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Mechanisms of Management Process Improvement of an Educational Institution

In: Strategic Innovative Marketing

Author

Listed:
  • Omarova Naida Omarovna

    (Federal State Budgetary Educational Institution of Higher Professional Education Dagestan State University)

  • Omarov Omar Alievich

    (Federal State Budgetary Educational Institution of Higher Professional Education Dagestan State University)

  • Ivanova Yelena Vladimirovna

    (Federal State Budgetary Educational Institution of Higher Professional Education Dagestan State University)

Abstract

The innovation complex of educational institutions management system reorganization is considered here. Offered by D. Norton and R. Kaplan “The Balanced Scorecard” is the efficient mechanism of organization mission and strategy achievement. The implementation of the BSC is discussed to organize budget social organizations and educational institutions performance. BSC is the organization mission and strategy realization, to realize that it is necessary to formulate the mission, strategy, “goals hierarchy” of a university and also the assumed results and clear definition how to achieve them. At creation the BIS at a state educational institution the clients or public are distinguished as a main strategy link. Strategic goals must be formulated for each group of “clients”. The main objectives of regional higher education are considered here. Educational process aims achievement is analysed by introduction of the system of balanced indices BIS into the educational process. The group of organization effectiveness indices is considered in this article.

Suggested Citation

  • Omarova Naida Omarovna & Omarov Omar Alievich & Ivanova Yelena Vladimirovna, 2017. "Mechanisms of Management Process Improvement of an Educational Institution," Springer Proceedings in Business and Economics, in: Androniki Kavoura & Damianos P. Sakas & Petros Tomaras (ed.), Strategic Innovative Marketing, pages 413-417, Springer.
    • Handle: RePEc:spr:prbchp:978-3-319-56288-9_55
    DOI: 10.1007/978-3-319-56288-9_55
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