UDC 37.07:005
https://doi.org/10.20339/AM.04-22.049
Zhanna S. Safronova, Cand. Sci. (Pedagogy), Associate Professor of Department of Economics and Management at St. Petersburg State Chemical and Pharmaceutical University, e-mail: shan_safronova@mail.ru
Dmitrii S. Brazevich, Cand. Sci. (Sociology), Associate Professor of Department of Socio-Economic Disciplines and Service at St. Petersburg State University of Civil Aviation, e-mail: brazevich1986@mail.ru
Michail N. Major, Cand. Sci. (Philosophy), Associate Professor, Dean of the Humanities Faculty, Head of the Department of Philosophy and Social Communications at St. Petersburg State University of Civil Aviation, e-mail: mmayor@rambler.ru
The authors analyze social technological aspects of managing educational risks at a university, which help management make decisions that positively affect the level of educational services and competitiveness. This article highlights systemic nature and features of risk management at a modern university. The authors show the variety of educational risks and classify them by type. The definition of educational risks should be based, first of all, on the criteria for the quality of education of a university, based on external and internal goals determined by the state, consumers of services and a university. Management of external and internal risks determines an image and rating of a university, thereby ensuring its own competitiveness in the market of educational services. According to the authors, risk management planning should begin not only with identification of possible risks, but also with identification of the entire complex of risk factors. Management should take into account internal risks generated by a university, which affect external risks that either level or exacerbate them. They provide a simplified diagram of a model for assessing and managing educational risks at a university.
Key words: risk management, risk identification, systematic approach, risk factors, management process, educational services market, criteria, quality.
References
1. Bulygin, A.S. Samsonova, N.V. Risks in the activities of educational organizations: organizational and legal aspects. Scientific dialogue. 2018. No. 1. P. 222–230. DOI: 10.24224/2227-1295-2018-1-222-230.
2. Egorushkina, T.N., Kovlyametov, D.D. The value of risk manageme.nt in risk management at the enterprise. Scientific and methodological electronic journal “Concept”. 2016. Vol. 17. P. 435–439.
3. Kostyukova, T.P. Lysenko, I.A. Risk management model of an educational institution. Information and control systems. 2011. No. 2 (51). P. 73–76.
4. Kuzmin, E.A. Conceptual approaches to risk management of complex organizational and economic systems: systematization and critical analysis. Bulletin of SRSTU (NPI). 2013. No. 2. P. 173.
5. Kucheryavenko, S.A., Petrenko, S.A., Nazarova, A.N. Identification of risks and opportunities in the quality management system of an educational organization. Questions of modern science and practice. University. IN AND. Vernadsky. 2020. No. 3 (77). P. 73–86.
6. Prokofieva, E.N. Educational risks in the framework of cognitive management: theoretical aspects. Kazan Pedagogical Journal. 2018. No. 4. P. 37–42.
7. Safronova, Zh.S., Brazevich, D.S. Objective and subjective factors of educational risks for students. Alma mater (Vestnik vysshei shkoly). 2021. No. 9. P. 23–27. DOI 10.20339/AM.09-21.023
8. Tsvetkov, V.Ya., Kornakov, A.N. Information approach in management. Successes of modern natural science. 2010. No. 3. P. 137–138.
9. Shcheglov P.E., Nikitina, N.Sh. The quality of higher education. Risks in the training of specialists. University management: practice and analysis. 2003. No. 1 (24). P. 46–59.
.png)
