1 Moscow Pedagogical State University (RUSSIAN FEDERATION)
2 Southern Federal University (RUSSIAN FEDERATION)
3 Institute International Economic Relation (RUSSIAN FEDERATION)
About this paper:
Appears in: EDULEARN16 Proceedings
Publication year: 2016
Pages: 5569-5575
ISBN: 978-84-608-8860-4
ISSN: 2340-1117
doi: 10.21125/edulearn.2016.2328
Conference name: 8th International Conference on Education and New Learning Technologies
Dates: 4-6 July, 2016
Location: Barcelona, Spain
This article is motivated by the fact that in recent years the educational sector of the economy is an object of continuous modernization and reorganization. The purpose of that modernization and reorganization is to create the competitive educational institution and to identify its key competitive advantages in regional and glocal space. Management has to solve an issue of the development of the competitive advantages of the educational institutes in the conditions of the constant limitation of resources. The paper presents the intermediate results of the implementation of outsourcing as one of the possible ways of optimization of available resources and their concentration on key competitive advantages of the educational institution.
The methods of study included Š¾bservation, questioning, interpretation, statistical methods. During research anonymous questionnaires of open type were used. The main respondents were directors of educational institutes, administrative and/or financial managers, heads of economic or administrative departments of education in Russian capital.
The article describes that Russian institutions of secondary education gained experience in the implementation of outsourcing of auxiliary functions. At the first stage of implementation of outsourcing the Capital institutions of secondary education have got some experience in the examination of outsourcing of auxiliary functions. Contracts for the maintenance of engineering systems, IT, security, canteen, cleaning of rooms and school territories have been concluded with outsourcing companies. The auxiliary staff of secondary schools has been reduced and the position of the administrative managers who before implementation of outsourcing supervised that type of questions has been eliminated in many schools. At the second stage of the implementation of outsourcing the position of tutors, music teachers, drawing, physical education have been transferred to the outsourcers under the contracts for providing outsourcing services. The full-time teachers of schools have focused on teaching the subjects depending on key specialization of school. It for example teaching disciplines of the physical and mathematical directions.
Developers of new structure of schools by implementation of outsourcing have planned to obtain the additional competitive advantages of school due to concentration of resources and effort on introduction of innovative methods and technologies of teaching key disciplines. We found that the effectiveness of the new organizational structure of the school was lower than expected under the planning of the implementation of the outsourcing.
We have used three indicators of the effectiveness of the implementation of the outsourcing. The first one is a time indicator that estimates the working time of directors of schools which is released at transfer to outsourcers of auxiliary works and positions. Secondly, it is an indicator of economy of financial resources. Thirdly, it is the social indicator showing the improvement of social climate of schools. The findings allow us to identify some reasons why the theoretical advantage of outsourcing have not been appeared in practice. The main conclusion of the study is that it is necessary to adapt a holistic outsourcing business model with all the inherent elements of that model, including a specific type of management namely outsourcing management
Educational institutions, educational sector, secondary education, outsourcing, outsourcing business model, outsourcing management