CC BY
9IMPORTANT ISSUES TO IMPROVE THE QUALITY OF TRAINING OF HIGHER EDUCATIONAL SPECIALISTS
Shavkat Kodirovich Muxtorov
PhD student of Bukhara State University
ABSTRACT
This article examines the objective and subjective factors of the external environment in the formation of competitiveness in the mechanism of ensuring the competitiveness of higher education, assessing the competitiveness of competitive higher education, monitoring competitiveness, comparative assessment of key competitors, ensuring the competitiveness of higher education. developed.
Keywords: marketing management, SWOT-analysis, Strengths, Weaknesses, Opportunities, Threats.
INTRODUCTION
Based on world practice, a large amount of work is being done in the higher education system to train competitive personnel, improve their quality, take into account the requirements of the labor market, study the scientific basis for the development of organizational and economic mechanisms. The UN Concept of Sustainable Development until 2030 sets the task of "implementing mechanisms to improve the management of the education system, the process and tools for assessing the quality of education".
In order to radically reconsider the content of training in accordance with the priorities of socio-economic development of the country, to create the necessary conditions for the training of specialists with higher education at the level of international standards, the President of the Republic of Uzbekistan Resolution No. PP-2909 "On measures to further develop the system". This resolution provides for the qualitative improvement and radical improvement of the level of higher education, strengthening and modernization of the material and technical base of higher education institutions, equipping them with modern teaching and research laboratories, information and communication technologies. The program of complex development of the system for 2017-2021 was approved.
At the same time, for the socio-economic development of the regions of the republic, timely training of highly qualified personnel in accordance with the needs of industries and sectors of the economy, the content of higher education directly in enterprises, institutions, technology, A number of pressing issues related to the formation of industrial relations and perspective development programs, employment in the profession and specialization of personnel have not been fully resolved.
The development of market relations and, in this connection, the intensification of competition in the higher education market, the need to address the competitiveness of higher education institutions, which must be addressed on the basis of concerted application of theoretical and practical equipment in a number of areas, raises the following issues:
> Study of the needs and requests of potential consumers of the products of the university;
> organization of monitoring of the higher education market in order to collect the necessary data;
> Development of a generalized model project and a mechanism to ensure competitiveness;
> The main goal of the development of higher education is to establish a modern management process aimed at increasing the competitiveness of higher education;
> formation of a general system of evaluation indicators, based on which to determine the level of competitiveness and analyze its dynamics; quantitative assessment of competitiveness, identification of a set of general approaches, development of specific methods, algorithms and procedures for solving related issues.
RESULTS
The research focuses on the process of coordinating the activities of all internal elements, optimizing and rationalizing the relationship between them, as well as ensuring competitiveness as a system for finding optimal relationships with the external environment as a guarantee of success in achieving sustainable operation and sustainable development of universities in the future [1-30]. The review was considered expedient.
To use the marketing department as a coordinating body for the whole set of actions to ensure competitiveness and to entrust the performance of its functions, to analyze the market situation in higher education and to assess the competitiveness of higher education, to assess its level. Development of support or enhancement programs, as well as monitoring of the results obtained.
The methodological basis for the development of a competitive system is an approach that allows universities and marketing activities to meet the following requirements, to determine the level of impact on its competitiveness: first, based on the most important indicators that increase the competitiveness of universities; secondly, the results of the assessment of the level of competitiveness are formed in terms of determining the degree of influence of its components on the marketing activities of the university; third, appropriate management decisions are made based on the evaluation results.
To improve the competitiveness process, identify a group of key elements, participants in the competition in the higher education market, assess the competitiveness of competitors, monitor a set of descriptive indicators, compare competitors to determine the position of universities in the ranking of similar educational institutions in the region and on this basis, the effectiveness of the university is achieved through the development of a mechanism that is part of the impact of organizational and economic measures.
In the modern competitive market of higher education, the priority is to constantly work on creating and enhancing competitive advantages, to strengthen them, the practical importance of effective competitive management will be intensified. At the same time, emphasis is placed on the fact that the main goal of competitiveness management is to improve the competitive advantage of higher education by creating, maintaining and developing its competitive advantage. In the competitive environment of the modern higher education market, the priority is to constantly work to create and increase competitive advantages, to strengthen them, the practical importance of effective competitive management will be intensified. At the same time, attention is paid to the fact that the main purpose of competitiveness management is to improve the competitive advantage of higher education by creating, maintaining and developing its competitive advantage.
A marketing-oriented approach should be used as the main support for the implementation of competitive management processes. Market-based management, which quickly reflects market requirements and meets these requirements, involves the development of a development strategy in higher education, the main purpose of which is to ensure a sustainable competitive advantage. This creates a need to fight for a more profitable market position, which is manifested in the pursuit of a constant review of the elements of the marketing system, gaining a major competitive advantage.
SWOT-ANALYSIS
The main elements of the proposed mechanism are the management of the competitiveness of universities and the identification of the necessary tools for this, as well as the assessment of the current level of competitiveness and the effectiveness of its provision. The study reveals the peculiarities of the development and management of the market of educational services in the regions of the country on the basis of SWOT-analysis, which is widely used in practice.
The organizational and economic mechanism for increasing competitiveness in the market of higher education services has been improved on the basis of strategic planning, differentiated at the level of general higher education and individual-specific levels of each personnel activity.
SWOT-analysis is a method of strategic planning aimed at identifying existing factors in the internal and external environment of the institution. They fall into four categories: Strengths, Weaknesses, Opportunities, and Threats.
According to our analysis, while there are strengths as well as weaknesses in the management of the education services market, local education managers and business leaders need to pay close attention to the gaps, otherwise the expected economic efficiency cannot be achieved. Participants in the local education services market often do not know the specifics of the demand for educational services, what services should be offered to meet the needs of consumers (students).
The institution offering the type of service can influence the demand only if it clearly knows the consumer and his requirements and needs.
As a result, the activities of national education services may not be a factor of economic development, but its opposite. It is important to take into account the development of action plans by the government and local authorities, the private sector and international organizations to increase competitiveness in the market of educational services in Uzbekistan.
The value of higher education is determined by its two criteria - the competitive market environment and the competitive position of the higher education market, which is formed under the influence of the competitive position of higher education. As the economic value of the product of the market entity represents the beneficial effect that the customer receives as a result of the purchase and use of this product, its value criterion changes in the assessment of competitiveness.
The value of the product of higher education is determined by the assessment of the attractiveness of the learning process and its end results in terms of consumption, and thus shapes the competitiveness of educational services and the competitiveness of graduates. However, this has created a system of criteria that ensure a competitive environment in the higher education market, the competitive position of higher education, the competitiveness of educational services and the competitiveness of graduates. It is used in the development of a strategy for the management of competitive training for the sustainable development of higher education. Its level is of a consequential nature. Determines the direction of increasing competitiveness, which can be assessed on the basis of the use of complementary indicators.
The complexity, diversity and diversity of internal processes in higher education can not be described by any universal indicator. Therefore, in order to obtain complete and reliable results, complementary indicators describing these criteria are separated and grouped. Their balanced combination allows for a comprehensive assessment of the competitiveness of Higher Education, while the identification, mobilization and monitoring of internal resources and achievements, and the formation of a monitoring database represent the ultimate most advantageous competitive position.
SCIENTIFIC PROGRESS VOLUME 2 I ISSUE 3 I 2021
ISSN: 2181-1601
Suggestions for improving the strategic management of competitive training in higher education, taking into account the long-term, mutually beneficial and value-added cooperation in the field of educational services and the labor market. The proposed approach includes:
1) taking into account internal and external evaluations (according to the sources of information used for data collection);
2) taking into account qualitative and quantitative indicators (according to the chosen method of assessment);
3) focus on engaging several groups of participants in consumer opinion and evaluation (education services market and labor market);
4) obtain the integrated values of the results in the final calculation.
Marketing management of higher education institutions has a huge potential and
can and should be expressed through significant economic efficiency. Because the development of this concept involves the maximum use of both the existing marketing potential and the management potential of the university. Therefore, in the development of the concept of marketing management should serve not only the marketing goals of the university, but also modern goals, tasks and strategies of all functional components.
As for the application of the marketing approach in the management of universities as a concept of worldview, it includes the development of formal procedures aimed at coordinating all activities, the formation of appropriate management philosophy and marketing culture, development of internal communication systems and other measures to implement marketing management principles includes.
CONCLUSION
The need to sustainably increase competitiveness in the long run in the study raises the question of the expediency of using marketing management opportunities to form and strengthen the competitive advantages achieved by university management. This makes it necessary to use a cost-effective approach to ensure their maximum return.
The complexity, diversity and diversity of internal processes in higher education can not be described by any universal indicator. Therefore, in order to obtain complete and reliable results, complementary indicators describing these criteria are separated and grouped. Their balanced combination allows for a comprehensive assessment of the competitiveness of higher education, while the identification, mobilization and monitoring of internal resources and achievements, and the formation of a monitoring database represent the ultimate most advantageous competitive position.
REFERENCES
1. Хамидов О.Х., Кагоров о.С. (2021). Олий таълим муассасалари битирувчилари бандлигини ракамли технологиялар асосида мониторинг килиш истикболлари. Development issues of innovative economy in the agricultural sector, 539-543 бетлар.
2. Каххоров О.С. (2019). Оценка эффективности подготовки конкурентоспособных кадров в системе высшего образования. Экономика и предпринимательство. №2, С. 890-897.
3. Каххоров О.С. (2017). Основные подходы оценки эффективности управления в образовательных учреждениях. Путь науки, №2, С. 124-127.
4. Каххоров О.С. (2017). Современные тенденции в подготовке кадров-экономистов в системе образования Узбекистана. Современные тенденции в науке и образовании. С. 126-128.
5. Каххоров О.С. (2017). Формирование резерва современных руководящих кадров в системе образования. Наука и Мир, 2:2, С.28-31.
6. Kahhorov O.S. (2017). Improving methodological base of evaluation of management effectiveness in educational institutions. Экономика и предпринимательство. №1, С. 1017-1019.
7. Каххоров О.С. (2017). Подходы и способы оценки эффективности управления образовательных учреждений. Экономика и предпринимательство. №1, С. 10371041.
8. Каххоров О.С. (2016). Зарубежный опыт по созданию механизмов поддержки исследовательских работ в системе подготовки кадров. Наука и образование: проблемы и тенденции развития. №1, С. 97-102.
9. Kakhkhorov O.S. (2017). The main approaches to management effectiveness evaluation in educational institutions. The Way of Science. № 2 (36). P. 127.
10. Kakhkhorov O.S. (2017). Forming the reserve of the modern managerial personnel within the educational system. Science and world. № 2 (42). Vol. II. P. 31.
11. Qahhorov O.S., Norov A.E. (2020). Concept and components of innovativecommercialization infrastructure. Scientific reports of Bukhara State University: Vol. 4 : Iss. 2 , P. 285-292.
12. Kahhorov O.S. (2020). Higher education management features based on innovation. Scientific Reports of Bukhara State University: vol. 4, iss. 1, p. 301-310.
13. Kakhkhorov O.S. (2020). The theoretical basis of strategic management of higher education system. Scientific reports of Bukhara State University. 3:4, P. 290-302.
14. Khamidov O.Kh., Kakhkhorov O.S. (2020). The specific areas of strategic management of higher educational institutions. Scientific reports of Bukhara State University. Vol. 3 : Iss. 4, P. 280-289.
15. Khamraev Z.M, Kakhkhorov O.S. (2020). Analysis of the processes of development of foreign trade in Uzbekistan. Scientific Reports of Bukhara State University. Vol. 3 : Iss. 2, P. 235-245.
16. Kahhorov O.S. (2017). Multistage system on evaluating the effectiveness of management in secondary vocational education. The Fourteenth International Conference on Economic Sciences. P. 71-76.
17. Khamidov O.K., Kahhorov O.S. (2020). Prospects of monitoring graduates' employment in digital technologies. Scientific reports of Bukhara State University. 4:5, P. 268-273.
18. Sobirov B.B., Khamidov O., Pardaev O.M., Ramos-Ramos S., Soliev M.B., Negmatov B.M. (2015). The role of social media, user generated platforms and crowd sourcing in the development of tourism destinations Journal of Hospitality Management and Tourism. Vol. 6 (4), pp. 30-38.
19. Rakhimov O.K., Khamidov O., Cuesta Garcia T.S. (2019). Improvement and Modernization of Agricultural Irrigation. Uzbekistan Case Study. European Journal of Agriculture & Food Science. Vol. 2, No. 4.
20. Khamidov O. (2017). New Stage of Tourisim Development in Uzbekistan: Actual Problems and Perspectives. World Scientific News. 86:3, pp. 134-149.
21. Khudoykulov K., Khamidov O. (2015). Testing Capital Assert Pricing Model (CAPM) on the Emerging Markets of the Europe. Spanish Journal of Rural Development. Vol. VI (3), pp. 1-8.
22. Augustinova A., Stanco L., Damasek L., Kolmacka T., Khamidov O., Shaydullaev Sh. (2017). Archaeological Survey in the Oases of Maydon and Goz in the Piedmont of the Kugitang Mountains (South Uzbekistan) - Preliminary report for season 2017. Studia Hercynia. No. 2, pp. 139-159.
23. Stanco L., Shaydullaev Sh., Khamidov O., Augustinova A., Damasek L., Bek T., Kmosek M. (2017). In the footsteps of Euthydemus. Preliminary report for Archaeological Survey in the Baysun District (South Uzbekistan), Season 2018. Studia Hercynia. No. 1, pp. 141-72.
24. Inoyatova S.A., Khamidov O.Kh. (2018). ICT in Uzbekistan Tourism: Analysis of Online Customer Reviews. Scientific Conference "Problems and Prospects of Tourism Development for the Population in Need of Social Protection". Pp. 1-8.
25. Sayfutdinov Sh., Khamidov O., Sobirov B. (2015). Implementation of up-to-date experience of the world in the tourism sector of Uzbekistan, with the current innovative technologies and adjustable suggestions: case of Uzbekistan. Academicia: An International Multidisciplinary Research Journal. 5:8, pp. 84-107.
26. Stanco L., Shaydullaev Sh., Bendezu-Sarmiento J., Lhuillier J., Kysela J., Shaydullaev A., Khamidov O., Havlik J., Tlusta J. (2016). Preliminary Report on the Excavations at Burgut Kurgan in 2015. Studia Hercynia, XX (2), pp.86-111.
SCIENTIFIC PROGRESS VOLUME 2 I ISSUE 3 I 2021
ISSN: 2181-1601
27. Khamidov O.Kh., Rakhimov J.J. (2021). Implementing economic clustering in Uzbekistan's tourism industry. Middle European Scientific Bulletin. 12, pp. 113-119.
28. Khamidov O.Kh., Yoqubjonova H.Y. (2020). The objective need for the development of ecoturism in the Fergana economic territory. 4:2, pp. 276-280.
29. Inoyatova S., Khamidov O., Nigmonov A. (2018). Evalution of Online Hotel Booking Services in Uzbekistan. International conference on Eurasian economies, pp. 20-28.
30. Khamidov O.Kh., Rakhimov K.R. (2019). The scientist, who has made Bukhara the "Dome of Islam". Scientific reports of Bukhara State University 3:2, pp. 168-176.
