The need for systemic changes in vocational education is considered since the sphere of higher education is in dire need of professionals capable of developing their students, mastering new educational technologies and new pedagogical and administrative tools. The authors reviewed the main methodological approaches and substantiated the use of the synergetic approach to finding ways to improve vocational education. As such a path, the authors proposed a synergy of a personal learning environment along with the correct motivation of students. The authors clearly showed the mechanism of the personal learning environment and the place of each of its participants and proposed a possible variant of the task for the student in this environment and the criteria for its assessment.

The article aims to develop recommendations for improving universities' innovation management, their financial regulation and influence on the pedagogical process. The authors examined the essence of innovation and innovation in the education system, clearly presented their classification and methods of modernization, analyzed modern problems of management and financing of innovation in education. The authors contributed to managing innovation processes in the education system and improved the generalized model of the innovation process in the education system. As an improvement in the foundations of innovation management, the authors proposed the joint influence of the laws of the course of innovation processes, principles, stages, and functions of innovative processes that determine the direction of management activities at all stages. To improve financing by innovation, the authors empirically determined which tools are the most effective and efficient. The authors used the methods of expert assessments to present their proposals visually. At the same time, the authors emphasize the importance of using the synergistic effect here, too. The rest of the instruments will only enhance the effectiveness of the priority instrument for financing innovations in the education system. The systematic use of other tools is no less compelling. The proposed ways of improvement will allow universities to manage innovations and their financing more effectively.

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Organizational design is currently, to a certain extent, a new direction of research, the goal of combining modern achievements in the field of production organization, design analysis, project management, planning, control and management of organizational behavior to create new competitive organizations or improve (increase the efficiency) of those that are already carrying out business activities. The study of the content of "organizational design" gave grounds to generalize the opinion of scientists and determine that organizational design is an extremely complex process of creating an organization design in which all elements of the system should be optimally combined so that it allows to implement the strategy and achieve the goals of the business entity. This process has its own tasks, subject, object and principles of implementation. It was found that scientists distinguish two groups of approaches to determining the content of the organizational design process: object (information, target, system-target) and subjective (game). Attention is focused on the fact that now in the scientific literature it is most often recommended to use three approaches to organizational design, namely: normative-functional (experimental-statistical, function-oriented), functional-technological (process-technological), object-target (object-synergetic approach), the advantages and disadvantages of each of them are considered. It was found that the methods of organizational design are classified from the standpoint of production (method of analogies, typical design, program-target method, simulation modeling) and from the standpoint of management (method of analogies, expert-analytical, method of structuring goals, organizational design), the advantages of each method are determined. It is noted that domestic scientists agree with the expediency of using the considered methods of organizational design and give a similar description of their content, but divide them into two groups: methods of a qualitative nature (analogy method, method of standard structures, expert-analytical method, method of goal structuring); formalized methods (regression, models, optimization models, organizational modeling).