Volume 03 Issue 12-2023
44
International Journal of Advance Scientific Research
(ISSN
–
2750-1396)
VOLUME
03
ISSUE
12
Pages:
44-48
SJIF
I
MPACT
FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
A
BSTRACT
This article discusses the unique possibilities and features of using a synergistic approach in the effective
management of non-state secondary schools.
K
EYWORDS
Non-state comprehensive schools, effective management, synergistic approach, quality of education,
synergistic management, scientific and methodical works, organizational system, international
experiences.
I
NTRODUCTION
It is known that the goal of the non-governmental
general education organization is to create
favorable conditions that ensure the high quality
of general secondary education for students, to
provide paid educational services that create
alternative opportunities for quality and popular
education in addition to traditional educational
services, innovative pedagogical forms of
teaching taking into account advanced
international experiences, is to increase efficiency
and effectiveness in the field of general secondary
education based on the use of methods and
modern technologies [1].
Pedagogical synergetics - (Greek. sunergeia -
cooperation, solidarity) is a scientific direction
and way of thinking aimed at the theory of self-
organization
of
pedagogical
systems,
Journal
Website:
http://sciencebring.co
m/index.php/ijasr
Copyright:
Original
content from this work
may be used under the
terms of the creative
commons
attributes
4.0 licence.
Research Article
USING A SYNERGIC APPROACH IN EFFECTIVE MANAGEMENT
OF NON-GOVERNMENT HIGH SCHOOLS
Submission Date:
December 01, 2023,
Accepted Date:
December 06, 2023,
Published Date:
December 11, 2023
Crossref doi:
https://doi.org/10.37547/ijasr-03-12-08
Maxsudov Sardor
Head Of The Ministry At Preschool And School Education At The Republic Of Uzbekistan
Volume 03 Issue 12-2023
45
International Journal of Advance Scientific Research
(ISSN
–
2750-1396)
VOLUME
03
ISSUE
12
Pages:
44-48
SJIF
I
MPACT
FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
management
of
cooperative
pedagogical
processes, study of irregular pedagogical
phenomena, new interpretation of pedagogical
situations, and knowledge of the nature of
complex pedagogical processes[ 2].
The direction of organization and coordination of
synergistic management activities is related to
the management activities of the heads of the
non-governmental
general
education
organization, and in these processes, an
individual approach is required from each of
them. In particular, every leader in the processes
of his management activities:
-
ensuring the participation of all employees in
collaborative decision-making processes;
-
taking into account suggestions and opinions
of employees when setting tasks in the
direction of achieving the set goal;
-
coordination of behavior and relations of
employees operating in different directions;
-
organization of proper use of the capabilities
and abilities of employees;
-
organization of employee activity control and
motivation processes;
-
it is necessary to pay special attention to the
formation and development of interests of
each employee in the results of innovative
processes and the effectiveness of cooperative
activities.
The direction of organization and coordination of
scientific-methodical works also belongs to the
activity of all heads of non-state general
education schools, coordination of scientific-
methodical works in this direction, analysis of the
activities of class leaders and teachers,
popularization
of
advanced
pedagogical
experiences, preparation of necessary methodical
products for the educational process , making
proposals to the pedagogical council in the
direction of raising the level of students' mastery,
planning general school events, pedagogical
councils, analyzing the activities of class leaders
and teachers, analyzing the indicators and level of
students' mastery, planning and conducting
pedagogical weeks, control and contests increase.
In the direction of self-management and
development, the leaders of the non-
governmental general education organization
should be able to use various forms and methods
of modern leadership based on self-coordination,
work on themselves, and independent education
according to the situation; self-control in any
situation, not giving in to passions; to be
proactive; living with the pain of many; working
with cooperation, solidarity, co-creation; to be
honest and fair; to be sincere, restrained, tolerant;
to be creative, creative and creative; to be
demanding and kind, considerate of time, polite;
self-assessment, self-diagnosis of one's activities
and personal qualities; to be fair; caring for
employees; it is necessary for him to cultivate the
necessary qualities for a leader, such as being fair
and persevering in the implementation of
measures that he considers necessary. Also, it is
necessary to perform tasks such as searching for
news, learning and relying on them, using
scientifically based information, mastering the
pedagogical, psychological and socio-economic
foundations of management, as well as
Volume 03 Issue 12-2023
46
International Journal of Advance Scientific Research
(ISSN
–
2750-1396)
VOLUME
03
ISSUE
12
Pages:
44-48
SJIF
I
MPACT
FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
introducing a synergistic approach to the
management process.
In the direction of improving the activities of non-
state secondary schools, under his management:
-
solving problems related to the development
of pedagogical processes in accordance with
changes in the external environment;
-
the use of synergistic approaches in the
introduction of innovations and coordination
based on the principles of democratization
and humanization of management;
-
searching for new ways and means of
achieving the intended goals on the basis of
regular updating and development of
management concepts;
-
organization
of
self-management
and
cooperative management;
-
foreseeing and planning the regular
development of the non-state general
education organization;
-
developing the team's scientific-methodical
and scientific-research potential;
-
the activities of the non-governmental general
education organization, the state of the
educational process, the attitude of the
employees to their tasks, the mutual relations
between the subjects of education, that is, the
relations of students and teachers, as well as
the scope and efficiency of the work carried
out to achieve the common goal, the mastery
indicators of students and the organized
classes collect information about the quality;
-
change and improve management activities
based on the analysis of collected reliable
information and study of the general
situation;
-
on the basis of information, to analyze the
efficiency of management activities and
determine the directions for improvement
and the tasks that need to be implemented to
improve the institution's activities;
-
distribution of assigned tasks according to
employees'
knowledge,
skills
and
qualifications, as well as professional
experience;
-
attracting highly qualified specialists to
increase the effectiveness of pedagogical
processes;
-
coordinating the activities of team members;
-
determination of development opportunities
of
the
non-state
general
education
organization and making decisions on
implementation of defined tasks in the
direction of improvement are carried out.
If we pay attention to the essence of the work
performed by the heads of the non-state general
education organization in the main areas of
management activity and the specific features of
the processes of implementation of the listed
tasks, we can see the interdependence and
connection of the main areas of management
activity. Therefore, the effectiveness of the work
performed by a voluntary head of a non-
governmental general education organization in
the above-mentioned main areas of management
activities has an impact on the effectiveness of
management activities of all leaders.
This connection and connection means that the
main directions of management activities of the
Volume 03 Issue 12-2023
47
International Journal of Advance Scientific Research
(ISSN
–
2750-1396)
VOLUME
03
ISSUE
12
Pages:
44-48
SJIF
I
MPACT
FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
heads of the non-state general education
organization have a systematic nature, and in
turn, the heads of the non-state general education
organization determine the need to implement a
systematic and synergistic approach in the
implementation of the tasks that need to be
performed according to the main directions of the
management activities.
In addition to pedagogical staff, the leaders of the
non-state general education organization
coordinate the activities of all performers, the
division of labor, the formation of a sense of
responsibility in employees for their tasks, the
organization, management, quality and efficiency
of pedagogical processes, and the efficiency of the
processes of improvement are largely determined
by the leaders of the non-state general education
organization. depends on how well he
understands and implements the specific features
of the main areas of management activity.
As a whole system, the leaders of the non-
governmental general education organization
study the management activities, the relations
between the main directions of management
activities with special characteristics and the
features of interdependence are determined,
because the main directions of management
activities have a systematic nature, and the
change of each direction has its effect on the
change in the efficiency of the management
activities, which is considered as a whole system.
.
In our opinion, it is necessary to determine the
effectiveness of the management activities of the
managers of the non-governmental general
education organization by ensuring the
interdependence, connection and coherence of
the management activities as a set of actions
carried out in the direction of achieving a
predetermined goal, that is, as stages of the
management process.
That is, in practice, in most cases, the selection of
personnel, placement and coordination of their
activities is considered only the task of the school
director.
Organization,
management,
improvement of quality and effectiveness of
pedagogical processes are considered to belong
only to the deputy director for educational affairs,
and the work that needs to be carried out in this
direction is neglected by other leaders. Improving
the living and working conditions of the team
members is considered to be the task of the
deputy director for spiritual and educational
affairs and the trade union, which has a negative
impact on the effectiveness of the school.
Also, the direction of organizing and managing
innovative processes does not belong to any head
of the non-state general education organization,
but to all the heads of the non-state general
education organization. that it belongs to the
processes confirms that the positions and tasks
performed by the heads of the non-governmental
general education organization are interrelated
and related. This, in turn, determines the need to
ensure the interdependence, connection and
coherence of the activities of all the leaders of the
non-governmental
general
education
organization.
Volume 03 Issue 12-2023
48
International Journal of Advance Scientific Research
(ISSN
–
2750-1396)
VOLUME
03
ISSUE
12
Pages:
44-48
SJIF
I
MPACT
FACTOR
(2021:
5.478
)
(2022:
5.636
)
(2023:
6.741
)
OCLC
–
1368736135
This interdependence and connection shows that
the duties of the heads of the non-state general
education organization also have system-specific
features, and this, in turn, determines the need to
study the essence, importance and characteristics
of the duties of the heads of the non-state general
education organization and take them into
account in the course of research.
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