Expanded summary

In the article the author discusses the reform of the higher education system, which he thinks affects all elements of the higher education system management system. According to the author, in such conditions, there is a need to improve the system and the methods used by its subjects. The article highlights the main domains of the development of the Georgian higher education system, provides an overview of the higher education system management approaches, outlines the key management practices of higher education institutions in the context of higher education reform. The author concludes that in order to improve the management system of higher education institutions, it is necessary to focus on changing operating conditions, which will make it more open and flexible and meet the requirements of any level of education under the “Lifelong Learning“ scheme.

Keywords: higher education institutions, higher education management system, higher education reform. 

A qualitative transformation of the Georgian higher education system has been underway since 2004, requiring the updating of management approaches in higher education institutions. The main dominants of higher education system development are formulated in the conceptual, strategic and program documents of Georgia. Thus, in the context of cardinal changes in the environment, mainly related to the development of the legal framework, changes in public policy in education and methods of financing educational institutions, approaches to higher education institutions need to rethink the formulation of management systems.

 Specifying methods for improving the management system of higher education institutions require an analysis of the essentials of strategic priorities for the development of a state-level higher education system.

Action plan for implementation of the education development strategy in Georgia, which outlines the first stage of the strategy (hereinafter referred to as the plan) and sets out specific measures for the key elements of the education system to achieve these goals.

We believe that the management of higher education institutions should be considered as a socio-economic management system that reflects the interconnectedness of external components that influence the entire HEI system and its ultimate outcomes. This is achievable provided that the principles and mechanisms that establish a system of interconnection between the governing entity and the governed are effectively applied. Such an approach is more comprehensive and more fully reflects most of the elements of the management system of higher education institutions.

Thus, the strategic priorities for the development of the higher education system established at the state level in Georgia affect all the key aspects of the higher education management system:

1. Personnel management issues, including administration and teaching staff;
2. Governance and relationship management with post-pre student enternts, students, other stakeholders and target audiences of higher education institutions;
3. Financing and economic management of higher education institutions;
4. Management of scientific activities;
5. Foreign relations management issues;
6. Selection of strategic management tools;
7. Educational product management issues (educational services);
8. Quality management issues of educational activity and its continuous monitoring;
9. Selection of organizational structure of higher education institution management;

10. Management of administrative activities;

11. Marketing management issues of higher education institutions.

Given the strategic priorities set for the development of the higher education system, Georgia needs to adopt new methods of management of higher education in accordance with all identified elements of its management system.

The specific characteristics of each institution are determined by the specific characteristics of the higher education institutions: profile, number of students, degree of decision-making independence, budget-to-income ratio, established strategic management practice, and participation in government programs.