Konkurencinių strategijų kūrimo aukštojo neuniversitetinio mokslo organizacijose teoriniai aspektai
LTStraipsnyje nagrinėjama konkurencinių strategijų kūrimo aukštojo neuniversitetinio mokslo struktūroje problematika. Daugelis aukštojo mokslo institucijų konkurencijos kaip visaapimančio valdymo reiškinio savo veikloje neidentifikuoja ir konkurencinių pranašumų strategiškai neplėtoja, palikdamos konkurencinių strategijų taikymo savo veikloje aktualumą išimtinai vien tik verslo organizacijoms. Informacijos amžiuje aiškiai jaučiamas aukštojo mokslo institucijų transformavimosi procesas – pereinama nuo normatyvinio prie labiau ekonominiais svertais ir strategijose nustatytais tikslais grįsto valdymo modelio, kuris stiprina šių institucijų orientaciją į praktines visuomenės reikmes, socialinę atsakomybę ir konkurencingumą. [Iš leidinio]Reikšminiai žodžiai: Aukštasis mokslas; Aukštojo mokslo institucijos; Konkurencija; Konkurencingumo strategijos; Neuniversitetinis aukštasis mokslas; Strategija; Vystymasis; Competition; Development; Higher education; Higher education institutions; Non-University Education; Strategy; The competition strategies.
ENAccording to these effective competitions higher education institutions will take the more useful position on the competitors' eyes/status and will obtain the largest possible competition advantage. There are several types of the competition strategies creating, which are the topical in theoretical and in practical way, especially if higher education institutions try to gain the competition advantages, to increase the market part and to develop these competition strategies in the profitable way. Higher education institutions have a limited set of responses. They can cut costs (with or without cutting quality), raise prices, exit existing markets, pursue new markets, create new products, or pursue any combination of these strategies. A few institutions have pursued aggressively a set of academic competitive strategies designed to extend the reach of their instructional offerings geographically or to offer for sale new or repackaged products in different markets. Many colleges and universities are only now engaging in structured dialogue about how emerging information technologies may be employed to enable such strategies. Owning higher education institutions competitive advantage will allow to higher education institutions: to reinvest the services and constantly improve what higher education institutions do; to harvest creative resources of the staff who share the knowledge, research givens and other objectives; to eliminate outsourcing - related speed breakers; to build higher education institutions competitive advantages continuously and implement new ideas as soon as possible and to be flexible in choosing new directions for further development.Conclusions: 1. Subject to possible competitive market economical-structural changes in the higher non-university education institutions, it is necessary the effective experience of competition strategies creating to transfer from business organizations practice to higher education institutions management. 2. Competitive strategies creating in the institutions of higher education can stimulate to invest into creating services quality of higher non-university education institutions in much more effective way and to develop the strategically activities of these institutions also to reduce external environment factors influence to the higher education institutions activities effectiveness and quality.3. Mostly often the competitive strategy, which is chosen in colleges, is concerned only with study price reduction. It is also popular to invest into specialities supply diversity, because it runs with the necessity to keep the various specialities supply and to be as much universal as possible.4. Organizations keep the positions in the market by creating and implementing competition strategies models. it becomes more and more actual that the created and chosen competition strategies of colleges were step-by-step implemented and were accepted as most important organizational strategic planning document. [From the publication]
