Directions for providing the quality of educational services in higher educational institutes

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5.

Abdurakhmanov B.M, Adilov M.M, Ashurov M.Kh., Ashurov X.B,

Oxygenendler BL. Development and research of silicon isotypic, single and
multijunction thermovoltaic energy converters. Preprint of INP AS RU R-8-
693 Tashkent 2010. P.36

Aslitdin Nizamov, Doctor of Economic Sciences, Professor, Bukhara

Engineering and Technological

Institute, Uzbekistan

Shakhlokhon Gafurova, Master student of Bukhara Engineering and

Technological

Institute, Uzbekistan

DIRECTIONS FOR PROVIDING THE QUALITY OF EDUCATIONAL SERVICES IN

HIGHER EDUCATIONAL INSTITUTES

A.Nizamov, Sh.Gafurova

Abstract. The article looks at the research of the quality of educational

services of higher education institutes. The factors affecting the quality of
education and ensuring the competitiveness of native HEI in the educational
services market are identified and analyzed by the authors. Also the article
clarifies and systematizes various approaches to managing the quality of
educational services to ensure competitiveness in the area of higher
education of the Republic of Uzbekistan.

Key words: quality management, educational services, factors, the

concept of the development of higher education, higher education, total
quality management, modern approaches.

The transition to market relations determines the increase in

requirements for the quality composition of engineering and technical
workers, their level of competence. Without creative engineering, high
professionalism, knowledge of the achievements of science, it is impossible
to create and introduce into production perfect, competitive, high-
performance and economical machines and mechanisms, replace obsolete
equipment with more efficient, up-to-date equipment. Therefore, the
problem of strengthening industry with qualified engineering and technical
personnel is of great importance at the present stage. Indeed, the power of
any developed country largely depends on the quantity and quality of its
engineers, their knowledge, skills, experience, and rational use of their labor.
Therefore, at this time, the problems of improving the quality of specialists
in higher educational institutions are very widely discussed. And the quality
management system of educational organizations is currently one of the
most important mechanisms of internal guarantees of the quality of
education.

Nowadays in our country technologies are being created for clear, stable

and promising higher education assessment procedures. It is worth noting

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that in recent years in Uzbekistan, especially with the participation of the
head of state, a number of decisions and projects have been developed to
reform the higher education system. In particular, the Concept for the
Development of Higher Education of the Republic of Uzbekistan until 2030
will improve the quality of education, which take into account the needs of
socio-economic sectors, improve the quality of education, train competitive
personnel, and effectively organize scientific and innovative activities. [1]

Today 114 higher educational institutions operate in the republic, of

which 93 are state, 21 are foreign higher educational institutions and their
branches. In particular, over the past 3 years, 6 higher educational
institutions and 17 branches, as well as 14 branches of foreign higher
educational institutions have been created.

In foreign practice, there are three main models which are most often

used: an evaluation method for managing the quality of university activities;
management based on the principles of total quality management (TQM);
management approach based on the requirements of international ISO
quality standards. In addition, such approaches as Kaizen, PDCA (Plan-Do-
Check-Act) are used to improve the work in organizations. [4, p 473]

From our point of view, in our country, the TQM-Total Quality

Management model, which is widely used abroad, is a modern and effective
approach to managing the quality of educational services in universities for
the training of engineering specialists.

TQM-Total Quality Management (TQM) is an enterprise-wide method

for continuously improving the quality of all organizational processes. This
is the philosophy of universal quality management, which successfully
started many years ago in Japan and the USA with the practice of awarding
companies that have achieved the highest quality products.[3, p 153]

It must be pointed out that despite a lot of research in the field of

education quality, the Total quality management (TQM) system was not a
separate object of research by our scientists. In this regard, the purpose of
our study is to identify and evaluate the most significant factors affecting the
quality of higher education from the perspective of various participants in
the educational process and to assess the possibilities of introducing a
system of Total quality management in the educational process of the
Bukhara Engineering and Technology Institute.

The introduction of TQM principles in higher education institutions of

the republic requires the use of managerial technologies in education,
process and integrated, systematic, marketing, situational, cultural and
educational approaches and specific organizational, economic, socio-
psychological and innovative pedagogical methods and tools. When
implementing the TQM philosophy, a number of problems are very often
encountered that significantly reduce its effectiveness. These include a lack

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of leadership involvement, a lack of appropriate organization culture, poor
preparation for change, and a lack of objective information. In this regard,
there is a need to conduct a research to study the preparedness of teachers
and students to implement the principles of TQM in our HEIs.

To this end, we conducted a questionnaire among the faculty and

students of the Bukhara Engineering and Technology Institute (BETI) to
identify their readiness for transformation, to determine factors to improve
the quality of education and the development of the institute as a whole.

In April 2020, a survey was conducted among faculty of BETI. The

survey of the faculty of BETI involved 125 people, which is 27 percent of the
contingent, including 7 doctors of sciences, 37 candidates of sciences or PhD,
42 senior teachers, 22 – assistant, 7 teaching interns and 10 doctoral
students. Among the respondents, 38% are teachers over the age of 50, 53%
between the ages of 30 and 50, and 9% under the age of 30. The study
participants were asked to fill out a questionnaire containing two sections.
In the first section, respondents had to evaluate on a 5-point scale the
importance (unimportance) of various areas of the institute's activities,
ensuring its further development and improving the quality of education.
And the second section contains statements characterizing the same lines of
activity, the current state of which should also be assessed for the relevant
changes, choosing one of five options for agreement (disagreement). Each of
the 26 positions of the first section of the questionnaire is consistent with
one of the 26 positions of its second section.

The analysis of the results of the first section of the questionnaire

indicates the point of view of staff on the especially important aspects of the
institute's activities in ensuring the quality of education in three areas:

• the focus of education on the requirements for the quality of the labor

market;

• efficient use of resources to improve quality;
• personnel Management.
The following places in importance received directions in the field of

orientation to the requirements of the labor market. These survey results
indicate positive trends in the process of awareness by the teaching staff of
the importance of taking into account the requirements of users of
educational services in ensuring quality. The leadership of the institute
should take a set of measures to strengthen integration relations with
employers and the public, even more respondents rated the relationship
with potential employers and consumers of educational services as a
weakness of the institute.

Further priority in importance, respondents consider areas in the

effective use of resources, especially finance. The financial provision of the
institute and the efficient distribution of finances are important factors in

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ensuring quality. The same areas are noted as weaknesses of the institute.
Also, employees consider the process of controlling financial risks and
analyzing the efficiency of using space and equipment to be equally
important. Indeed, today these areas are becoming the most important areas
for the development of the institute, since gradually, starting from 2020, all
universities in Uzbekistan should go over to self-financing (Resolution of the
President of the Republic of Uzbekistan dated July 11, 2019). And then all
the fees and the allocation of financial resources should be made by the
institution itself, but for now this activity is also its weakness.

Therefore, the leadership of the institute needs to mobilize the entire

educational and scientific-production potential to determine additional
sources of income and optimize costs. At the same time, the cost
optimization of an educational institution should not fall below a certain
level, which will be followed by an irreversible process of reducing the
quality of specialist training. It is necessary to develop a mechanism for the
targeted use of finance, mainly in those areas that contribute to improving
the quality of education. It must be taken into account that in order to
achieve a more efficient use of financial resources, it is necessary to ensure
not only enough training of specialists demanded by the labor market, but
also the economical and efficient spending of allocated funds to finance the
educational and material base of the institute, which is an actual problem
today.

The current direction for carrying out priority improvements is

characterized, on the one side, by a high degree of its importance for the
success of the institute and, on the other side, by a low assessment of the
current state of this direction. Respondents expressed the least degree of
agreement with the statement that the leaders of the institute have
developed a perfect development concept and are analyzing their image.

Thus, according to the analysis results, four key areas for improvement

can be identified:

1. Development of a perfect concept for the development of the institute

and increase its image.

2. Development and support of staff by leadership.
3. Development of a mechanism for effective self-financing and

distribution of financial resources of the institute.

4. The orientation of the Institute on the requirements of potential

employers and consumers of educational services.

It is worth noting that, all these improvements are prerequisites for the

implementation of the education quality management system in the
institute. A system is understood as a model that includes a set of principles,
methods, indicators and requirements for various aspects and processes of
the institute’s activity, criteria that determine the level of perfection of these

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processes and methods for their assessment, which together determine all
the processes of the institute’s activities aimed at achieving the required
quality results.

The introduction of TQM in the management process of higher

educational institutions of the country, in our opinion, is inevitable and
requires the use of managerial technologies in education. To carry out
improvements in the areas identified as a result of the survey in order to
implement the TQM principles in BETI, the following work is necessary:

1. Decision-making by the senior management of the institute on the

implementation of TQM. It should be noted that this stage is the most
responsible and significant in terms of all subsequent decisions. A clear
understanding of all the problems that may arise in the institute related to
changes in the organizational structure, costs of managing, ensuring and
improving the quality, training of personnel potential, etc. is also necessary,
as well as awareness of the advantages that the institute will receive as a
result of changes.

2. Development of a strategy for total quality management at the

institute (defining policies, goals and objectives, indicators and quality
criteria).

3. The creation of the Quality Council, headed by the head of the

organization, and the appointment of officials responsible for quality at the
institute and in each unit.

4. Dissemination of information among all employees of the team about

the implementation of the TQM-approach at the institute and the benefits
that will be obtained after the entire complex of work is carried out through
staff training and certain events.

5. Development of systems of legal support, control and reporting,

awareness and responsibility.

6. Development of a quality manual, guidelines for all the processes of

the institute, work instructions for each employee.

7. The choice of the main directions (scientific topics, projects) to

improve quality.

8. Formation of groups (teams) to improve processes. Process

improvement groups can be created for areas such as: teaching methods,
student assessment criteria, teacher assessment methods, improving
contacts with students and parents, budgeting, improving contacts with
employers, helping lagging students, etc.

9. Implementation of recommendations made by these groups.
Based on the foregoing, the management of the TQM model is a well-

planned, guaranteed and technologically oriented management aimed at
creating the necessary conditions for the training of high-quality personnel

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in accordance with international standards and the needs of the state and
society.

References:

1.

Appendix No. 1 to the Decree of the President of the Republic of

Uzbekistan dated October 8, 2019 No. PD-5847, the concept of development
of the higher education system of the Republic of Uzbekistan until 2030

2.

Robert Lundqvist. Quality in Higher Education Approaches to its

management and improvement.- Lulea:1997, pp 33-52.

3.

Burkhalter, B.B. (1996) How can institutions of higher education

achieve quality within the new economy? Total Quality Management, 7, pp.
153-160.

4.

Nizamov A.B, Gafurova Sh.K. Modern approaches to the effective

management of the quality of educational services of higher education in the
training of specialists. Collection of scientific articles of the international
scientific conference "Innovative solutions to engineering and technological
problems of modern production." -Bukhara, 2019, pp. 473-476.

Eranov Sherzod Nuraliyevich - assistant of the department;

Eranov Nurali Fayziyevich - assistant of the department.

Samarkand state medical institute,Uzbekistan.

OUR EXPERIENCE IN THE SURGICAL TREATMENT OF RADIAL HEAD

DISLOCATIONS IN CHILDREN

Eranov Sh.N., Eranov N.F.

Abstract. In this article is analyzed the result of treatment of 83 patients

with radial bone head sprains. The joint capsule itself and the sections of the
ring-shaped ligament, which is more anatomical and physiological
concerning the elbow joint, were used for rehabilitation of the ring-shaped
ligament. The results were evaluated on a scale of "Evaluation of elbow
surgery". The scale allows us to determine the severity of pain syndrome,
the amplitude of movements in the elbow joint, the condition of the joint, the
strength of the arm and the degree of daily living activity. Good and excellent
results with an evaluation after 6, 12 months (>70 points) were obtained in
56 patients, which was 57.4%, satisfactory results (50-69 points) were
observed in 26 (31.3%).

Keywords: dislocation of the radius head, annular ligament, Monteggia

fracture.