. Educational activity of the university is notable for high quality, strong academic energy, problem researches, and interaction with the business community of the region. KEU not only reacts on changes in the country and the world, but also aspires to become world-class higher education institution, offering educational programs of a world class according to requirements of the modern market, and to become the best place for students, teachers, scientists and researchers from all around the world.
However, KEU as well as many other higher education institutions, is experiencing student recruitment problems as entrance competence of educational activity of higher education institution.
Besides, this problem affects not only private universities, but public educational institutions also, which generally shows the importance of carrying out the effective professional orientation work, for the purpose of involvement of entrants in higher education institution. Such situation cannot but affect change of strategic approaches to professional orientation work of higher education institution, and the new market position causes the shift of priorities in the developed policy of management in this direction of work.
Education market is rather free for penetration of competitors with a high income level from the main (rendering educational services) and supporting (consulting, publishing and printing activity, rental of premises, commercial activity, etc.) activity, that fact takes place due to uniqueness of education market itself. Professional education is the only branch of economy equally connected with all other branches and forming the "human capital" for the sphere of material and non-material production. That explains the constant high interest in education sphere as to the market of formation of the initial benefits in the form of a cost increment of the "human capital". For activity providing the subject of the market should have some certain resources.
Resource provision of a higher education institution, in our view, includes everything which is indispensable to the rendering of educational services in the quantity and quality required by the market. And such resource for a higher education institution is an entrant. However, nowadays the higher education institutions function in the conditions of resource restrictions.
RESEARCH AIMS
125 higher education institutions function in Kazakhstan according to the data from the National collection "Statistics of the education system of the Republic of Kazakhstan" of JSC "Information and analytical center" for the 1st October 2015, nine of them are located in Karaganda and the Karaganda region[1]. For the 1st September 2016 seven higher education institutions of Karaganda and the Karaganda region conduct training on economic and business direction, including:
- -Karaganda state university named after the academician E.A. Buketov.
- -Karaganda state technical university (Karaganda): Public and local administration, Marketing, Management, Assessment, Account and audit, Economy. Working languages - Kazakh, Russian.
- -Karaganda state industrial university (Temirtau): Management, Assessment, Account and audit, Economy. Working languages - Kazakh, Russian.
- -2 private higher education institutions: academy "Bolashak" and Central Kazakhstan Academy (Karaganda). In Bolashak Academy studying is conducted only on 1 specialty of the economic direction - Finance. The Central Kazakhstan Academy carries out training of specialists on educational programs - Economy, Account and audit, Public and local administration, Finance.
-1 incorporated higher education institution in Zhezkazgan - Zhezkazgan university named after A.O. Baykonurov: Economy, Public and local administration, Finance.
Main conditions of reception of entrants for studying in higher education institutions of the region are specified in the table 1.
Table 1 - Conditions of reception of entrants on training on the undergraduate program
|
Name Ofhigher education institutions |
Requkements for entrance examination ENT |
Requirements for knowledge OfEnglish language |
Additional requirements |
Cost of study year, tenge |
|
Karaganda state technical university |
not less than 50 points |
no |
no |
To a large extent at the expense of the state grant, Commercial department - 345000 KZT ’ |
|
Karaganda state university named after the academician E.A. Buketov |
not less than 50 points |
no |
no |
Commercial department - 345000 KZTi Plus at the expense of the state grant |
|
2 regional Iiiglier education institutions: KSIU and Zhez university' named after A.O. Baykonurov |
not less than 50 points |
no |
no |
Commercial department - 250 000 -345000 KZT |
|
2 private higher education institutions: Bolashak academy and CKA |
not less than 50 points |
no |
no |
Commercial department - 250000 KZT |
|
Compiled by the authors |
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In the Republic, within similar educational programs in a number of higher education institutions including those having the status of the national prepare specialists the following institutions: KazNU named after Al-Farabi, ENU named after L.N Gumilev, Narxoz University, Kazakh university of economy, finance and international trade, Turan University, Almaty management university, International business University, etc.
Professional orientation activity of Karaganda economic university should be considered scientifically as well as market oriented policy of PPS and the staff of university, using of marketing and sociological approaches.
The professional orientation work has a special role in providing a stable admission, and this work is of planned nature in KEUK and includes informing of pupils of schools and colleges on educational programs of the university, its competitive advantages, demands of graduates in labor market; carrying out the advertizing companies within Open Days, Days of career, exit meetings with pupils of schools and colleges of the region; opening of branches of departments at schools of the city and region; carrying out at university of subject academic competitions and excursions for school students; replenishment of Internet information on university. The main division which is carrying out the professional orientation work and coordinating activity of faculties in this direction is the strategic development department of KEUK.
METHODOLOGY
To define the development point in professional orientation work, in a new situation, we will carry out an internal assessment of opportunities of resource providing and we will answer the following questions:
1. What external circumstances caused crisis? The basic - demographic and economic crisis; minor - gradual change of demand structure for educational services (increase of interest in educational grants and technical specialties).
2. What can we affect externally and what cannot? Both circumstances above we cannot affect, but we can:
- - we can influence opinion of clients (entrants and their parents) and by that to increase appeal,
- - we can influence an assortment line of the higher education institution,
- - we can influence the internal processes directly promoting development of the higher education institution in the conditions of crisis.
3. What level of competence KEUK holds on the professional orientation direction? High competence on branch. According to the conducted social survey, the prevailing motives of the choice of KEUK by graduates of schools and colleges of the Karaganda region are the prestige (status) of higher education institution of 36,5%, and a possibility of study abroad - 30%, receiving prestigious education - 33,5%.
4. What level of competence PPS and the staff of higher education institution have in professional orientation work?
Unfortunately, it is represented by average level of competence and not active desire of PPS to be engaged in professional orientation work.
ANALYSIS AND RESULTS
The sociological research for the purpose of identification of the relation of the faculty and the staff of higher education institution to professional orientation work in higher education institution was conducted in university. The teachers were offered to answer the questions concerning professional orientation activity of higher education institution, to estimate the level of the organization of professional orientation work, to reveal problems on this site of work. The method of collecting information was anonymous questioning.
137 teachers and 58 employees took part in the questioning (relation of the last to passing even of questioning on professional work, caused bewilderment about their participation in this direction of work). The first question "Do you take part in professional orientation work" the significant number of respondents (63,7%) answered "yes, surely", 19,2% of respondents chose the answer "yes", 12% answered "partially", 5,4% answered that they do not take part in professional orientation work, 4,3% answered that educational institutions and organizations are not assigned to them (figure 1).
By results of answers the positive dynamics of participation of teacher and employees in professional orientation work is observed.
5. What level of competence of teacher and employees is required in developed situation on the admission of students?
In the developed situation on the admission for the current academic year for all teachers, including staff of university, "high" level of competence is required, and possibility of economy where it is possible in the conditions of crisis.
At social questioning on the question "In your opinion should PPS of University take part in professional orientation work?" the most part of respondents of 98 people (50%) answered that yes, since it maintains image of university and corporate ethics, 35,7% - specified that their academic load depends on their professional orientation work, 15,8% of respondents having chosen the answer "no, should not", consider that the special department has to be engaged on professional orientation work. 2% of respondents answered that it is not interesting to be engaged in professional orientation work and there is no motivation. In this question it was possible to choose several versions of the answer.
6. What anti-crisis reserves we have?
- - positive image (proved);
- -active position in education service market;
- -administrative resource, part of teachers with academic degrees and ranks from number of regular teachers university makes 56,1%;
- -the developed technologies of studying;
- -high quality of services. In the general rating of humanitarian and economic higher education institutions which is carried out by Independent Kazakhstan agency on ensuring quality in education, KEUK took the 2nd place.
7. How effective the personnel policy in productivity of professional orientation work?
There is a need and opportunities for its optimization, through the strengthening of measures of administrative influence through administrative documents, duty regulations. To learn productivity of professional orientation work of teachers and employees, we counted the number of the entrants brought by them in KEUK on full-time education. Results are the following: 36,2% brought into university 1-2 entrants, 32,9% - 3-5 entrants, 11,5 - 6-8 entrants, 5,4% - 9-10 entrants, 4,9% - productivity of professional orientation work is zero, which can be tracked in drawing 2.
To find out how well informed teachers and employees on Regulations of Admission of entrants in KEUK, in questionnaires was offered to solve a concrete situation on submission of documents and the offer of an educational program university, as a result this situation was correctly answered only by 8,7% of respondents.
How effective the policy of economy and attraction of financial resources in professional orientation work of higher education institution?
It is necessary to carry out the work on search of additional ways of economy and attraction of financial resources.
How effective the strategy and tactics of educational activity of university?
It is effective. By the protocol №5 of academic council on January 27, 2015, the Operating plan of the Karaganda economic university on 2016 year on implementation of the Strategic development plan for university for 2011-2020 was approved.
- What resources and terms are available to restructuring of approaches to professional orientation work? Administrative, financial, personnel, material, and technical resources are available.
CONCLUSION
From statement of questions and answers to the above questions we see that higher education institution, PPS and employees have all image, economic, technical, personnel resources and desire to work in this direction, yet certain tendency of decrease is observed in implementation of plans, passivity and lack of creativity to this approach, and the similar situation is observed not only in KEUK.
The developed market situation causes shift of priorities in developed policy of management in professional orientation work. First of all, new accents are shown in system of the relations and communications both in university, and out of the sphere of its existence.
Today, the main contradiction of management in this direction of university work consists of discrepancy between the internal control system of this process and the need of behavior of university as participant of the market relations which is shown, in particular, in approaches to the organization of internal and external marketing space.
The main reason for emergence of a contradiction is the desire of leaders of different ranks to build in
marketing with its objective laws and the principles in already existing system of management of faculty, department or in divisions of university which in principle do not participate in a professional orientation work and do not consider it necessary. Absence of the effective professional orientation work is a reason of lack of admission of students as resource of the enterprise, therefore, absence of students is the reason of economic instability of higher education institution or in general absence of educational service.
Thus, analyzing the developed situation on the resource providing of the higher education institution and answering the questions above, it is considered necessary to change approaches to the organization of resource providing of higher education institutions, including through the motivational policy of universities in the organization and carrying out of professional orientation work.
References:
- 1. National collection "Statistics of the education system of the Republic of Kazakhstan". - [ER]. - Available at: http://iac.kz/ru/analytics/statistika- sistemy-obrazovaniya-respubliki-kazahstan- nacionalnyy-sbornik-2015-2016 (accessed date 28.02.2017).