How To Manage Development Of Pedagogical Educational Cluster In Regional Space?

Abstract

The relevance of the research problem is due to the need to identify new approaches to the development of integration processes in the sphere of education, creation and active use of managerial innovations in the education system. System and cluster approaches to the study of pedagogical possibilities of the cluster as an ordered and complex object, composed of interconnected elements, are used as a basic guideline of the established scientific finding of the current system. The authors used theoretical research methods, providing a systematic analysis of scientific and methodological literature; empirical methods in the study of normative, directive and methodical documents; the modeling method to simulate the properties, structure and functions of the studied object on a specially developed model. The article presents the methodology of the teaching cluster in the regional educational space, the management mechanisms of cluster's and algorithm's development of separate participants of network interaction. It is shown that the success of pedagogical formation of clusters is determined by the acceleration of information exchange and networking, by the facilitated access to new educational technologies, improving the efficiency of knowledge transfer processes, using intellectual, material and information resources in training teachers and conducting research activities.

Managerial Potential of Educational Organizations under Conditions of Network Interaction

“…Let us remind that from positions of the professional-and-activity-based approach which is based on the interactive nature of managerial labour [17], [22], the managerial activity possesses a special objectness in capacity whereof the joint activity and activity of other persons act. Thus, addressing to the problems of network interaction in process of formation of unclassical forms of managerial activity is seen as adjusted and logical, as it actualizes needs of educational entities of various levels and of the whole educational system in the efficient self-determination and in the high-quality resulting development.…”

“…Accordingly, the network-based managerial model is based on non-linear planning with preset absence of a clearly outlined configuration of the result. In this case, management is boiled down to creation of necessary organizational conditions for scientific, innovation and educational activity leading to emerging of results which cannot be definitely planned [22]. Knowledge inside a network community is distributed in a uniform manner, operation actions are jointly created and used, and it is defined which methods function better than others, how and when they can be applied in a more rational way.…”

“…A know-how is a product of social interactions between scientists, experts and organizations, including interactions with contractors, consumers and competitors. These arrays 22 http://www.i-jet.org of knowledge cannot be transferred via formalized information channels. Thus, the knowledge of the two last types form unformalized practical habits and abilities and belong to the so-called implicit knowledge.…”

“…Development of interaction is expressed in a leader's impossibility to stay in the special position in relation to other workers, despite the fact they are his/her subordinates. The increasing social changes lead to development of new forms of managerial activity related to actual conditions of its realization (jointness, virtuality, network organization, flexibility), which is logical responses to challenges of the time [21], [22]. These new unclassical forms of the managerial activity realization principally differ from the nature of the classical managerial activity at solving of basic managerial tasks, as the managerial function and active managerial activity in this case is performed not by workers who have formal managerial duties (managers) but by other persons "anonyms" [22]- [24].…”

“…The increasing social changes lead to development of new forms of managerial activity related to actual conditions of its realization (jointness, virtuality, network organization, flexibility), which is logical responses to challenges of the time [21], [22]. These new unclassical forms of the managerial activity realization principally differ from the nature of the classical managerial activity at solving of basic managerial tasks, as the managerial function and active managerial activity in this case is performed not by workers who have formal managerial duties (managers) but by other persons "anonyms" [22]- [24]. Moreover, growth of the role of informal communication is characteristic for unclassical forms of managerial activity, due to the fact that in organizations and in the communicative (network) space forces of special influence on strategic solutions are formed around the organization.…”