Report on the practice of the specialty “State and municipal management. Report on the educational practice of the department “State and municipal management” Educational practice of the gmu

Ministry of Education and Science of the Russian Federation

Federal State Budgetary Educational Institution

higher professional education

"Kuban State Technological University"

Department of State and Municipal Administration

REPORT

about the passage of ____ industrial practice _______________-

(educational, introductory production, undergraduate practice)

Direction of training 380304 State and municipal administration

Training profile "Municipal management" Qualification (degree) Bachelor

at ___MFC __________________________________________________________

(name of the local self-government body of the municipal formation of the Krasnodar Territory, state, municipal institution)

Performed)

student (ka)__3__of the course _12-E-GU5____group _Vlasova Anastasia Vladimirovna

Practice leader

from the local authority

self-government

municipality

Krasnodar Territory

(state, municipal institution)________________

position I.O. Surname

Practice leader

from the university ______________________ _____________________

position I.O. Surname

The defense took place _____________

Overall grade for practice _________________

Signatures of commission members _________________

_________________

_________________

Krasnodar 2015

Introduction……………………………………………………………………………...2

1 Familiarization and characteristics of the MCU "MFC" Krasnodar………………….3

1.1 Characteristics of MKU "MFC" Krasnodar …………………………...3

1.2 Features of MCU "MFC" as a socio-economic system ..4

1.3 Organizational structure of MKU "MFC" Krasnodar……………...5

2 Characteristics of the workplace of the structural unit of the MCU "MFC"

Krasnodar………………………………………………………………………….9

3 Information and technical support of MKU "MFC" Krasnodar ... .11

4 SWOT-analysis of MCU “MFC”, Krasnodar………………………………………..13

5 Passport of the state program of the Krasnodar Territory "Social

support of citizens”……………………………………………………………...15

6 Individual task……………………………………………………......18

Conclusions and suggestions……………………………………………………………………………19

List of used literature……………………………………………...20

Annex A - Passport of the program of the Krasnodar Territory "Social

support of citizens”………………………………………………………………………………………………………………………………………………………….

Introduction

In the period from June 29 to July 13, 2015, I completed an internship at the MKU "MFC" in Krasnodar.

The purpose of the practice is to consolidate the acquired knowledge in the field of state and municipal management, gain practical skills, develop skills for independent search, collection, systematization and processing of organizational, technological, management information in order to develop and justify measures to improve the organization of labor, production and management. The practice is aimed at consolidating, expanding, deepening and systematizing knowledge in disciplines that reflect the specifics of the direction of training "State and municipal management".

Practice objectives:

Consolidation of theoretical knowledge gained in the process of studying basic disciplines;

Obtaining practical skills in applying the methods of collecting and processing information;

To study the areas of activity of the institution and get acquainted with the list of services provided to the population;

To get acquainted with the production and organizational structure of the enterprise;

To get acquainted with the methods used for the preparation and justification of management decisions, the organization of control over their implementation;

Mastering the methods of state and municipal management.

The object of the internship is the department for work with citizens and organizations "Prikubansky".

The subject is the relations that arise in the course of the department's activities.

• Familiarization and characteristics of MCU "MFC" Krasnodar

• Characteristics of MKU "MFC", Krasnodar

The municipal state institution of the municipal formation of the city of Krasnodar "Krasnodar City Multifunctional Center for the Provision of State and Municipal Services", hereinafter referred to as the "Public Institution", was established in accordance with the decision of the City Duma of Krasnodar dated January 28, 2010 No. institution "Krasnodar City Multifunctional Center for the Provision of State and Municipal Services", by the Decree of the Administration of the Municipal Formation of the City of Krasnodar dated February 1, 2010 No. 406 "On the Establishment of the Municipal Institution "Krasnodar City Multifunctional Center for the Provision of State and Municipal Services", by the Decree of the Administration of the Municipal Formation of the City of Krasnodar dated December 17, 2010 No. 10306 “On approval of the list of municipal government institutions of the municipality of the city of Krasnodar, created by changing the type of municipal budgetary institutions of the municipality city ​​of Krasnodar"

In accordance with the Federal Law of July 27, 2010 No. No. 210-FZ “On the organization of the provision of state and municipal services”, a multifunctional center for the provision of state and municipal services is an organization created in the organizational and legal form of a state or municipal institution and authorized to organize the provision of state and municipal services, including in electronic form, according to the principle of "one window". This principle provides for the provision of state and municipal services after a single application by the applicant with a relevant request.

The objectives of the MCU "MFC" are:

1) ensuring a fast, convenient and cost-effective process for the provision of state and municipal services (hereinafter referred to as services) to individuals and legal entities through the implementation of the "one window" principle;

2) interlevel and interdepartmental interaction with authorities

local self-government, state authorities, state and municipal enterprises, institutions and other organizations involved in the provision (providing) services;

3) increasing the satisfaction of recipients of services with their quality;

4) raising awareness of individuals and legal entities about the procedure, methods and conditions for receiving services;
5) reduction in the number of interactions of individuals and legal entities with officials of public authorities, local governments when receiving services.

The development of the MFC network is one of the priority tasks in building a modern state, improving the public administration system. The implementation of these measures helps to reduce the terms of service provision, reduce queues and increase the level of satisfaction of citizens with the work of state power.

• Features of MKU "MFC" as a socio-economic system

When providing municipal services, the MFC interacts with sectoral (functional) and territorial bodies of the administration of the municipality of the city of Krasnodar, municipal state, budgetary and autonomous institutions of the municipality of the city of Krasnodar.

When providing public services, the MFC interacts with federal executive authorities, state non-budgetary funds, and executive authorities of the Krasnodar Territory.

When providing services that are necessary and mandatory for the provision of state and municipal services, as well as socially significant services, the MFC interacts with individuals and legal entities providing these services.
The procedure for interaction with these bodies and individuals and legal entities is determined in accordance with the current legislation.

The MFC provides only those state and municipal services for which the relevant administrative regulations for the provision of state and municipal services have been approved. The state and municipal services provided include: housing issues, land plots, capital construction, education, pensions, family and childhood, change of residence, social support for the population, certificates, extracts, archival documents, subsidies, transport, employment and others.

• Organizational structure of MKU "MFC" Krasnodar

The director of the MU "MFC" is the direct supervisor, organizes and bears full responsibility for the results of the work of the institution, approves the staffing table, ensures the rational use of property, concludes contracts, issues orders and monitors the performance of their duties by employees.

The Deputy Director organizes the work and effective interaction of employees, organizes production and economic activities, and during the absence of the Director, performs his duties.

Departments for work with citizens and organizations "Western", "Karasunsky", "Prikubansky" and "Central" organize and carry out work on receiving documents, issuing certificates, other necessary information, provide information and advice to applicants, organize and carry out interaction with citizens and organizations, organize, if necessary, applicants from employees of local governments, other municipal institutions. The activities of the departments are managed by the heads of departments, who are directly subordinate to the director of the institution.

The department of legal and personnel work is engaged in conducting legal expertise, represents the interests of the institution in state bodies and other organizations, forms personnel, maintains work books and personal files of employees and performs other functions within its powers. Management is carried out by the head of the department, who reports directly to the director of the institution.

The quality control department for the provision of state and municipal services is engaged in internal audits, systematizes, analyzes and develops recommendations for improving the quality of service for applicants, reducing the time for providing services, and performs other functions within its powers. Management is carried out by the head of the department, who reports directly to the director of the institution.

The Accounting and Reporting Department maintains accounting of financial and economic activities, ensures the implementation of income and expenditure estimates, organizes budget accounting, calculates wages, organizes settlements with counterparties, compiles and submits accounting and statistical reports to state and tax authorities on time and carries out other functions within their powers. Management is carried out by the head of the department, who reports directly to the director of the institution.

The departments of information support and logistics organize work to supply the institution with the necessary information and material and technical resources, organize work to maintain the operability, safety and security of resources and equipment, monitor and record equipment, minor repairs and operation, analyze the institution's need for machinery and equipment, draw up consolidated applications for the purchase of office equipment and perform other functions within their powers. Management is carried out by the heads of the department, who are directly subordinate to the director of the institution.

The department for processing telephone calls to the population receives telephone calls from the population, keeps records and processes them, consults and provides reference information to applicants by telephone and performs other functions within its powers. Management is carried out by the head of the department, who reports directly to the director of the institution.

• Characteristics of the workplace in the structural subdivision of the MCU "MFC", Krasnodar

The department for work with citizens and organizations "Prikubansky" is a structural subdivision of the MCU "MFC". He reports to the director of the institution. In its activities, the department is guided by the Constitution of the Russian Federation, the current federal and regional legislation, municipal legal acts of the Moscow Region of Krasnodar, the Regulations on the Institution, as well as the Regulations on the Department for Work with Citizens and Organizations "Prikubansky".

The main tasks of the department are:

1) providing comfortable conditions for receiving municipal services;

2) organization of activities to fully inform applicants on the provision of municipal services;

3) development of mechanisms for interdepartmental exchange of information through the introduction of information and communication technologies;

4) improving the quality of the provision of municipal services;

5) simplification of the procedure for obtaining services by applicants, in the provision of which authorities of different levels are jointly involved;

6) organization of information exchange of data between federal executive authorities, executive authorities of the Krasnodar Territory, local governments, organizations involved in the provision of municipal services.

Department functions:

1) organization and implementation of work on the acceptance of documents necessary for obtaining a municipal service, on primary processing, on issuing the result of the provision of a municipal service to the applicant;

2) providing information and advice to applicants on the provision of services;

3) organization and implementation of interaction with applicants;

4) organizing the delivery of the necessary documents from the department to the relevant municipal institution, local self-government bodies;

5) organizing and ensuring the provision of additional services in the building where the department is located: notaries, banking services for the payment of duties and fees, improving their quality;

3 Information and technical support of MCU "MFC"

Krasnodar city

The MFC building is equipped with an information plate containing the full name of the multifunctional center, as well as information about its mode of operation.

To organize interaction with applicants of the premises of the MFC

is divided into the following functional sectors (zones):
1) sector of informing and waiting;

2) sector for receiving applicants.

The room for work with applicants is equipped with an electronic queue management system, which is a set of software and hardware tools that make it possible to optimize the management of applicants' queues. The queue management system includes a registration system, voice and visual information, operator consoles.

The sector of informing and waiting includes:
information stands containing up-to-date and comprehensive information necessary for obtaining state and municipal services, including: a list of state and municipal services, the provision of which is organized in a multifunctional center; terms for the provision of state and municipal services, the provision of which is organized at the MFC;
the size of the state fee; the procedure for appealing actions (inaction), as well as decisions of bodies providing public services and bodies providing municipal services, state and municipal employees, multifunctional centers, employees of multifunctional centers. The MFC timely ensures the updating of the documents presented at the information stands.

The workplace of the MFC specialist is equipped with a personal computer with the ability to access the necessary information systems, printing and scanning devices.

The MFC has one communication channel that ensures the operation of the electronic queue management system, a separate telephone line, a call center telephone, as well as an automated information system of the MFC.

The MFC building has a well-equipped technical base, which makes it possible to automate workplaces and increase work productivity. There are also servers, local network and Internet access. To protect against failures and loss of valuable information, a server is installed for each department, which contains all the necessary information. Most of the programs used in the organization work on the basis of queries to the database stored on the server.

4 SWOT-analysis of MKU "MFC", Krasnodar

Strengths:

The speed of obtaining state and municipal services;

Reduction of decision-making time due to the territorial association of authorities;

Increasing the speed of information exchange;

Improved awareness of citizens about the services (stands, brochures, through the website);

Controllability of the process of providing state and municipal services;

Professionalism of employees of departments;

Application of new technologies;

Acceptance of documents of citizens at a convenient time for them, the ability to make an appointment via the Internet.

Weak sides:

Low salary;

Difficulties in organizing the acceptance of documents by MFC tellers on the principle of a single window, related to the regulatory requirements for the provision of documents by applicants and their receipt directly from the state body;

With the introduction of separate regulations for the provision of services in the work of the MFC, the number of documents that need to be drawn up by specialists increases and the terms for the provision of services are not reduced;

The purchase and installation of additional computer equipment is required, which should simplify and shorten the procedures for providing services to the population.

Capabilities:

Lack of competitors;

In the Krasnodar Territory, a more favorable investment climate is emerging than in the Russian Federation as a whole, thereby increasing the flow of funds to the budget;

Increasing the efficiency and speed of the work of employees through new software and the acquisition of new computer equipment;

Opportunity to attract qualified specialists;

Limited budget;

Frequently changing legislation of the Russian Federation;

Increasing the workload of employees due to a large document flow, which can lead to long queues and reduce citizen satisfaction.

Strategies of the SIV type: development of a system for continuous training of employees, a strategy for attracting qualified specialists.

Strategies of the SLV type: investment strategy, strategy for creating new software, strategy for introducing new information technologies.

Strategies of the type of SIS: increase in the number of employees, the strategy of information interaction between departments.

Strategies for the type of SLN: reduction of the list of state and municipal services provided, liquidation of the institution.

5 Passport of the state program of Krasnodar

edge "Social support of citizens"

Social support of citizens is a system of legal, economic, organizational and other measures guaranteed by the state to certain categories of the population. Categories of citizens - recipients of social support, measures of social support and conditions for its provision are determined by federal legislation, the legislation of the Krasnodar Territory.

Passport of the program of the Krasnodar Territory "Social support of citizens" (in abbreviated form) (Appendix A).

The main objectives of the program:

Making monthly cash payments to certain categories of citizens;

Providing citizens with subsidies for paying for housing and utilities and benefits for paying for housing and utilities in cash;

Carrying out activities by the bodies of social protection of the population to establish the status of citizens;

Optimization of the network and development of the material and technical base of institutions serving the elderly and disabled in various conditions of the social sphere;

Creation of conditions for physical culture and sports, social tourism, active involvement of older people in them;

Formation among the population of the region of a positive attitude towards old age and the elderly as respected and active members of society;

Improving the efficiency of the service system;

Creation of favorable conditions for state support of children in difficult life situations, life and integrated development of children;

Strengthening the material and technical base of institutions.

Terms of implementation of the state program: 2014 - 2018.

Due to the fact that the main part of the activities of the state program is related to the consistent implementation of the social obligations of the Russian Federation and the Krasnodar Territory to provide measures of social support to citizens, the allocation of stages for the implementation of the state program is not provided.

The state program includes 4 subprograms:

1) "Development of measures of social support for certain categories of citizens";

2) "Modernization and development of social services for the population";

3) "Improvement of social support for families and children";

4) "State support of socially oriented non-profit organizations in the Krasnodar Territory".

Resource support for the implementation of the program:

The total amount of budgetary appropriations necessary for the implementation of the measures of the state program is 172,386,816.9 thousand rubles.

The amount of funds from the regional budget allocated to finance the activities of the subprogram of the state program is subject to annual clarification when the law of the Krasnodar Territory on the regional budget for the next financial year and planning period is adopted.

The mechanism for the implementation of the state program is based on the principles of a clear delineation of powers and responsibilities of all participants in the state program.

The implementation of the state program is carried out with the participation of the executive bodies of state power of the Krasnodar Territory - state customers responsible for the implementation of activities, performers of activities of subprograms of the state program.

The coordinator of the state program is the Ministry of Social Development and Family Policy of the Krasnodar Territory (hereinafter referred to as the coordinator of the state program).

Evaluation of the effectiveness of the implementation of the state program is carried out in accordance with the methodology.

The methodology for evaluating the effectiveness of the implementation of the state program is based on the principle of comparing the actually achieved values ​​of target indicators with their planned values ​​based on the results of the reporting year.

The administration of the Krasnodar Territory and the Legislative Assembly of the Krasnodar Territory exercise control over the implementation of the state program.

6 Individual task

The purpose of the internship was to consolidate and deepen theoretical knowledge, their application, the ability to use legislation in specific cases, the formation of skills for independent search, collection and processing of management information, in order to develop and justify measures to improve the organization of labor. I completed an internship at the MKU "MFC" in Krasnodar in the department for working with citizens and organizations "Prikubansky". Based on the tasks and functions defined by the Regulations on the Department and job regulations, I performed the following work:

I got acquainted with the structure of the department, the position of the department, job descriptions;

Assistance in monitoring the correctness of registration of cases to be transferred to the archive;

Assistance in the adoption of documents necessary for obtaining municipal services;

Assistance in the primary processing of documents of citizens necessary to receive the service;

Assistance in finding the necessary documents in the archive;

Carried out separate assignments of the head of the department within the framework of the tasks facing the department.

Conclusions and offers

During the internship, I got acquainted with the organizational structure of the institution, studied the features of the organizational and legal form, got acquainted with the main functions and powers of structural divisions. I collected information: about the organizational structure of the institution and the organization of a particular unit.

As a result, I prepared for a conscious and in-depth study of organizational and economic disciplines, gained practical skills in the field of organizational and managerial, analytical activities, skills in collecting, processing, systematizing management information, as well as using information resources and technologies in the course of the organization's activities. Consolidated, expanded, deepened and systematized knowledge in disciplines that reflect the specifics of the direction of training "State and municipal management".

After conducting a SWOT analysis of the MFC, to improve the work, I proposed:

1) consider the possibility of increasing the salaries of the employees of the institution;

2) attraction of qualified specialists;

3) acquisition and installation of additional computer equipment.

I believe that if the methods I have proposed to improve work in the MFC are implemented, then the employees will perform their duties quickly and efficiently, the waiting time for receiving visitors will also decrease, and new computer equipment will increase the productivity of employees.

List of used literature

1. Federal Law of July 27, 2010 No. No. 210-FZ "On the organization of the provision of state and municipal services".
2. Decree of the head of the administration of the Krasnodar Territory dated October 11, 2013 N 1173 "On approval of the state program of the Krasnodar Territory "Social support for citizens".
3. Decision of the City Duma of Krasnodar dated January 28, 2010 No. 69 p. 10 “On the approval of the creation of the municipal institution “Krasnodar City Multifunctional Center for the Provision of State and Municipal Services”.
4. Decree of the administration of the municipal formation of the city of Krasnodar dated February 1, 2010 No. 406 "On the creation of the municipal institution" Krasnodar City Multifunctional Center for the Provision of State and Municipal Services ".
5. Decree of the administration of the municipal formation of the city of Krasnodar dated December 17, 2010 No. 10306 “On approval of the list of municipal state-owned institutions of the municipality of the city of Krasnodar, created by changing the type of municipal budgetary institutions of the municipality of the city of Krasnodar”.
6. Krasnodar region. Statistical Yearbook. 2010: Stat. Sat / Krasnodarstat - Krasnodar, 2011. 456 p.
7. Polyak, G.B. Territorial finance: textbook / G.B. Pole. - M.: Publishing and Trade Corporation "Dashkov and Co", 2007. - 479 p.
8. Sorokina I.A. Investments: study guide / I.A. Sorokina, L.V. Sorokina. - 2nd ed., revised. - Krasnodar: KubGAU, 2010. 308 p.
9. Strategy for the modernization of the Russian economy / Under the editorship of V.M. Polterovich. St. Petersburg: Aleteyya, 2010. 424 p.
10. The charter of the municipal state institution of the municipality of the city of Krasnodar "Krasnodar city multifunctional center for the provision of state and municipal services."
11. Regulations of the municipal state institution of the municipality of the city of Krasnodar "Krasnodar city multifunctional center for the provision of state and municipal services."
12. Regulations on the department for work with citizens and organizations "Prikubansky".
13. Job regulations of the department for work with citizens and organizations "Prikubansky".

14. Regulations on the departments of the MCU "MFC".

1. economy. Krasnodar. en- List of state programs

Annex A

Table A.1 - Passport of the program of the Krasnodar Territory "Social

support of citizens" (abbreviated form)

Appendix A continued

Appendix A continued

FEDERAL STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"NORTH CAUCASIAN ACADEMY OF PUBLIC SERVICE"

DEPARTMENT OF STATE AND MUNICIPAL MANAGEMENT

Course work

"State and municipal management as a specialty of higher professional education"

Completed by a student

Faculty of State Medical University

Groups

scientific adviser

Rostov-on-Don

Introduction………………………………………………………………………………. 3

1. State structure and management………………………………………. 5

1.1 State structure of modern Russia…………………………. 5

1.2Functions of the state, tasks and methods of public administration ... 7

2. State and municipal administration: about the present and future of the specialty…………………………………………………………………………. 9

2.1 Formation of the specialty of the State Medical University……………………………………………. 9

2.2. Formation of the specialty “State and municipal management” within the framework of higher professional education…………...13

3 .Requirements for the training of a specialist and his activities…………..20

3.2 Requirements for specialist training………………………………………….23

Conclusion …………………………………………………………………………… 25

References………………………………………………………………… 26

Introduction

It will not be a big exaggeration to say that the quality of public administration is determined primarily by the quality of the staff of employees of government bodies, the stock of professional knowledge they have and the ability to apply them in their activities.

At the same time, the professionalism of people employed in the civil service implies not so much the so-called “industry” knowledge, but rather knowledge and understanding of the mechanisms of interaction between the state, society and individual citizens during the period of radical replacement of all previously existing ones with new ones. Understanding the need to organize the work of the state apparatus in a new way led to the introduction of such a social institution as "public service".

In order to more quickly develop a modern civil service that corresponds to Russian realities, back in 1991 it was decided to create a system of specialized educational institutions (personnel centers, later transformed into regional civil service academies), the main task of which was to train, retrain and improve the skills of civil servants. and municipal employees.

A little later, at the beginning of 1992, the specialty “state and municipal management” was introduced into the classifier of specialties of higher professional education.

The relevance of the chosen topic is due to all of the above and a special role in the modern, increasingly complex world of management science - management - and specialists in this profession - managers.

Management is necessary at any level: enterprise, bank, educational institution, hospital, state, city, etc.

Accordingly, this can be production, financial, social, state, municipal and other management.

It has long been known that a bad manager can quickly lead an enterprise to bankruptcy, while a talented manager can lead to success. The same applies to the city. To manage a modern city is no easier than to manage the largest industrial enterprise. Management as a science of management is closely related to economics. The largest capitalist firms employ professional economists and managers and train managers in university centers. Without modern knowledge in the field of economics and management, effective management is impossible.

The requirements for a modern manager are exceptionally high. He must understand the issues of economics, politics, finance, law, human psychology, be able to work in a team, clearly and logically express and defend his thoughts, know the specific area of ​​\u200b\u200bhis professional activity well, be a comprehensively developed, civilized, cultured person. For a city (municipal) manager, work with people, with the population, is of particular importance. After all, city government exists for the benefit of the people and can only function effectively with the support of the population. The task of future managers is to be at the height of modern

requirements.

Therefore, the purpose of the course work is a detailed study of the state structure and management, the formation of the specialty "State and municipal government" within the framework of higher professional education, the requirements for training a specialist and his activities.

To achieve this goal, the following tasks are set: to study:

State structure of modern Russia

Functions of the state, tasks and methods of public administration

Formation of the specialty “State and municipal management” within the framework of higher professional education

Directions and types of activities of a specialist

Specialist training requirements

1. State structure and management

1.1 The state structure of modern Russia

According to the Constitution of the Russian Federation, adopted at a national referendum in 1993, Russia is a democratic federal law-based state with a republican form of government (Article 1).

Man, his rights and freedoms are the highest value. Recognition, observance and protection of the rights and freedoms of man and citizen is the duty of the state (Article 2). The bearer of sovereignty and the only source of power in the Russian Federation is its multinational people (clause 1 of article 3). The Constitution of the Russian Federation and federal laws have supremacy throughout the territory of the Russian Federation (clause 2 of article 4).

The Russian Federation is a social state whose policy is aimed at creating conditions that ensure a decent life and free development of a person (clause 1 of Article 7).

The Russian Federation recognizes ideological and political diversity and a multi-party system. No ideology can be established as a state or obligatory one (Article 13).

The Russian Federation is a secular state. No religion can be established as a state or obligatory one (clause 1 of Article 14).

State power in the Russian Federation is exercised on the basis of division into legislative, executive and judicial. Legislative, executive and judicial authorities are independent.

The federal bodies of state power are the President

Russian Federation, Federal Assembly (Federation Council and State Duma), Government of the Russian Federation, courts of the Russian Federation (Article 10). Other articles of the Constitution set out the functions, powers and procedure for the formation of each of these bodies. State power in the constituent entities of the Russian Federation is exercised by the bodies of state power formed by them (clause 2 of article 10).

As a federal state, the Russian Federation consists of 89 subjects of the federation. They are republics (21), territories (6), regions (49), federal cities (Moscow and St. Petersburg), autonomous region (Jewish), autonomous regions (10) - article 65. All subjects of the Russian Federation are equal (p. 1 article 5). The Constitution defines a list of issues under the exclusive jurisdiction of the Russian Federation (Article 71) and issues under the joint jurisdiction of the Russian Federation and subjects of the Russian Federation (Article 72). It has been established that on issues not listed in Articles 71 and 72, the subjects of the Russian Federation have full state power (Article 73).

Local authorities in the Russian Federation are exercised by local self-government bodies that are not included in the system of state authorities (Article 12).

1.2Functions of the state, tasks and methods of public administration

What are the functions, duties of the state, what is public administration, what tasks should it solve, what and how to manage? The functions of the state can be divided into internal and external.

The internal functions of the state include:

a) protection of the rights and freedoms of citizens, their lives, dignity, property;

b) state regulation of the economy, economic activity;

c) state regulation of the social sphere, cultural, scientific and other activities;

d) punitive function - suppression of attempts on the state system, property, life, rights and freedoms of citizens, violations of public order.

In solving these problems, the state uses methods of administrative and economic regulation, as well as methods of ideological influence. Administrative methods - the issuance of binding laws, a system of punishments for their non-compliance. Economic regulation is a system of taxes, customs duties, budgetary financing, a system of excises, social and other benefits that support or restrict certain types of activities. The ideological influence is carried out through the mass media and is aimed at instilling in citizens a sense of patriotism, pride in their country, and a desire to contribute to its prosperity. One of the means of educating patriotism is the use of state symbols.

At the same time, the state should not interfere in the private life of citizens, if this does not affect the interests of other citizens or society, in the activities of economic entities, political parties, public, religious and other organizations, if they do not violate the law.

External functions of the state:

a) defense of borders, protection of the sovereignty and independence of the country;

b) foreign policy activities;

c) foreign economic activity;

d) representing and protecting the interests of its citizens abroad;

e) strengthening one's prestige in the world, winning a worthy place among other countries, establishing spheres of influence for large and economically strong states, and in the past, seizing colonies.

Methods for solving external problems of the state: diplomatic, economic and military.

2. State and municipal administration: about the present and future of the specialty

2.1 Formation of the specialty of the State Medical University

The formation of the specialty of the State Medical University, which began from the moment it was included in the classifier of specialties in March 1992, turned out to be divorced from the formation of the system of state and municipal service in the country.

The specialty was introduced at a time when there was not a single normative act that would define the parameters of the state and municipal service in Russia. At that time, only draft laws of the Russian Federation on public service were considered, and they differed significantly conceptually. Consequently, it was possible to form the content of education in this specialty based on general ideas about public service, existing foreign and emerging domestic experience.

The first all-Russian normative act fixing the main provisions regulating the civil service, in particular, the requirements for education, appeared only in December 1993 (Decree of the President of the Russian Federation of December 22, 1993 No. acts of the President and Government of the Russian Federation, 1993, No. 52, item 5073).

By virtue of the education management scheme adopted in Russia, the content of education in this specialty was determined by the federal education management body and, accordingly, to the extent that this body understands, what the state (and municipal) service will be like in Russia. There was a time (albeit a rather short one) when the specialty was called “State and regional control". And in the law of the Russian Federation “On the fundamentals of the civil service of the Russian Federation” dated July 31, 1995, such a non-existent in the classifier of specialties was mentioned as "public administration"(paragraph 6 of this Law). The fact that now (by an amendment to this Law of February 18, 1999) the name of the specialty has been brought into line with the existing realities has not changed the state of affairs. And the comparison of state educational standards of the so-called. “first generation”, adopted in 1995, shows the almost complete coincidence of the requirements for training specialists in such essentially different specialties as “state and municipal administration” and “management”.

The gap between the system of training personnel for the state and municipal service and the service itself is most clearly seen in this example. In the presence of approximately 150 state and non-state universities that have licenses to train specialists with higher education in this specialty, a significant contingent of students and already trained as part of their first higher education, strictly speaking, not a single university graduate, according to current laws, can be admitted to the state or municipal service immediately after graduation.

The fact is that in the legislation of those subjects of the Russian Federation that specified the requirements for persons applying for positions in the civil service, there were requirements for work experience (usually at least a year). To illustrate, here are excerpts from the law “On public service” of the Irkutsk region (as amended by the Law of the Irkutsk region dated June 11, 1999 No. 32-03):

“b) for leaders and seniors higher professional education in the specialty "state and municipal management" or by specialization of regional public positions of the regional public service or education, which is considered equivalent.

in) for junior regional state positions of the regional civil service - secondary vocational education in the specialization of regional public positions of the regional public service or education, which is considered equivalent”.

“... 4. The following qualification requirements for length of service and work experience in the specialty are established for regional public positions of the regional public service:

a) the highest regional state positions - the experience of the regional state service in the main regional state positions for at least two years, or at least five years of professional experience ;

b) the main regional public positions - the experience of the regional public service in the leading regional public positions for at least two years or;

c) leading regional public positions - experience of regional public service in senior regional public positions for at least two years, or at least three years of professional experience ;

d) senior regional state positions - at least three years of professional experience ;

e) junior regional state positions - no experience requirement .

In the absence of the required length of service, a citizen may be appointed to a position based on the results of certification.

Such provisions are contained in the laws regulating the civil service in almost all subjects of the Russian Federation. Everywhere, for positions, starting with seniors, there are requirements for work experience. There are no seniority requirements for junior positions only, but these positions are sufficient to have secondary vocational education .

References to the possibility of appointment to positions based on the results of attestation refer, as a rule, to those who are already in the civil service. The system of holding positions on the basis of competitions provided for by law has not received due distribution. And, although graduates of many universities find application of their knowledge in state and municipal government, this happens not so much as a result of the normatively formalized system, but in spite of it.

As a result, almost all universities in their curricula, developed on the basis of the state educational standard in the specialty 061000, introduce disciplines that do not deepen the knowledge necessary to occupy positions in the state and municipal service, but those that help graduates find employment outside this system.

This practice contributes to the spread of the assignment of the specialty "state and municipal management" to the group of specialties in economics and management with the qualification "manager". Although it is obvious that the specifics of the service itself, which consists in the performance by employees of the functions of the state, implies the presence of thorough knowledge not only in the field of economics and management, but also in the field of jurisprudence, political science, and sociology. In this regard, it would be more logical to include this specialty in the group of interdisciplinary specialties (350,000) with a change in the qualifications assigned (for example, “specialist in the field of state and municipal administration”).

Nor has a clearly defined legal system of specialization in the state and municipal service developed in Russia (there is no interpretation of the concept of “specialization of civil service positions”, which is used in the laws of the federation and subjects of the Federation). Apparently, therefore, in fact, our new standard lacks allocated hours for specializations and at least recommended specializations.

2.2. Formation of the specialty “State and municipal management” within the framework of higher professional education

The formation of the specialty “State and municipal management” within the framework of higher professional education is divorced from the formation of a system of additional professional education for state and municipal employees.

This circumstance is hardly noticeable to those who do not work on any significant scale to improve the skills and retrain state and municipal employees. This situation did not arise by chance, but due to objective circumstances.

Firstly, there is no state regulation of the system of additional professional education in general, with the exception of several regulations of the Ministry of Education of the Russian Federation.

Secondly, is specifically regulated (by orders of the Ministry of Education approving the state educational standard) only the system of additional professional education federal government employees. For the same category of civil servants, requirements for professional retraining are established, in particular, in the Decree of the President of the Russian Federation of September 3, 1997 “On additional measures for the training of civil servants”, it is noted that it is necessary to draw up annual training plans for civil servants, bearing in mind that “mandatory professional retraining of persons appointed for the first time to public positions of the federal public service not lower than the deputy head of the department (hereinafter referred to as "leading positions"), during the first year of work in the specified positions ”.

By the way, this Decree does not contain any instructions to the education management body in the Russian Federation in terms of determining the content of education. There is only a recommendation to the subjects of the Federation to also draw up plans for the training of civil servants of the subjects of the Federation and municipal employees. As a result, additional vocational education in the last two categories is not regulated at all. And, as they say, “by default” for working with them, the requirements of the state educational standard for additional professional education of federal civil servants are accepted. Agree, such an approach can hardly be recognized as legitimate.

There is another circumstance that I would like to draw attention to.. The latest version of the State Educational Standard for additional professional education of federal civil servants (Order of the Ministry of Education No. 2370 dated July 31, 2000) obliges the heads of educational institutions that provide advanced training and retraining of federal civil servants to bring curricula and programs in line with the requirements of this standard, as well as with qualification requirements (characteristics) for state positions of federal civil servants. The standard itself provides that “A specific area of ​​additional professional education for a federal civil servant is selected from the list of areas, taking into account:

Type of professional activity of a civil servant (managerial, organizational, economic, planning and financial, marketing, information and analytical, design and research, diagnostic, innovative, methodical);

Qualification requirements for a specific position;

specific learning objectives;

Regional and sectoral features and specifics of the state body that sends a federal civil servant to study.

At the same time, the drafters of the standard, characterizing the types of professional activities of a civil servant, were guided by the types of activities taken from the canceled State Educational Standard in specialty 061000 (as amended in 1995), which, in turn, practically coincided with the list of activities for a manager trained in another specialty - 061100 “Management”, and remained in the new standard in the specialty “Organization Management”.

A quite natural question arises - how legitimate is such an approach? Does the content of the activity of a civil servant really coincide with the content of the activity of a manager? If we proceed from the fact that in the new system of educational standards we see significant differences between the standards for the specialties 061000 and 061100 (which is even renamed “Organization Management”), it is obvious that they are not.

And in fact,

In the absence of clearly defined qualification requirements for specific positions,

If there is a discrepancy between the types of activities that are actually taking shape in the public service system and those defined in the standard,

With not only a textual discrepancy between the types of activities of civil servants listed in the state educational standards of higher professional education of the sample of 1995 and 2000,

it is impossible to implement the requirement to bring curricula and programs in line with the State Educational Standard for additional vocational education, since this standard contains clause 5.2, which states that “educational programs for additional vocational education must ensure its continuity in relation to state educational standards of higher and secondary vocational education relevant area of ​​study.

To be convinced of this, it is enough to look at the list of areas of study for additional professional education programs approved by this State Educational Standard.

In this standard there is also such an innovation as “education, additional to higher”. In the absence of this type of educational programs in the documents that define the requirements for civil servants, it simply “freezes”.

The formation of the specialty 061000 is divorced from the real personnel situation and the realities that have developed in the organization of work with personnel in the state and municipal service.

This circumstance has already been touched upon a little when it was about the opportunities for university graduates to occupy positions of state and municipal employees.

In addition, it is necessary to mention such points that are relevant, first of all, to regions with a low population density and an undeveloped network of educational institutions. A different population density is accompanied by a different level of education of the corresponding categories of employees.

Let's compare, for example, the Central and Siberian federal districts. The first has an area of ​​about 680 thousand square kilometers, a population of about 38 million people. The second occupies an area of ​​almost 7 million square kilometers, the population is a little over 21 million people. Obviously, approaches to the organization of educational activities in these regions should be uniform, but not monotonous.

For the system of regional civil service academies, each of which is assigned to several (for the Siberian Academy of Civil Service - 14) subjects of the Federation, this aspect is of fundamental importance.

All academies have to think about how to organize educational activities outside their location with minimal time and financial resources from the respective budgets.

For example, the amount of overhead costs for students from the Republic of Buryatia (the cost of travel to Novosibirsk, accommodation during the period of study) is four times higher than the cost of the actual education at correspondence departments. And in the Siberian Federal District, the need for training is great: only slightly more than half of federal civil servants have a higher education, although the Law provides for a mandatory higher education. Now the only possibility for us to have territorially separate subdivisions is the creation of branches.

The practice of work has shown that the regulations governing the creation of branches aim to make the process more manageable, and this is necessary, but at the same time, the specifics of working with state and municipal employees in vast areas with an undeveloped educational infrastructure are not taken into account. In particular, no one can answer the following questions:

Why is the consent of the leadership of the subject of the Federation required to create a branch of an educational institution, which is not interested in how the personnel issue will be resolved for federal civil servants working in this subject of the Federation;

Why is it necessary to agree to the opening of a branch from the employment service in this subject of the Federation, which, most often, does not have an acceptable idea of ​​​​the needs for personnel of the relevant structures. Apparently, therefore, they so easily give their positive opinions to requests for the opening of branches;

How to ensure compliance with the requirements for civil servants in various subjects of the Federation, without which (compliance) the processes of personnel exchange between territories and different administrative structures are hampered.

Given the presence of many universities that train specialists in state and municipal management, in the curricula of which there are many such disciplines where there are no established (generally accepted) provisions, we can safely assume the existence of conceptually different models of state and municipal management that are being introduced into the minds of students, and this cannot but lead to contradictions between employees who profess different scientific schools.

By the way, this moment emphasizes the exclusivity of the specialty “State and municipal administration” in the system of higher education specialties, which is underestimated in the practice of the Ministry of Education.

Therefore, it is necessary to organize educational activities for the training and retraining of state and municipal employees in such a way that it serves to strengthen the Russian statehood, the unity of Russia. One of the overdue moments, in my opinion, is to increase the rigidity of regulation of the content of education of state and municipal employees. Academic freedoms should first of all concern teaching methods and only after that - the content of education.

Based on the foregoing, the following conclusions can be drawn:

1. The state personnel policy is just beginning to take shape, there is no system for attracting, retaining and using highly qualified specialists in the public service, for training, retraining and advanced training of managerial personnel.

2. Work with personnel actually, in real practice (and not at the level of declarations) is not yet among the priority areas of activity of state authorities and local self-government.

3. The formation of the legal framework for the professional education of state and municipal employees lags behind the real needs of practice.

4. A significant part of managerial personnel did not improve their qualifications for many years, did not undergo professional retraining.

5. In many administrations, there is no direct link between the promotion process and training.

6. Bodies of power and administration have little influence on the content of the training of their personnel, they practically do not participate in the development of curricula and programs.

In order to provide state authorities and local self-government with highly qualified personnel, the formation of a holistic personnel policy on the scale of the Russian Federation and the constituent entities of the Federation.

3 .Requirements for the training of a specialist and his activities

The university nature of the training of specialists allows them not to be confined within the narrow framework of specializations and work in many areas of the economy, engage in various activities. In particular, graduates with a degree in State and Municipal Administration will receive fundamental knowledge in matters of economics, law, sociology, management, finance, system analysis, urban management and the social sphere, etc. The primary objects of professional activity of a graduate with a degree in State and Municipal management” may be state and municipal bodies of representative, executive and judicial power, other state and municipal bodies, organizations and institutions. Another area may be various municipal and social enterprises that require qualified management. Typical positions: specialist in the structural unit of the city administration or city council for economic analysis and planning, industrial policy of the municipality, property management, land resources, housing and communal services of the city, transport services

population, personnel policy, planning the activities of the local authorities themselves, control work, etc.

The activity of the specialist is aimed at ensuring the rational management of economic and social processes at the level of cities, districts and other territories, based on the interests of the population, at organizing territorial management systems, at improving management in accordance with modern trends.

A specialist in state and municipal government should be able to plan his individual and collective work, orient it towards achieving the goals set, towards achieving the final result with the rational use of all types of resources. He must be able to lead a team, exercise rational control over the activities of employees and the organization as a whole, represent his organization and its interests in the external environment, investigate and diagnose emerging problems and situations, make forecasts, formulate goals and objectives, conduct consulting, methodological and educational work with employees, implement management innovations.

Brief description of the main types of professional activities of a specialist in state and municipal administration:

a) managerial activity. This is the work of the head of an organization, institution, structural unit, associated with the adoption of managerial decisions; work in structural subdivisions of administrations that ensure the management of property, land, real estate, certain sectors of the urban economy, public relations, in control and supervision bodies;

b) organizational activity. This is work related to the organization, planning and control of the process of territory management itself;

c) economic activity related to economic analysis, forecasting and planning of the socio-economic development of the territory. This includes the development of current and long-term plans for the development of territories, interaction with business entities, calculations of the need for resources, the choice of the most effective solutions in conditions of limited resources;

d) planning and financial activities. This is work in the economic and financial departments of government and administration, related to the organization of financial planning and management through financial leverage;

e) marketing activities. Unlike marketing in an enterprise, the subject of which is its products or services, territory marketing is the work of unlocking its potential for the most effective use;

f) information and analytical activities. Objective information and an objective analysis of the actual state of affairs are always necessary for making managerial, economic, design decisions. Almost all local governments today have information and analytical services in their structures, which, based on the study of large volumes of external and internal information, develop appropriate recommendations for improving the case;

g) design and research activities. This is work on the economic justification of design decisions related to the reconstruction, technical re-equipment and development of certain areas of the urban economy; work in the economic divisions of specialized design organizations;

h) diagnostic activity. In the process of managing the territory, difficulties and problems constantly arise, the causes and ways of overcoming which are not obvious. We need professionals who know the methods of system analysis, are able to understand the problem (diagnose it) and offer solutions. So far, few cities are using modern approaches to solving complex problems. It is this niche that the diagnostic activity of managers is called upon to fill;

i) innovation activity. A special type of activity associated with the introduction of everything new in the management organization;

j) methodical activity. Work related to the generalization of existing experience and the development of methodological recommendations for improving the case.

With some additional training, a manager with a degree in State and Municipal Administration can adapt to other types of professional activities:

research; financial, financial and economic, auditing, exchange, etc. These types are more than the specialty "Finance and Credit", but for a manager with a good economic background, this problem is quite solvable.

3.2 Requirements for specialist training

A graduate must harmoniously combine a high level of fundamental scientific knowledge and professional training.

A specialist in the field of state and municipal administration must meet the following general requirements:

Familiar with the basic teachings in the field of the humanities and socio-economic sciences, able to analyze social problems and processes, able to use the methods of these sciences in their professional activities;

Knows the basics of the Constitution and legislation of the Russian Federation, ethical and legal norms that regulate the relationship of a person to a person, society, the environment, knows how to take them into account in his work;

Has a holistic view of the processes and phenomena in animate and inanimate nature, owns scientific methods of understanding nature at the level necessary to solve professional technical, economic, environmental and other problems;

Able to continue education and conduct professional activities in a foreign language environment;

Has a scientific understanding of a healthy lifestyle, owns the ability and skills of physical self-improvement,

Owns a culture of thinking, knows its general laws, is able to correctly (logically) formalize its results in written and oral speech;

Knows how to organize his work on a scientific basis, owns computer methods for collecting, storing and processing information used in the field of his professional activity;

Able in the conditions of the development of science and changing social practice to reassess the accumulated experience, analyze their capabilities, is able to acquire new knowledge, use modern information educational technologies;

Understands the essence and social significance of his future profession, knows its main problems, owns professional disciplines, understands their relationship;

Able to find non-standard solutions to typical problems or solve non-standard problems;

Capable of project activities, knows the principles of system analysis, is able to build and use models to describe and predict various phenomena, to carry out their qualitative and quantitative analysis;

Able to set goals and formulate tasks related to the performance of professional functions, is able to use the methods of the sciences he has studied to solve these problems;

Ready for cooperation with colleagues in a team, familiar with the methods of personnel management, able to organize the work of performers, find and make management decisions in the face of conflicting requirements, knows the basics of pedagogical activity;

Methodically and psychologically ready to change the type and nature of their professional activities, work on interdisciplinary projects of organizational structures and activities of local authorities.

Conclusion

In conclusion, I would like to draw the following conclusions:

It is necessary to "join" the process of regulation of higher (and secondary) vocational education in our specialty and the process of normative regulation of the system of state and municipal service.

It is necessary to "join" the regulation of the content of basic (higher professional) and additional professional education of state and municipal employees.

In resolving the issues raised, it is required to develop a dialogue and joint work of state authorities and local self-government, on the one hand, and specialized educational institutions, on the other.

The development of business relations between regional civil service academies and authorized representatives of the President in the federal districts looks promising, because the training, advanced training and retraining of civil servants is an integral part of the personnel policy, including for which the Institute of Presidential Representatives was created.

Bibliography

1. The Constitution of the Russian Federation. M., 1993.

2. Baglay M.V. Gabrichidze B.N. Constitutional law of the Russian Federation. Moscow: INFRA-M. 1996.

3. Constitutional law of the Russian Federation. Yekaterinburg: UrGUA, 1995.

4. Chirkin V.E. State studies. M.: Jurist, 2000.

5. Pikulkin A.V. Public administration system. M.: UNITI, 2000.

6. Salikov M.S. Comparative federalism of the USA and Russia. Yekaterinburg, 1998.

7. Theory of state and law from students: Textbook for universities. Web site www. juristy.ru 2000.

8. The latest literature on parliamentarism (texts of books in the public domain). Website www. jegislature.ru

9. European Charter of Local Self-Government // SZ RF, 1998, 36. St 4466.

10. Zotov V.B. Territorial administration. M., 1998.

11. Vasiliev V.I. Local government. M., 1999.

12. Vydrin E.V. Local self-government in the Russian Federation: from idea to practice.

13. Ovchinnikov II Local self-government in the system of democracy. M., 1999.

14. Municipal management / Ed. T.G. Morozova. M.: UNITI, 1997.

15. Local self-government and issues of interaction with state power. Yekaterinburg, 2000.

16. Filippov Yu.V. Fundamentals of development of the local economy. M.: Delo, 2000.

17. Municipal property as the economic basis of local self-government. Yekaterinburg. 1998.

Each student for the period of practice chooses an individual task, Consultation is carried out by the head of practice from the department (L Pozemsky 6, room 301). The content of an individual task takes into account the specific conditions and capabilities of the organization, meets the needs of the management process and at the same time corresponds to the goals and objectives of the educational process.

The task must correspond to the abilities and theoretical training of students, providing for elements of scientific research, creative tasks in the specialty "State and municipal management" and the participation of students in the development of relevant documents (programs, forecasts, plans).

III Preparation of the report and summing up

Educational practice

The results of the training practice are drawn up in the form of a report. In it, the student must show his knowledge and ability to independently conduct scientific research, analyze and summarize the results of the institution.

The report should contain measures developed by the student to improve the activities of the institution, increase the level of organization of managerial work, improve the management of the territory or the direction as a whole.

When writing a study practice report, it is recommended to adhere to the following plan:

Introduction (1-2 pages);

· 1 section- organizational characteristics of the enterprise (10-12 pages);

· 2 section- setting up the organization of management at the enterprise (organization, institution) (10-15 pages);

· 3 section- results of research on the topic of work on the State Medical University (20-25 pages);

· Conclusions and suggestions (2-3 pages);

· Bibliography.

In the first section the report states:

· Location of the enterprise (institution);

· The size of the enterprise, its specialization;

· Organizational structure and management structure;

· Availability and characteristics of labor resources, availability of means of production;

· The analysis is carried out for the last 3 years, using the data of annual reports, plans;

In the second section the results of the management organization are considered:

Characteristics of the elements of the management process;

Organization of the activities of personnel services;

Organization of manager's work;

· Directions of rational organization of managerial work;

Conditions for the effectiveness of management decisions;

In the third section describes the issues of work on the State Medical University, the tasks set, the content and results of the student's research work, performed by him during the period of practice.

The student independently chooses the topic of practice from the proposed list and coordinates the choice with the head (deputy head) of the enterprise / organization or institution of the practice base.

In some cases, in agreement with the head (deputy head) of the enterprise / organization or institution, the topic of practice can be chosen not from the list of topics presented, but proposed by the student himself. However, it must correspond to the functional tasks solved at the enterprise / organization / institution, as well as the goals and objectives of student practice.

Approximate topics of educational practice

1. Features of information in the systems of organizational management of state organizations, enterprises and municipal institutions.

2. Features of using information about the state of the external environment in the management systems of state organizations, enterprises and municipal institutions with feedback.

3. The concept of information support for systems of state and municipal government and its composition.

4. Models of state and municipal management.

5. Methods of formalizing tasks in organizational management systems. Description of alternatives, goals, restrictions. Criteria.

6. The position of the enterprise in the market of manufactured products (work performed and services rendered).

7. Innovation policy and increasing the competitiveness of an enterprise, organization in the market.

8. Management system for the interaction of an enterprise, organization, institution with the external environment.

9. Management system and its relationship with the organizational and legal form of the enterprise, organization.

10. Management of marketing (economic planning, financial, innovation, sales, transport, etc.) service at the enterprise/organization.

11. Quality management system at the enterprise / organization.

12. Management in non-profit organizations.

13. Management in the educational authorities (in the authorities of culture, health care, health insurance funds, pension funds, etc.) in the region, city, town, etc.

14. The process of developing a management decision at an enterprise / organization / institution.

15. Information support of management processes at the enterprise / organization / institution.

16. Information support and management of the marketing service (planning and economic, financial, innovative, marketing, transport, etc.) at the enterprise / organization.

17. The system and services of personnel management at the enterprise / organization.

18. Organization of labor, material and moral incentives for personnel at the enterprise / organization / institution.

19. Advanced training and retraining of personnel at the enterprise / organization.

20. Negotiating with clients, managing the drafting and execution of contracts. Organization and support of the state/municipal order process.

21. Management of the labor protection service at the enterprise / organization.

22. Management of the social policy of the enterprise / organization.

23. State in the securities market: search for the optimal model

24. State regulation of the insurance market in modern Russia

25. Features of state regulation of the processes of bankruptcy of credit institutions

26. Features of regulating the activities of enterprises of various organizational and legal types (in general or for individual types)

27. Planning the activities of the company in modern conditions: essence, organization, methods

28. Business planning at the enterprise: essence, organization, methods

29. Programs of financial recovery of enterprises and their state support

30. The development of the institution of bankruptcy in the Russian Federation and the problems of its improvement as an institution of anti-crisis policy

31. State anti-crisis policy and management at the enterprise level: goals, principles, methods.

32. Types of management and features of social management.

33. Features of the management process in the field of state and municipal government and its difference from the management process in the business community.

34. The concept of "management method" and the classification of management methods.

35. The concept of "management strategy" and types of strategies in state and municipal government.

36. Theories of bureaucracy and their modern assessment.

37. The process of development, adoption and implementation of management decisions in administrative management: its main stages and content.

38. The main systems of public service in foreign countries.

39. Basic principles of the formation and functioning of the executive power in the constituent entities of the Russian Federation.

40. The concept of municipal government, its goals, objectives and principles.

41. Conflict: concept, types, diagnostics. Conflict management in the administration apparatus.

42. The concept of "management efficiency" and approaches to its measurement at different levels of government and government.

43. Political, administrative and economic power in modern public administration.

44. Organizational culture and personnel policy in the public service of the Russian Federation.

45. The concept of management functions and types of management functions. Functions of the modern state of state government.

46. ​​The concept and essence of the organizational structure of management, its types and use in public authorities and management.

47. Analysis of the main models of local self-government in developed democracies.

48. Public service as an institution, its goals, principles of organization and functioning.

49. The concept of "government body". Classification (types) of government bodies.

50. Administrative reforms: goals, objectives and main directions of implementation.

51. Control as a function of management. Organization of control over the execution of decisions in government bodies.

52. Forms and organization of public participation in decision-making (at the level of the subject of the Russian Federation).

53. Infrastructure of the municipal economy - the concept and components, development problems.

54. Problems of professional ethics in the functioning of the public service.

55. Risk management in public administration: basic concepts and ways to minimize.

56. The main directions of the reform of the civil service of the Russian Federation.

57. Innovative technologies for the municipal economy.

58. The essence and main directions of public administration of the social sphere in the Russian Federation.

59. The concept of control technology. Basic requirements for modern technologies of administrative management.

60. Principles, goals and objectives of municipal government in the Russian Federation.

In the final part report, the student needs to formulate the main conclusions in a concise form, give specific proposals for improving the work of the enterprise.

The report should be well edited and illustrated with graphs, charts, diagrams.

The student must submit with the report:

· Calendar plan for passing educational practice;

· Diary of educational practice;

· Characteristics of educational and familiarization and social activities of the student;

· Forms of analysis of the work of subdivisions of the main and auxiliary management bodies;

The calendar plan, characteristics, diary and title page of the report must be signed by the head of the enterprise and certified with a seal.

A student provides a report on educational practice with a diary and a characteristic to the department within a week after returning to the institute. Within 2 weeks after the end of the practice, students defend a report with a differentiated assessment.

To protect reports on practice, a commission consisting of 2-3 people is appointed. Representatives of other departments may be included in the commission.

When evaluating the work of a student during practice, the commission takes into account:

Characteristics of the head of practice from the enterprise (organization, institution);

· The student's activity during the period of practice (the degree of completeness of the program, mastering the basic professional skills in organizing management);

· The quality of the report and the student's answers to questions during the defense of the report.

Students who have not completed the internship program, received a negative review of their work or an unsatisfactory grade when defending a report, are re-sent to practice or are expelled from a higher educational institution.

Ministry of Agriculture of the Russian Federation

Department of Science and Technology Policy and Education

Federal State Budgetary Educational Institution

higher education

"TORasnoyarsk State Agrarian University"

Institute of Economics and Finance of the Agroindustrial Complex

Department of "State and municipal management"

REPORT

on educational practice at the department

"State and municipal administration"

Institute of Economics and Finance of the AIC

Federal State Budgetary Educational Institution of Higher Education Krasnoyarsk State Agrarian University

Krasnoyarsk 201_

Introduction 3

1. Federal State Budgetary Educational Institution of Higher Education “Krasnoyarsk State Agrarian University”…………………………………………………4
2. Fundamentals of state and municipal government 5

5

2.2. State civil and municipal service in the Russian Federation 7

Conclusion 9

Bibliographic list 10

Applications 11

The work is a report on educational practice on the basis of the department "State and municipal management" of the Institute of Economics and Finance of the AIC, FGBOU VO "Krasnoyarsk State Agrarian University" in the period from 1 to 14 July.

The objectives of the educational practice:

• to form an idea of ​​the future professional activity;
• to consolidate the theoretical knowledge gained in the process of studying general professional disciplines;
• learn how to use the acquired knowledge in situations requiring management decisions.

In accordance with the designated goal, the following tasks were set:

• to consolidate and deepen the knowledge and practical skills acquired by students in the study of basic and profile disciplines within the curriculum;
• to study the basics of organizing educational activities at the university;
• to study the legal documentation in the system of state and municipal government;
• master modern technologies for searching and selecting literature in the framework of future professional activities

The work demonstrates the knowledge gained in the process of studying the following regulatory legal acts of the Charter of the Federal State Budgetary Educational Institution of Higher Professional Education "KrasSAU", the Constitution of the Russian Federation; Federal Law No. 131 “On the General Principles of Organization of Local Self-Government in the Russian Federation”; Federal Law No. 79 “On the State Civil Service of the Russian Federation”; Federal Law No. 25 "On municipal service in the Russian Federation", "European Charter of Local Self-Government".

1. Krasnoyarsk State Agrarian University

The Federal State Budgetary Educational Institution of Higher Education "Krasnoyarsk State Agrarian University" was established in 1952 as an agricultural institute in the mountains. Krasnoyarsk.

Location of the University: 660049, Krasnoyarsk Territory, Krasnoyarsk, Prospekt Mira, 90.

Krasnoyarsk State Agrarian University today is 17 institutes (of which 10 are educational), 71 departments, 20392 students. 523 people, 361 graduate students (including 215 full-time students) study under the master's programs, 1313 teachers and employees work. About 70% of students receive education on a budgetary basis. The Krasnoyarsk State Agrarian University includes: 2 branches (Achinsk, Abakan), a training center for training and advanced training of the agro-industrial complex of the Republic of Tyva (Kyzyl), 6 representative offices (Kansk, Minusinsk, Dudinka, p. Shushenskoye, Taymyr village, Zaozerny), three educational farms (Uchkhoz "Minderlinskoye", experimental field of UNPK "Borsky" and UOOH "Ezagash") (Appendix 1).

The mission of the Krasnoyarsk State Agrarian University is to create a new generation of highly qualified specialists in the agro-industrial complex, leaders in innovative, industrial and entrepreneurial activities, scientific and professional elite for the benefit of the socio-economic development of the Siberian region and the country as a whole. The mission is based on three basic principles: elite, focus on the development of the agro-industrial complex of Siberia and other regions of the Russian Federation; International activity.

Working hours of KrasSAU employees - the time during which the employee, in accordance with the internal labor regulations and the terms of the employment contract, must perform labor duties, as well as other periods of time that, in accordance with the Labor Code and other regulatory legal acts of the Russian Federation, relate to working hours .

For employees of the University engaged in teaching activities, a reduced working time is set - 36 hours per week and an extended annual paid leave of 56 calendar days.

In general, KrasSAU is an innovative, educational, scientific, methodological and consulting center of the agrarian education system of the East Siberian region of Russia.

2. Fundamentals of state and municipal government

2.1. Regulatory framework of state and municipal government

The Constitution is a single legal act adopted by the people or on behalf of the people, which establishes the foundations of the constitutional order, the federal structure of the state and the rights and freedoms of citizens of the Russian Federation. The constitution was adopted by popular vote on December 12, 1993. It consists of a preamble and two sections. The first section consists of 9 chapters, the second section - final and transitional provisions.

The Constitution of the Russian Federation establishes the foundations of the constitutional order, the rights and freedoms of man and citizen, the federal structure, the status of the President of the Russian Federation, the Federal Assembly, the Government of the Russian Federation, the judiciary and local self-government.

Since I am studying in the direction of “State and Municipal Administration”, the entire Constitution is important to me, but it would be advisable to consider Chapter 8 of the Constitution - local self-government.

Chapter 8 defines the foundations of local self-government (LSG), establishes that it provides an independent solution by the population of issues of local importance. LSG is carried out by citizens through a referendum, elections, and other forms of direct expression of will. This chapter formulates the basic principles of local self-government and its guarantees.

The Federal Law of October 6, 2003 No. 131 “On the General Principles of the Organization of Local Self-Government in the Russian Federation” (consists of 12 chapters), in accordance with the Constitution of the Russian Federation, establishes the general legal, territorial, organizational and economic principles of the organization of local self-government in the Russian Federation, determines state guarantees for its implementation.

The European Charter of Local Self-Government (Strasbourg, 15 October 1985) is the most important multilateral document that defines the fundamental principles for the functioning of local self-government. The Charter is an international treaty, therefore, it has a declarative character in relation to the national legislation of each of the states that have signed and ratified it. Consists of a preamble and three parts.

The subject of regulation of the Federal Law of July 27, 2004 No. 79 "On the State Civil Service of the Russian Federation" (consists of 17 chapters) are relations related to the entry into the state civil service of the Russian Federation, its passage and termination, as well as the determination of the legal status of state civil servants of the Russian Federation.

Federal Law of March 2, 2007 No. 25 "On Municipal Service in the Russian Federation" (consisting of 10 chapters) established the general principles for organizing municipal service and the basis for the legal status of municipal employees in the Russian Federation.

All of these legal acts form the basis of state and municipal government.

2.2. State civil service and municipal service in the Russian Federation

According to the current legislation, state and municipal employees are citizens of Russia who carry out professional service activities (perform professional duties) in the positions they hold in the state or municipal service and receive a monetary allowance (remuneration, allowance) for this from the budget of the appropriate level. The concept of a civil servant is defined by the Federal Law of July 27, 2004 No. 79 “On the State Civil Service of the Russian Federation”, a municipal employee is defined by the Federal Law of March 2, 2007 No. 25 “On the Municipal Service in the Russian Federation”.

Citizens of the Russian Federation who have reached the age of 18, speak the state language of the Russian Federation and meet the qualification requirements are entitled to enter the civil and municipal service. The admission of a citizen to the civil or municipal service to fill the position of the civil (municipal) service or the replacement of a civil (municipal) employee with another position in the civil (municipal) service is carried out according to the results of the competition.

Termination of state and municipal service is possible upon reaching the age limit, expiration of the service contract, withdrawal from the citizenship of the Russian Federation, failure to comply with the requirements and prohibitions imposed on employees.

The duties of a civil servant include: to comply with the regulatory legal acts of the Russian Federation and the constituent entities of the Russian Federation; perform official duties in accordance with the official regulations; to carry out the instructions of the relevant managers, given within their authority; observe the rights and legitimate interests of citizens and organizations in the performance of official duties; comply with the official regulations of the state body; maintain the level of qualification and others. Municipal employees have similar duties, only they are carried out at the level of local self-government.

There is a relationship between the civil and municipal service, which is ensured through:

1) the unity of the basic qualification requirements for civil service positions and municipal service positions;

2) the unity of restrictions and obligations in the course of civil and municipal service;

3) unity of requirements for professional training, retraining and advanced training of civil and municipal employees;

4) accounting for the length of service of the municipal service when calculating the length of service in the civil service and the length of service in the civil service when calculating the length of service in the municipal service;

5) the correlation of the main conditions of remuneration and social guarantees for civil and municipal employees;

6) the correlation of the main conditions for the state pension provision of citizens who have served in the civil service, and citizens who have served in the municipal service, and their families in the event of loss of a breadwinner.

The state and municipal service are similar in terms of organization principles, functions, goals and objectives, professional requirements for the formation of personnel and regulation of the legal status of state and municipal employees. However, the civil service is carried out by citizens in the state authorities of the Russian Federation and its subjects, and the municipal service is carried out in local governments, which are not included in the system of state authorities.

Conclusion

As a result of the training and familiarization practice, the following goals were achieved:

– formed an idea of ​​the future professional activity;

– the theoretical knowledge obtained in the process of studying general professional disciplines was consolidated;

- to use the acquired knowledge used in situations requiring management decisions.

A number of tasks have been completed:

• The knowledge and practical skills gained in the study of basic and profile disciplines within the framework of the curriculum have been consolidated and deepened;
• studied the basics of organizing educational activities at the university;
• Studied legal acts in the system of state and municipal government

Bibliographic list

1. Labor Code of the Russian Federation [Electronic resource]: dated December 30, 2001 No. 197-FZ. – Access mode: http://www.rg.ru/2001/12/31/trud-dok.html (accessed 07/11/2015)
2. Charter FGBOU VPO "KrasGAU" [Electronic resource]: Approved by order of the Ministry of Agriculture of the Russian Federation of May 25, 2011 No. 76-u. – Access mode: http://www.kgau.ru/new/all/ustav/ (accessed 11.07.2015).
3. On the State Civil Service of the Russian Federation [Electronic resource]: Federal Law of the Russian Federation of July 27, 2004 No. 79-FZ. – Access mode: http://www.rg.ru/2004/07/31/gossluzhba-dok.html (accessed 07/11/2015).
4. On the municipal service in the Russian Federation [Electronic resource]: Federation Federal Law of the Russian Federation of March 2, 2007 No. 25-FZ. – Access mode: http://www.rg.ru/2007/03/07/sluzhba-dok.html (accessed 07/11/2015).
5. On the general principles of organizing local self-government in the Russian Federation [Electronic resource]: Federal Law of the Russian Federation of October 6, 2003 No. 131-FZ. – Access mode: http://www.rg.ru/2003/10/08/zakonsamouprav.html (accessed 07/11/2015)
6. The Constitution of the Russian Federation [Text]: adopted by popular vote on December 12, 1993: (subject to amendments made by the laws of the Russian Federation on amendments to the Constitution of the Russian Federation of December 30, 2008 No. 6-FKZ, No. 7-FKZ) / / M .: Astrel , 2012. - 63 p.
7. European Charter of Local Self-Government [Electronic resource]: Strasbourg, October 15, 1985 - Access mode: http://base.garant.ru/2540485/ (accessed 07/11/2015).

Attachment 1

Report on the educational practice of the department “State and municipal management” updated: July 31, 2017 by: Scientific Articles.Ru

Guidelines

on the passage of production (pre-diploma) practice

1. Goals and objectives of the practice

The main goal of undergraduate practice is the practical application of basic and special knowledge gained during the training; the acquisition of professional skills, the formation of practice-oriented competencies in accordance with the types of professional activities provided for by educational standards, as well as the preparation of students for the implementation of final qualifying (diploma) work and future professional activities.

Practice objectives include:

− collection, generalization and analysis of the factual material collected in accordance with the internship program, necessary to fill in the practice diary and final qualifying (thesis) work;

− study of scientific, educational and methodical and periodical literature, normative reference and legal information on the theory and practice of the problem under study in the field of state and municipal government;

- analysis of the current state of affairs in the organization, government bodies, evolution over time, assessment and diagnosis of the state of problems in the field of state and municipal government;

− performance of certain functions (works) of employees of the organization, authorities in the direction of state and municipal management;

− development of proposals for the management of the organization, authorities (including structural divisions) to solve the identified problems, improve certain types of activities;

− substantiation of the effectiveness of the proposed proposals, directions of development in the field of state and municipal government.

The completeness and level of detail of solving the problems of practice are determined by the characteristics of the organization, the authority of the government (including the structural unit) - the base of practice, the topic of the final qualifying (thesis) work and are reflected in the individual assignment for practice.

During the practice, students should study issues related to the fundamental principles of the activities of an organization (authority) that are directly related to the topic of the final qualifying (thesis) work.

During the internship, it is necessary to study and further use how appendices to the practice report organizational documents of an organization (authority), such as the regulation on the organization (or charter), regulations on structural divisions, administrative regulations, staffing, job regulations of employees, job descriptions, etc.

During the internship, attention should be paid to problematic issues corresponding to the topic of the thesis research, to identify them in the course of studying the documents and reporting of the organization, the principles of its functioning, and the performance of specific types of work.

When collecting material during the internship, it is recommended to adhere to the following approximate thematic plan, depending on the basis of the practice and the individual task. The recommended thematic plan for collecting information is presented in Table. one.

Table 1

Thematic plan for collecting information during internship

3. Task for practice

1. Practical application of basic and special knowledge gained in the process of studying at the university;

2. The acquisition of professional skills, the formation of practice-oriented competencies of a specialist, in accordance with the types of professional activities provided for by educational standards;

3. Analysis of regulatory and legal acts, documents regulating the activities of the organization in order to identify the general principles of its functioning, the organization of documentation support for management and its individual areas;

4. The study of the organizational and legal form, functions, tasks, organizational structure of the enterprise (organization, institution);

5. Studying the job responsibilities of specialists, employees, employees of the organization;

6. Study of the system, procedure and technology for the preparation, adoption and documentation of specific management decisions;

7. Acquisition of skills in compiling and developing forms of documents generated in the activities of the organization;

8. Practical development of various forms and methods of management activities;

9. Development of skills for independent analysis of information, work with documents, interaction with individuals and legal entities;

10. Formation of professional interest, sense of responsibility and respect for the chosen profession;

11. Collection of the necessary documents, their processing, systematization and analysis of the collected material to complete the theme of the final qualification work;

12. Mastering the basics of management culture and ethics;

13. Making a diary and a report on the internship, preparing for its defense.

The assignment for practice is presented in Annex A.

Sample Topics individual assignments for practice are presented in the work program for industrial practice (pre-diploma) in section “9. Educational and methodological support of independent work of students on (pre-diploma) industrial practice.

4. Plan-schedule of internship

In accordance with the Federal State Educational Standard in the direction of 38.03.04 - "State and municipal management", the production (pre-diploma) practice has a duration of 20 (24) working days (4 weeks) for full-time students. In accordance with the curriculum, the total labor intensity of the production (pre-diploma) practice is 6 credit units (216 hours).

The schedule for the internship is presented in Table. 2.

table 2

Schedule for full-time students

REQUIREMENTS FOR COMPILATION AND DESIGN
PRACTICE REPORT

The internship report is the main document characterizing the student's work during the internship. The report is compiled in accordance with the practice program and includes materials reflecting the student's performance of individual tasks. The report should be compiled as the accumulation of material entered into the diary daily.

The normative volume of the report is 25–35 pages of standard computer text on sheets of A4 paper.

The report must be from:

− title page;

− introductions;

− two main sections;

− conclusions;

− list of sources used

− applications.

On the title page The report must contain the place of the internship, the surname, initials and position of the head of the internship from the enterprise, the official seal of the enterprise (organization). A sample cover page for the practice report is presented in Annex B.

In the introduction the purpose and objectives of the practice are indicated, as well as the relevance, purpose, objectives, object and subject of research according to the chosen topic.

The first section of the report is theoretical and contains the theoretical foundations of the chosen topic of the final qualification work, including a review of scientific and special literature, the regulatory framework, domestic and foreign experience.

The second section of the report is analytical, contains a general description of the body of state or municipal government (institution, enterprise), including goals, objectives, main legal documents, organizational structure, activities, the dynamics of the main indicators over the past three calendar years, identified problems and proposed solutions to appropriate rationale for effectiveness.

Descriptions should be concise, clear and accompanied by figures and tables.

The preparation of the report is carried out in accordance with the requirements for the design of final qualifying works posted on the official website of the department "State, municipal administration and customs" - "Student" - "To help the graduate" - "requirements for the content, design and procedure for the implementation of the WRC".

Annex A

Ministry of Science and Higher Education of the Russian Federation

Federal State Budgetary Educational Institution

higher education

"OMSK STATE TECHNICAL UNIVERSITY"

Department of "State, municipal management and customs"