HR manager qualification card (educational requirements). Drawing up a "professional portrait" for each vacant position Foreign economic relations studies. allowance

HIRE USE DEVELOPMENT FIRE

-search -adaptation -career

-selection - assessment of work - advanced training

-order -s/n -2nd specialization

Internal and external sources of recruitment

Personnel selection- decision-making procedure for the selection of appropriate candidates for certain positions.

The selection procedure is one of the equivalent elements of the PONAP system (search, selection, recruitment and adaptation of personnel) and the second stage immediately after the search block.

ADAPTATION

Recruitment and selection of personnel are based on the optimal qualitative and quantitative structure of personnel. The process of attracting and selecting personnel is influenced by factors of the external and internal environment.

Requirements for candidates and sources of their formation

Any HR strategy dictates to the HR manager a certain level of “quality” of the personnel he selects, respectively, quality of employees determined three factors :

1. Professional quality . A candidate who meets the requirements of the company in terms of his professional qualities has sufficient skills, knowledge and experience to solve the problems facing the organization.

2. Personal qualities characterize how a person "fits" into the organization.

3. motivation . A person must be motivated to perform the work that is offered to him.

Requirements for candidates are formulated on the basis of:

Job description;

Qualification card;

competency model;

workplace model;

Job description is one of the types of formalization of requirements for candidates and is a document describing the main functions of an employee occupying a specific workplace.

Qualification card includes a set qualification characteristics(education, possession of special skills - a foreign language, a computer, possession of specific methods, etc.), which an employee holding this position must possess.

Model (profile) of competencies.

Competencies represent:

Personal characteristics of a person, his ability to perform certain functions, types of behavior and social roles, such as orientation to the interests of the client, the ability to work in a group, etc. .

Something that a person must be able to do in order to cope with their job responsibilities in the company.

Individual-personal characteristics (for example, teamwork, creativity, communication skills) and skills (for example, the ability to negotiate or write business plans).

On the base job description, a qualification card and a competency model, another effective tool for determining the requirements for candidates for a vacant position is compiled - a workplace model.

workplace model is a set of job characteristics that gives a general picture of what a candidate needs to work in this position, as well as working conditions.

The workplace model can have the following structure:

1. Personnel data - gender, age, social status (origin).

2. Experience - professional or social.

3. Professional knowledge and skills - are determined through an interview, as well as through business games and practical exercises.

4. Personal qualities - a set of business qualities and shortcomings of an employee, determined by interview and testing.

5. Psychology of personality - personality type, temperament, motivation; determined by interview and testing.

6. Level of qualification - specialty, level of education, advanced training.

7. Organization of labor - working premises, technical means, official transport.

8. Remuneration - salary, allowances, bonuses and rewards.

9. Social benefits - payment for rest, food, transport, etc.

10. Social guarantees - disability benefits, insurance, benefits in case of dismissal, etc.

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Abstract on the topic: "Map of competencies: its approximate content, purpose, scope"

Introduction

1. Professiogram

2. Qualification card

3. Competence map

4. Definition and types of competencies

5. Competence levels

Conclusion

Bibliography

Introduction

IN modern conditions the transition to market relations, the development of the globalization of the economy and the integration of Russia into world economic relations are the most important factors national competitiveness are not natural and financial resources, but human resources, that is, people, their professional and personal qualities, their labor morality and the desire to achieve their goals, their knowledge and skills, their creative and innovative abilities. Today, the most popular formula of the 30s of the last century "cadres decide everything" is reaffirmed, which has not lost its relevance in our time. Personnel is one of the most important resources of the organization, necessary to achieve all its goals and objectives. Employees are the main asset of the organization, which must be preserved, developed and used for success in the competitive struggle.

Personnel management of an organization or personnel management is a purposeful activity of the management team of an organization, specialists of departments of the personnel management system, including the development of the concept and strategies of personnel policy, principles and methods of personnel management.

Human resources are the main thing for the economy. Therefore, their management is integral part training of managers of any profile. Therefore, a course on the personnel management system is an indispensable component of the training course on entrepreneurship.

The personnel management system is currently undergoing cardinal changes both in our country and in developed countries market economy.

Human resource management systems are different. This is due to the fact that in our country the personnel management system as a significant area of the economy began to take shape relatively recently. And if for countries with a developed market economy in the personnel management system a stable orientation towards humanistic values has formed, which already has a developed practice of involving employees in the affairs of the company, activating them creative potential, then for Russian firms it is relevant today to master all the various forms and technologies in the personnel management system developed in developed countries and adapted to market conditions.

1. Professiogram

Analysis of the psychological characteristics of labor activity (profession) is based on its comprehensive study and a certain systematization of the obtained quantitative and qualitative data. The goal is to establish the features of the relationship of the subject of labor with the components of the Activity (its content, means, conditions, organization) and its functional support. Complex method the study and description of the content and structural characteristics of the profession is called professiography. The result of the study of the Activity should be its professiogram - a description of the various objective characteristics of the profession, and a psychogram - a description psychological characteristics Activities.

Compilation of a professiogram is carried out in accordance with the following principles:

1. Specificity (concreteness) of the description of a certain Activity.

2. The complexity of the study.

3. The dynamism of the study (taking into account the development, changes in Activities).

4. Consistency (the study of relationships and mutual influences individual characteristics activities).

5. Identity of techniques (for a correct comparison of professions).

6. Use of qualitative and quantitative characteristics.

The professiogram should contain a characteristic:

General information about the profession (name, appointment, duties of staff, performance indicators, etc.);

Means of activity (type of means of displaying information and controls, their placement, overview, reach to the handles, etc.).

IN general view a professiogram is defined as a “descriptive and technological characteristic various kinds professional activity”, made according to a certain scheme and to solve certain problems.

The concept of a professiogram in labor psychology is the identification and description of the qualities of a person necessary for the successful implementation of this labor activity. These qualities are called PVK - professionally important qualities.

There are different approaches to identifying the order and levels of analysis of professional activity, and different types of professiograms (for solving specific professiographic tasks):

7. Information professiograms (used in vocational counseling and career guidance).

8. Approximate diagnostic professiograms (to identify the causes of failures, accidents, low labor efficiency).

9. Constructive (to improve the ergatic system based on the design of new types of equipment).

10. Methodological (for the selection of adequate methods for the study of a given ergatic system).

11. Diagnostic.

There are various career paths. The simplest proposed by Klimov is the “profession formula”:

types of professions in the main subjects and interaction with these subjects of a person:

man - nature

man - technology

man - man

man - sign systems

man is an artistic image;

classes (the purpose of labor);

departments (use of activity funds);

groups (primary working conditions).

In order to single out and designate the qualities that are necessary for a given profession, labor activity is divided into operations. At Klimov - macro analysis of labor activity - analysis technological processes and properties that are involved in professional activities, it is ultimately necessary to determine professionally important qualities.

When compiling a professiogram, you need to answer the following questions:

1. What does a person do? (essay, equipment description, use observation and self-observation).

2.How does a person do? (action analysis).

3. What does a person do?

4.What is involved? (it is necessary to reflect those features that a person must have in order to properly perform their work).

2. Qualification card

Qualification - the degree and type of professional training of an employee, his knowledge, skills and abilities necessary to perform work or functions of a certain complexity, which is displayed in qualification (tariff) categories and categories.

The qualification card, prepared jointly by the head of the unit and specialists of the personnel management department on the basis of the job description, is a set of qualification characteristics ( general education, special education, special skills - knowledge foreign language, computer skills, management truck etc.) that an “ideal” employee holding this position (workplace) should have. The use of a qualification card also provides an opportunity for a structured assessment of candidates (for each characteristic) and comparison of candidates with each other. At the same time, this method focuses on the technical, to a large extent formal characteristics of the candidate, that is, on his past, leaving aside personal characteristics and the potential for professional development.

3. Competence map

A competency map (a portrait of an ideal employee) overcomes this shortcoming and facilitates the work of HR employees involved in hiring. Competences are personal characteristics of a person, his ability to perform certain functions, types of behavior and social roles, such as orientation to the interests of the client, the ability to work in a group, assertiveness, originality of thinking. The preparation of a competency map requires specialized knowledge and is usually carried out with the help of a professional consultant or a specially trained employee of the human resources department. The most important addition to the map is the description of competence, i.e. a detailed explanation of each stroke of the portrait of an ideal employee. When evaluating a candidate, the competency card is also used as a qualification card - the candidate's competencies are compared with the competencies of an ideal employee. If the manager signed a contract with a highly qualified professional, then for such a specialist it is only necessary to determine the goal, the criterion for its evaluation and the method of remuneration, and this will be enough for him to realize management decision. If the manager is in a department where employees have already developed poor work skills, then he periodically needs to use control over the achievement of the goal, emphasizing that only results are rewarded. Otherwise, these negative skills can lead employees to the category of people who do not care what is done, but it is very important how it is done. They usually end up doing the wrong thing, but doing it very well. In order for employees to think more often about what they are doing, effective leaders require every employee to set aside a little time every day to reflect on the goals of their work and how to achieve them.

4. Definition and types of competencies

competence management professiogram qualifying

It so happened that in practice, many HR professionals allow confusion; "competency" and "competency". In this connection, I would like to immediately clarify and say that the achievement of a certain level of work results is defined as competence, and the ability, reflecting the necessary standards of behavior leading to performance in work, is defined as competence.

It is also necessary to mention that today there are many definitions of the concept of "competence" and HR specialists offer different interpretations. However, two approaches to understanding competencies are considered to be the main ones today:

1. American approach - competencies as a description of an employee's behavior. Competences are the main characteristics of an employee, with which he is able to show the right behavior and, as a result, achieve high results in work.

2. European approach - competencies as a description of work tasks or expected results of work. Competencies are the ability of an employee to act in accordance with the standards adopted in the organization (definition of the minimum standard that must be achieved by the employee).

On the territory of the CIS, the following definition is most often used as the base one.

Competences are personal qualities and abilities, as well as professional skills, necessary for an employee to successfully perform their tasks. official duties(for example: ability to set clear goals; planning and organizing; leadership; result-oriented; collecting and analyzing information; generating and accumulating ideas; communication skills; ability to work in a group; adaptability to change; personal development.

Competence is a deep-seated and stable part of the human personality and can determine the behavior of a person in a variety of situations and work tasks.

It consists of many personal parameters (personality traits, characteristics of temperament and emotional-volitional sphere, intelligence level and features of the mental sphere, motives, attitudes, knowledge and complex skills), and all these parameters can be identified and evaluated by how a person behaves. .

In addition to personal character, motives and abilities, individual behavior is also significantly influenced by the values and principles adopted in the organization. In this regard, many companies began to study them and bring them to the attention of their employees. Emphasizing in particular the role these values and principles should play in daily activities.

Some companies have included corporate principles and values in the competency model and make sure that the behavior of the staff is in line with the accepted attitudes.

Competencies are:

1. Acquired - knowledge and skills acquired at work, as well as in the course of training and daily activities. These competencies can be assessed using aptitude tests.

2. Natural - basic personality traits (extroversion / introversion, emotional stability / anxiety, pleasantness / cynicism, conscientiousness / spontaneity). Assessment of natural competencies is based on personality tests.

3. Adaptive - a set of qualities that allow an individual to achieve goals in a new working environment. Assessment of adaptive competencies is also carried out with the help of personality tests. The source of adaptive competencies lies, apparently, in the emotional abilities of the individual, which are not innate, but can be acquired and developed.

5. Competence levels

Competences vary in levels at:

1. Corporate (or key) - competencies that support the company's stated mission and values, and, as a rule, are applicable to any position in the organization. They include business and personal qualities that should be inherent in every employee of the company. Often a list of corporate competencies can be found in the presentation and information materials of companies.

2. Managerial - competencies applied to senior positions at all levels of management. They include abilities and personal qualities that make up the set of skills that managers need to successfully achieve business goals. Used to evaluate leaders.

3. Special/technical competencies. They include special (professional) knowledge, skills and abilities necessary for the effective performance of their duties by employees. They are applied to certain groups of positions in different departments or are developed for specific positions.

Practice shows that some organizations use only key competencies, others develop and use only managerial competencies to assess top managers, and some companies develop only special/technical competencies for groups of positions in various departments. Competencies are further subdivided into:

Simple - have a single list of indicators of behavior (standards of knowledge, skills and abilities that are observed in the actions of a person with a specific competence);

· Detailed - consisting of several levels (usually three or four). The number of levels is determined by the purposes of using the competency model;

Threshold - include the knowledge and characteristics of the behavior necessary for admission to the performance of work;

Differentiating - contain knowledge and characteristics of behavior that allow you to distinguish the best workers from the average (bad) workers.

6. Definition and structure of competency models, their application

For effective use, competencies are combined according to common features into groups and blocks, which in turn form the so-called competence model.

A competency model is a set of competencies that an organization needs to solve its tasks or an employee to perform a certain job. Models may contain a detailed description of the standards of behavior of department personnel or specific positions leading to the achievement of special goals. The competency model can be compared to the foundation of a house: a large, tall building can be built on a solid, reliable foundation; if the foundation is calculated incorrectly, very soon the house will settle, cracks will appear and serious repairs will be required. It must be clearly understood that well-developed competencies will help streamline the conduct of certification activities; if a standard competency model is chosen that is not adapted to strategic goals and the specifics of the company, it will not work effectively.

As a rule, the set of details included in the description of a competency model depends on the intended practical application specific model. The standard model includes the following elements:

Clusters of competencies - sets of closely related competencies (usually from three to five in one bundle);

The competencies themselves;

Competency levels - most often used to create models for specific positions from general models of departments or directorates;

behavior indicators.

3. Application of competencies

In general, many companies use competency models in order to link corporate tasks and practical work with human resources through the unification of requirements for employees. Most common causes for which competencies are implemented are; the need for staff training and investment in its development, efficiency and quality of work performance, motivation of employees, remuneration of personnel, improvement of quality standards, competitiveness of the organization, determination of the overall strategy for working with personnel. However, the main way to use competencies today is personnel assessment. Since now the topic of assessment at enterprises is quite relevant, let's dwell on it in more detail. It is important to note that competency-based assessment provides a number of benefits. For organization:

· the possibility of developing common standards for describing the effectiveness of work, which will contribute to the establishment of mutual understanding between employees of different departments and levels. For example, a common understanding is being developed for all of what "effective leadership" is and what "teamwork" means;

the possibility of assessing the competencies of employees and identifying their compliance with the required level;

Consistency in the assessment of the employee: all experts will be able to reach agreement in understanding the "valuable qualities" of the employee and have an idea of what needs to be evaluated and what can be ignored;

Ability to identify strengths and weak sides each employee and use this information for his development. There are grounds for including employees in personnel reserve enterprises, as well as planning their careers.

· the ability to justify the adjustment of the compensation policy in relation to qualified employees (not managing people and resources), but who successfully passed the assessment.

For staff:

a better understanding of what they do, what requirements are placed on them and what qualities they need to successfully complete their work;

the opportunity to receive feedback, learn about your strengths and weaknesses, overall potential and career prospects.

It must be remembered that the introduction of competencies can strengthen the connection between all examples of their use. However, the introduction of competencies in itself does not guarantee that this innovation will have a high effect. Therefore, when applying competencies, it is very important to clearly understand that they help effective personnel management only if they are used correctly.

The effectiveness of the application of the competency model depends on excellence organizational activities, from the presence in it of the necessary tools for personnel management and from the art of experienced people. Most competency models, no matter how carefully and correctly developed, will not turn a bad process into a good one and will not compensate for poor learning, poor technological equipment and inexperienced staff. When organizing personnel management based on the proposed competencies, the actions of employees are determined by the standards of behavior expected from them and the requirements for the quality of work. Therefore, it should be remembered: the use of competencies will affect the internal culture of the company. In some cases, improving corporate culture is one of the main goals of introducing a competency system. If changes in the culture of activity are not provided for in the description of the standards of behavior, then this means that the competencies are drawn up incorrectly and conflicts between what the company needs and the standards of behavior that are proposed to be adopted by employees are quite likely.

Conclusion

In today's rapidly changing market environment, companies can only succeed if they can take their way of working to a new level.

The company is forced to work flexibly, creating new systems of relations both with business partners and with its employees, develop strategies adequate to the ongoing changes, and review priorities in the development of the organization.

Because the important characteristics culture of the company are the level of competence of the staff, its professionalism and ability to work in a team, then professional training and retraining of staff is of strategic importance.

Personnel training in such conditions becomes one of the main keys to success, since it allows you to move on to professional technologies, including in the field of management.

The process of upgrading knowledge and skills should be ongoing, which is why the company's management faces the task of creating a learning organization that can use the experience gained in the course of its activities in order to adjust working methods to solve real problems of the company.

Good training requires an individual approach to the needs of each employee. Any method has its advantages and disadvantages. The techniques and teaching methods used for graduates of schools and institutes may be completely unsuitable for the elderly.

For example, many executives who themselves encourage the initiative to choose the most appropriate method of teaching find that it is very difficult for them to get rid of the prevailing stereotypes. They really sincerely believe that learning can only happen through listening to lectures by experts.

And this will happen until someone opens their eyes to the fact that there are much more diverse and effective approaches to learning.

The traditional methods of developing competence and training personnel include lectures, seminars, self-study. Active methods of competence development and staff training methods that allow you to activate the learning process, encourage the trainee to creative participation in him.

The use of a system of active teaching methods, developed and improved depending on the characteristics of specific learning situations, target audiences is one of the key elements in the implementation of the idea of continuous learning, managing the accumulation and development of skills and knowledge of individuals for active self-realization. A productive system of competencies should include four main blocks that are common both for the company as a whole and for each of its employees.

This requirement stems from the properties of complex systems that develop on the basis of effective management opposites within themselves. The presence of "opposites" enables management to ensure the necessary balance between internal and external factors, between procedures and relationships, and hence business management through effective use its key resources, including competencies.

Bibliography

1. Aksenova, E.A. Personnel Management. 2nd ed., revised. and additional Moscow: Unity, 2008

2. Genkin B.M.,. Kononova G.A., Kochetkov V.I. Fundamentals of personnel management. Moscow: Higher school, 2007

3. Kabushkin N.I. Fundamentals of management: textbook. Benefit. 9th ed., ster. Moscow: New knowledge, 2009

4. Kibanov A.Ya. Organization personnel management. M.: INFRA-M, 2009

5. Ladanov I.D. Practical management: personnel management. M.: Nika, 2008

6. Maslov E.V. Enterprise personnel management. Moscow: Infra-M, 2009

7. Oganesyan I. Personnel management of the organization. Moscow: Amalfeya, 2008

Analyze the situation and answer the questions

Situation:

John Smith is director of the Kyiv branch of the multinational pharmaceutical company. The branch was formed on the basis of a local plant acquired by the company. One of John's priorities is the creation of a personnel management system. His company is known in the world as one of the leaders in the application of new methods of human resource management, psychological testing, pay for knowledge, 360-degree certification.

Working for two weeks from eight in the morning until nine in the evening, John Smith tried to learn the personnel management system that existed at the plant. However, his titanic efforts led to a very modest result: it turned out that the plant had practically no formal (fixed in procedures) methods of human resource management, and the few that existed were radically different from Smith's ideas about modern management staff. John found out that the selection of new employees was carried out exclusively through acquaintances, the plant had no idea about career planning, certification, and training of a reserve of managers. Vocational training was not planned, but organized as needed by the heads of departments. Factory workers receive piecework wages, while administrative staff official salaries and monthly bonuses up to 40% of salary. The actual size of the bonus is determined by the director of the plant and for 95% of employees it is 40% of the salary. Indexing wages produced by the decision of the director at a time when, in his words, "you can not wait any longer."

During conversations with the managers of a plant that was suffering significant losses, John tried to raise the topic of changes in the field of personnel management, but did not receive support - his interlocutors preferred to discuss technology transfer, suggesting "leaving everything as it is until better times" in the field of personnel management, putting forward in as the main argument "special local conditions". Discussing the situation at the plant with a French colleague from another company who has been working in Kyiv for two years, Smith received similar advice "not to get involved in a lost cause."

Questions:

1. Is there a need in this situation to change the personnel management systems? If yes, then why?

What explains the position of plant managers?

What can John Smith do in this situation?

Propose a personnel management system for this organization and a plan for its implementation

Considering that in this situation the plant incurs losses, there is certainly a need for reform. Including in the field of human resources.

The plant uses the standard system for the post-Soviet states of hiring "by pull". In addition, such employees, in addition to low qualifications, also lack career motivation, since career growth and the level of material remuneration are determined solely by the personal predisposition of the director.

Of course, this system is absolutely unproductive.

Leaders are managed the following factors“Don’t touch it while it’s working”, “It was the same with my predecessor” and “Personally, everything is fine with me.” Managers do not have a proper labor conscience and they have practically no responsibility for the unproductive work of the plant.

Of course, John must seriously reform the entire management system of this plant. First of all, it is necessary to conduct training courses for employees to improve their qualifications and legal literacy. Further, one should either “put pressure” on the current leadership, forcing them to work more productively, in accordance with the current developments in the field of HRM, or replace all this management with professionals.

In the event that John does not have enough enthusiasm - to join the system without resisting, and calmly receive his monthly bonuses.

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Are determined General requirements to the content, volume and design of graduation projects.

CE Map of sketches – –  – – – – 3.1105-81 – – VO Equipment list – –  – – – – 3.1105-81 9 4 KTP Map<...>Form and rules for processing technological documents general purpose(route chart (MK), maps<...>Map of sketches 3 11 SV.04.235.S.90.1.T.MK. Route map 2 12 SV.04.235.S.90.1.T.TP.<...>Process map 12 11 SV.04.235.S.90.1.T.KK. Tech card control 2 11 SV.04.235.S.90.1.T.RR.<...>(MC) 20 Map of sketches (CE) 25 Technological instruction (TI) 30 Picking list (QC) 40 Statement

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No. 12 [Problems of economics and management of the oil and gas complex, 2018]

Will be saved, such as: hiring, wage conditions, authority of the manager, qualifying <...>When determining the place of accounting for work in the process of planning the use of personnel, along with taking into account qualifying <...>Roadmap for the development of telemetry systems MWD / LWD: Protocol of the Ministry of Industry and Trade of Russia dated 06/22/2015<...>According to the five main directions of the program, a "road map" is presented with planning for obtaining<...>The roadmap itself for managing the development of the digital economy contains 3 main stages and is divided into

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Foreign economic relations textbook. allowance

RIO PGSKHA

The proposed textbook discusses, in accordance with the State Educational Standard, the most important problems of this discipline. The manual includes, in addition to the content of the course of foreign economic relations, at the end of each topic a list of topics for reports and essays, recommended literature, questions for self-examination, and at the end of the manual - tests on selected topics, rules for writing an abstract, Control questions and a dictionary of terms and concepts.

a competitor; structural and managerial - the desired structure, composition and number of units, qualifying <...> <...>"Roadmap" for reforming the international trading system // World economy and international relations<...>"Roadmap" for reforming the international trading system // World economy and international relations

Preview: FOREIGN ECONOMIC RELATIONS.pdf (0.6 Mb)

Country Studies Study guide for English-speaking countries

Tutorial contains both text materials on the language, culture and history of English-speaking countries, exercises to consolidate the material. The purpose of the manual is the acquisition by students of linguocultural, linguistic and communicative competence in order to successfully use in English in their future professional activity help in organizing independent work students.

They came to London and forced the king to sign a new agreement, which was called "Magna Carta" (<...>The political map of Great Britain was defined: England, especially the south, was conservative, Scotland,<...>Representations of Europeans about the world Until the early 1490s, only<...>Looking at a map of America, it is easy to see that the younger states have a more regular geometric<...>Back in the 1920s, a map of the agricultural regions of the country was created by Oliver Baker.

Preview: Nizamieva M.A. Regional studies Textbook on regional studies of English-speaking countries - Kazan Print-Service, 2012. - 120 p..pdf (0.7 Mb)

SCIENTIFIC FOUNDATIONS OF THE FIGHT AGAINST WIND EROSION ON IRRIGATED SOILS OF THE DESERT ZONE ABSTRACT DIS. ... DOCTOR OF AGRICULTURAL SCIENCES

M.: MOSCOW ORDER OF LENIN AND THE ORDER OF LABOR RED BANNER AGRICULTURAL ACADEMY NAMED AFTER K. A. TIMIRYAZEV

Object of study. Prior to our study, I did not conduct direct observations of the distribution, intensity and nature of soil deflation processes in Uzbekistan; the data available in various departments, institutes, design organizations did not have the necessary completeness.

As a result, the author compiled a schematic map of irrigated crops in Uzbekistan damaged by winds.<...>The map of the susceptibility of soils of the UzSSR to wind erosion (Mirzakaiov, 1970) shows that in the republic the regions<...>Maps damaged by the wind, in terms of soil, are distinguished by great diversity.<...>The map has been divided into 2 parts. In the first half there were wings made of captivity 3 m wide.<...>The other part of the map is occupied by rye backstage.

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Theoretical foundations of teaching natural science

The educational and methodical manual contains a system of reference materials that will help to effectively and competently plan and build educational and extracurricular work with younger students. The manual was compiled in accordance with the standard of the State Educational Standard of Higher Professional Education and the program on "Theoretical Foundations and Technologies of Teaching Natural Science".

Location on the map. Cities of Russia.<...>Continents and oceans, their names, location on the globe and map.<...>on the map .<...>Materials and equipment: textbook, workbook, physical map of Russia, map of the region, collection of useful<...>Copyright JSC "Central Design Bureau "BIBCOM" & LLC "Agency Book-Service" 77 Working with the map U: Find deposits on the map

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2 [World of transport and technological machines, 2010]

The results of scientific research and advanced achievements in the field of transport and technological machines are published.

To obtain such a system, a so-called goal map (cause-and-effect diagram) is built, which includes<...>Improving the quality of service for customers of a car service "corporate branded car service map<...>As an example, consider two related goals from a strategy map: “Minimize time spent<...>Implementation information system Analysis and forecasting of the flow of applications Figure 1 - Strategic map<...>Table 2 Key Ways to Achieve qualifying levels by a specialist builder Qualifying

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No. 3 [Problems of economics and management of the oil and gas complex, 2016]

Economic problems all areas of activity of the oil and gas complex, issues corporate governance, analysis of the state and development trends of the oil market.

Preparation and analysis of value stream maps, implementation of rationalization proposals 2010 Continued work on<...>14; average - 53; high – 33 Average, % low – 23; average - 56; high – 21 Below average 30% Qualifying <...>creating a competency model, professional standards, job descriptions and other assessment methods qualifying <...>documents will detail the target model of the EAEU common gas market and the procedure, possibly, a "road map<...>Source: compiled by the author using the map of Serzhantov S., "Karachaganak: the time has come". - Oil

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No. 7 [Automation, telemechanization and communications in the oil industry, 2017]

The cognitive map reflects only the fact of the presence of influences of factors on each other.<...>you can build a map of the problem.<...>To do this, the cognitive map is supplemented with episodes of problem situations and problem questions.<...>View of the cognitive map model for the oil pipeline Fig. 2.<...>Building a cognitive map of the process; 5.

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No. 6 [Automation, telemechanization and communications in the oil industry, 2016]

Development and service maintenance measuring instruments, automation, telemechanization and communications, process control systems, IMS, CAD and metrological, mathematical, software

Formalism for describing cognitive maps<...>Methodology and methods for constructing cognitive maps of problem situations When constructing cognitive maps<...>This is the fastest way to build a cognitive map.<...>As a result of calculations, we obtain a map of well drainage zones.<...>The overlay of a grid of cells on a map of drainage zones and on a map of the initial reserves of the field (field reservoir

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No. 4 [Higher education in Russia, 1993]

The journal publishes research results state of the art higher education in Russia, issues of theory and practice of the humanities, natural sciences and engineering are discussed. higher education. The journal is included in the list of peer-reviewed publications recommended by the Higher Attestation Commission for publishing the results of scientific research in the following areas: philosophy, sociology and cultural studies; pedagogy and psychology; story.

a new turn in development 23 Copyright JSC "Central Design Bureau "BIBCOM" & LLC "Agency Book-Service" higher education; on the map<...>formation of the content of education. g We considered the complex g " qualifying <...>the following components (Fig. 2): 1 - requirements for the activities of a civil servant; 2 - the level of its execution; 3- qualifying <...>it is advisable to determine on the basis of an annual (or as needed) analysis qualifying <...>To calculate the Grade Point Average, the sum of such " qualifying points" is divided by

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Ethnocultural, environmental and economic conditions for the development of entrepreneurship in the meat subcomplex of the Republic of Kalmykia

In the economy of the Republic of Kalmykia, beef cattle breeding is the main industry. Kalmykia is the birthplace of the only domestic breed of beef cattle. This is one of the oldest breeds in the world, which has been created for more than four centuries in the difficult natural and climatic conditions of North-Western China (Dzungaria), Western Mongolia and Southern Altai. aim scientific research is to improve the directions of development beef cattle breeding Republic of Kalmykia.

capacities, stimulating the production of high-quality feed, as well as training and attracting qualifying <...>before release, products will be manufactured according to the nomenclature that meets the requirements of technological maps<...>cutting meat into large boneless pieces on a belt conveyor in accordance with the technological map<...>sectors of the economy to the conditions of membership Russian Federation in the WTO. 80 In addition, a road map

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Library life in Kuzbass. 2 (28): compilation

In issue 2 of the collection "Library Life of Kuzbass" for 2000 deals with the activities of interest clubs at libraries, such as a book lovers' club, a computer club, a film club, etc. Materials are given for holding an Olympiad in information culture, regional library events, as well as game scenarios.

After the conversation " What the cards told about ", the game-journey " Mysterious card" was held.<...>Mystery Card app The Mystery Card game allows kids to show initiative and imagination<...>For the game you need: two painted fairy-tale cards, a wall map of the world, a clock with arrows<...>Each receives a package with a map and a letter: Here is the mysterious map. There is a treasure hidden here somewhere.<...>In connection with the arrival of new libraries information technologies(NIT) Relevance Gets qualifying

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No. 3 [Problems of economics and management of the oil and gas complex, 2019]

Economic problems of all areas of activity of the oil and gas complex, issues of corporate governance, analysis of the state and trends in the development of the oil market.

In other words, WEO is a kind of action plan, a kind of "road map" to stimulate the desired

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No. 12 [Posev, 1979]

Socio-political magazine. Published since November 11, 1945, published by the publishing house of the same name. The motto of the magazine is "God is not in power, but in truth" (Alexander Nevsky). The periodicity of the journal has changed. Initially published as a weekly publication, for some time it was published twice a week, and from the beginning of 1968 (number 1128) the magazine became a monthly one.

writes, but the whole book leads to such a conclusion, starting with the cover, where the map is shown<...>and now in inaccessible storerooms, have now been brought to Paris along with a long-forgotten painting<...>"Chinese map" of the United States (10.10). E. Romanov. Powerless defenders (12.7).<...>"Chinese map" of the United States (10.10). Mondale's trip to China (10.12).

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No. 3 [Healthcare of the Russian Federation, 2015]

Founded in 1957 Chief Editor Onishchenko Gennady Grigorievich - Doctor of Medical Sciences, Professor, Academician of the Russian Academy of Sciences, Honored Doctor of Russia and Kyrgyzstan, Assistant to the Prime Minister of the Russian Federation. The main objectives of the journal: informing about the theoretical and scientific substantiation of measures aimed at improving the health of the population, the demographic situation, and the protection environment, activities of the health care system, publication of materials on legislative and regulations concerning the improvement of the work of health authorities and institutions, the publication of information on positive work experience territorial bodies and health care institutions, new ways of this work, presentation of specific data on the health status of certain categories of the population, sanitary and epidemiological situation in various regions of Russia. In accordance with these tasks, materials are printed on the results of the implementation of the national projects "Health" and "Demography", on improving the strategy in the field of economics and health management, on the development and implementation of new forms of organization of health care, medical technologies, on the assessment and dynamics of the state health of the population of various regions of the Russian Federation, on the training of medical personnel and the improvement of their qualifications.

The real location of all brigades was displayed on-line on a sectoral map, which allowed<...>health care of the Krasnodar Territory (MH KK), together with interested departments, a "road map<...>smoking cessation brochure, participant register, informed consent form, individual card

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No. 6 [Legality, 2017]

As you know, in the last decade and a half, legislation has been actively updated in Russia, on some issues - radically, many legal institutions are undergoing significant changes, new ones are being introduced. During this time, many discussion articles have been published on the pages of the journal about the place and role of the prosecutor's office in our society and state, devoted to judicial reform, the new Code of Criminal Procedure, jury trials, the reform of the investigation in the prosecutor's office, etc. But this has never been to the detriment of materials about the exchange experience and comments on legislation, difficult questions law enforcement practice. Essays on well-known prosecutors are also regularly published. The journal has a well-established team of authors, which includes well-known scientists and employees who are passionate about their work law enforcement from almost all regions of Russia.

Who, abusing the right to appeal, tries to use the pre-investigation process 1 "Roadmap

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No. 11 [New literature on social and human sciences. Economics: Bibliography. op., 2012]

Branch bibliographic index. It is a continuation of the indexes "New foreign literature on the social sciences. Economics", and "New Soviet literature on the social sciences. Economics", the publication of which was started in 1951 and 1934, respectively. Contains materials about the literature on all branches of the economy. The index reflects information about books and articles from magazines and collections. The publication is intended for scientific, educational, bibliographic and reference activities. Each issue is provided with auxiliary author's and subject indexes, list of references.

STATISTICS 39 Code: 066321211 Collection of scientific papers of the All-Russian student graduation competition qualifying <...>., schemes. - (B-ka Sberbank). 218 Code: 073941212 Personnel management: course projects, graduation qualifying <...>"Roadmap" for reforming the healthcare sector // Marketing. - M., 2012. - No. 1. - S. 25-39. 430<...>IEOPP SB RAS. - Novosibirsk; Barnaul: Alt. state un-ta, 2011. - 295 p. : graph., maps. – Bibliographer<...>; Economic sciences: 08.00.05 / Novosib. state agrarian un-t. - Novosibirsk, 2009. - 23 p. : diagrams, maps

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No. 8 [Posev, 1982]

The "Chinese card" has not yet been played and will probably never be played.<...>BIBCOM" & LLC "Agency Book-Service" to the peoples and, above all, to the Russian people, could redraw the map<...>Naturally, we ran around, shook our archives, gave him books, articles, maps, and everything that we would have.<...>Four years ago I started publishing the Carta del Este magazine.<...>Carta del Este launched a campaign for his release. Rallies took place throughout the country.

Preview: Sowing No. 8 1982.pdf (1.4 Mb)

Arkhangelsk North in relations between Russia and the USA during the First World War, 1914-1918: monograph

The monograph examines the role and place of the Arkhangelsk North in relations between Russia and the United States in a difficult and dramatic period of development. international relations. The transformation of the US foreign policy towards Russia is revealed. The growing interest of the United States in the Arkhangelsk North is demonstrated, especially after the October 1917 coup and the transfer of the main government and other contacts mainly to regional level, primarily with the northern region of Russia.

Maps of Murman were published in the American press to clearly demonstrate his importance from the point of view of<...>"Finnish card" in German solitaire: Germany and the problem of Finnish independence during the First World War<...>Copyright OJSC "Central Design Bureau "BIBCOM" & LLC "Agency Book-Service" 174 Appendix No. 4 Map showing safe<...>Copyright OJSC "Central Design Bureau "BIBCOM" & LLC "Agency Kniga-Service" 175 Appendix No. 5 Map showing safe

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The technology of servicing regular customers of the hotel (on the example of the State Complex Palace of Congresses of the Administration of the President of the Russian Federation, the hotel Baltiyskaya Zvezda)

GRADUATION QUALIFYING WORK (bachelor's thesis) Topic: "Technology of service regular customers <...>Graduation subject qualifying operation of customer service technology in<...>Qualifying a map is a set of characteristics that an “ideal” employee should have, occupying<...>qualifying characteristics than the ability to assign specific functions to it.<...>But it should be remembered that qualifying map mainly focuses on technical, more

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Fundamentals of personnel management: a tutorial. Direction of training 081100.62 (38.03.04) - State and municipal administration. Training profile "Regional management". Undergraduate

NCFU publishing house

The manual reflects the main directions and technologies personnel work, such as the development of a personnel management system in organizations, personnel planning, recruitment of personnel, its assessment and development of work motivation, as well as the assessment of the effectiveness of personnel work. The theoretical material presented in the manual allows students to independently familiarize themselves with the basic provisions of personnel management in an organization. Designed for students studying in the direction of preparation 081100.62 (38.03.04) - State and municipal government all forms of education

As a rule, the following tools are used: - job description; − qualifying map; −<...>Such documents include qualifying competency maps and models1.<...>Qualifying map includes set qualifying characteristics (education, knowledge of special<...>However, the application qualifying cards as a selection criterion allows you to evaluate to a greater extent<...>Therefore, in contemporary practice recruitment qualifying the map is complemented by a competency model.

Preview: Fundamentals of personnel management Tutorial. Direction of training 081100.62 (38.03.04) - State and municipal administration. Training profile "Regional management". Undergraduate.pdf (0.2 Mb)

№4 [Food and processing industry. Abstract journal, 2008]

In 1999, the first issue of the abstract journal "Food and Processing Industry" was published. Since 2000 it has been published quarterly by the TsNShB. The journal is a body of current information about domestic and foreign literature on Food Industry. The publication is intended for scientists, specialists and practitioners of the food industry and can serve as a reference tool for librarians and employees of scientific and technical information bodies. The annual volume of RJ is about 1200 publications. The publication includes information about the most significant articles from scientific and scientific-practical journals and collections that enter the Central Scientific and Practical Association of Agriculture and reflect the global documentary flow in all sectors of the food industry.

<...>Algae are sown in a special card - mother liquor with subsequent sieving into PF cards.<...>cryogenic drying of the extract), ground immediately before the experiment, natural coffee "Black Card<...>Drainage must be arranged when groundwater occurs at a depth of less than 1.5 m from the surface of the maps.<...>Algae are sown in a special card - mother liquor with subsequent sieving into PF cards.

The necessity of forming competence as an independent scientific discipline is substantiated, the laws of competence are considered, the structure of competence is investigated, the logical connections of competence with other scientific disciplines are determined, the content and essence of monitoring and diagnosing the competence of participants in innovative activity are described, indicators and methods for assessing competence are proposed. Article code UDC 65.01

At the methodological level, this distinction is formalized in the form of two maps - qualifying and skill cards<...>Qualifying cards contain information about education, track record and other formal characteristics<...>employee, competency cards - information about personal characteristics, skills and abilities required<...>selection of personnel for a team of participants in a scientific or innovative project(including based on maps<...>Qualifying requirements for a project participant include the competencies that he must possess in order to

Marketing personnel workshop. Direction of training 38.03.03 - Personnel management. Training profile "Management of personnel of the organization". Graduate Qualification - Bachelor

NCFU publishing house

The manual is compiled in accordance with the requirements of the federal state standard higher education, it outlines the functions and technologies of personnel marketing, features of the functional division of labor in the subsystem of personnel marketing, taking into account the changing external and internal labor market, personnel audit and personnel controlling are analyzed within the framework of marketing management labor force

personnel;  skills in compiling a description of the functionality of employees and departments different levels(kart<...>map, including information about general and special education, work skills; competence map (“profile<...>Professional qualifying requirements are in the form qualifying cards for each category<...>What is a competency map and what is its structure? 9.<...>The content component of the employee's competence map. Option 5 1.

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Until recently, all directors educational institutions called leaders And suddenly ... appeared new profession- education manager. Moreover, professional retraining had to be carried out according to the standard of economic specialties, because the concept of "manager" was firmly included in the lexicon of economists. Of course, in the transition to this new type of activity, a standard for a system of advanced training was adopted, but a flurry of organizations wishing to give professional retraining to school principals for money went beyond reasonable limits.

These criteria are presented in the qualification card and ranked according to four degrees<...>criteria, determine the degree of severity of each of them, putting in the corresponding column qualifying <...>card sign ("+").<...>determine the level of your management activities 15 Á ÎÒ À Â Ø ÊÎ Ë Å 4’ 20 15 Qualifying <...>M a t : L e ve n o l o f S u n c e o f Objectives P ro n c e P lanning

At present, the formation of competitiveness construction companies based on traditional competitive advantage such as reducing the cost of construction and installation works, long experience in the contract work market, the use of advanced technologies for the production of materials and construction works etc. However, the construction services market has a number of significant distinctive characteristics (for example, the regional nature of competition, the predominance of price competition, the significant influence of factors external environment), which must be taken into account by enterprises in the investment and construction sector in order to achieve a high level of competitiveness

state (municipal) contracts or their execution with violations, which is associated with Table 5 Qualifying <...>map of applicants Criterion Requirement for the criterion Full name of the organization-applicant Applicant<...>applicants for the conclusion of state (municipal) contracts, which can be presented in the form qualifying <...>maps of innovatively active applicants (see Table 5).<...>The basis for the formation of the proposed qualifying maps constitute the principles of comparability of the initial

Checked through the search system of text borrowings

GRADUATION QUALIFYING <...> qualifying requirements and requirements for<...>For this purpose, they develop qualifying <...> <...> qualifying map and competency map

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Increasing the effectiveness of the personnel policy of a hotel enterprise (on the example of IP Sechenykh A.E. Hotel Voyager)

Checked through the search system of text borrowings

GRADUATION QUALIFYING WORK WRC theme: “Improving the effectiveness of personnel policy hotel company <...>Candidates for a vacant position must meet qualifying requirements and requirements for<...>For this purpose, they develop qualifying map and competency map or position profile or portrait<...>The competency map contains the knowledge, skills, abilities, characteristics necessary for effective<...>Position profile or portrait of the "ideal" candidate, includes qualifying map and competency mapmap

Moscow: Direct-Media

The teaching aid covers a wide range of theoretical and practical issues covering the essence of economic processes occurring in the education system. An assessment is made of the economics of education as a science and academic discipline which makes it possible to form economic thinking among employees of the education system of various ranks and an adequate perception of the ongoing changes in the country. The manual can be useful for managers budget institutions, management specialists social sphere, civil servants, representatives of investment funds, teachers involved in the training and retraining of teachers and leaders of general educational organizations in the system of advanced training, as well as to everyone who is interested in investing in the social sector.

organization card (Appendix No. B); − informational

RIC SGSKhA

The educational publication contains the purpose and objectives of the graduation qualifying work, general provisions, the order and stages of implementation, the requirements for the structure and volume, design, the order of submission for protection, approximate topics, the responsibility of the author.

and other graphic materials (maps, diagrams, cartograms, tables with the most important economic<...>Topographic and special maps of the Russian Federation [ Electronic resource] : study guide / O.<...> Conventional signs for a topographic map at a scale of 1:10000. - M. : Kartgeocenter-Geodesizdat, 2000. 23.<...> <...>Refinement of the state reference geodetic network when creating an electronic map of the map of the Russian Federation: textbook / O.F. Kuznetsov, T.G.<...>Symbols for a topographic map at a scale of 1:10000. - M. : Kartgeocenter-Geodesizdat, 2000. 28.<...>Draft electronic map based on land inventory materials. 111.<...>Refinement of the state reference geodetic network when creating an electronic map. 115.

Preview: PREPARATION OF THE FINAL QUALIFICATION WORK

Final qualifying work of the bachelor method. instructions for students studying in the field of study 08.03.01 "Construction", profile "Industrial and civil construction"

Publishing house of LGTU

The guidelines are compiled in accordance with the University-wide Regulations on the final state certification of graduates and contain the basic requirements for the final qualification work (GQP), and also consider the goals and objectives, content, procedure for registration and protection.

Organizational and technological section Development technological map for one main complex process<...>The composition of the technological map for the complex construction and installation process: the scope of the technological<...>cards; instructions for the preparation of the facility and requirements for the readiness of previous work and construction<...>BIBCOM" & LLC "Agency Book-Service" 15 leading in the complex construction and installation process, (link kart

Publishing House VSU

The textbook was prepared at the Department of Ecological Geology, Faculty of Geology, Voronezh State University.

and sections, tectonic maps or diagrams, etc.<...>The map data scale is from 1:200,000 to 1:50,000. 3.<...>The collected material should be illustrated with tables, graphs and diagrams, special maps according to<...>Special maps are preferred on larger scales, from 1:25,000 to 1:1,000.<...> political map world: polit. device on 1 Jan. 2001 / comp. and prepare. to ed.

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Introduction to software engineering textbook. allowance for students in education. higher education programs education in the direction of training 09.03.04 Software engineering

The manual considers the requirements of the educational program developed in accordance with the Federal State Educational Standard of Higher Education (FSES HE) direction 09.03.04 Software engineering and professional standards for specialists in the field of information technology.

Table 3.1 presents a functional map of the profession "Programmer" depending on qualifying <...>Table 3.1 - Functional card "Programmer" Ur. qual.<...>Functional cards ADDITIONAL EXPLANATIONS ON REDUCING AND ELIMINATION OF EXCESSIVE REPORTING OF TEACHERS [Electronic resource] / Official documents in education. 448203

Additional guidance on reducing and eliminating redundant teacher reporting prepared by the Department public policy in the field of general education, together with specialists from the All-Russian Trade Union of Education, in order to assist in the implementation by the bodies exercising management in the field of education, heads of educational organizations of measures to reduce and eliminate excessive reporting by teachers, set out in a letter from the Ministry of Education and Science of the Russian Federation and the All-Russian Trade Union of Education on May 16 .2016 No. NT-646/08/269 “On recommendations for reducing and eliminating excessive teacher reporting”.

organizations) it is recommended to eliminate the practice of asking teachers for notes and (or) diagnostic cards<...>written work (control, independent, laboratory work, notebooks, essays, contour maps<...>and indicating the teachers responsible for the training of the respective students); - information cards<...>- reviews, recommendations and opinions of third parties, including heads of organizations; - questionnaires and cards<...>introspection; - video recordings, abstracts and diagnostic maps of lessons; - information about compliance with all

Qualification card, prepared jointly by the head of the unit and specialists in human resources based on the job description, is a set of qualification characteristics (general education, special education, special skills - knowledge of a foreign language, computer skills, etc.) that an “ideal” employee holding this position should have. Since it is much easier to determine the presence of qualification characteristics during the selection process than the ability to perform certain functions, the qualification card is a tool that facilitates the selection process of candidates. The use of a qualification card also makes it possible to structure the evaluation of candidates (for each characteristic) and compare candidates with each other. At the same time, this method focuses on the technical, to a large extent formal characteristics of the candidate (his past), leaving aside personal characteristics and potential for professional development.

4. Consideration of the possible career development existing employees.

It should be noted here that these employees found themselves in a difficult situation of choosing whether to remain in their current position or try to do something else. Those who found an opportunity to grow professionally at one time had a chance to take a new, more interesting position for him. Discussions of individual tasks and prospects were held with such employees, evaluation criteria for career advancement and its estimated timing were determined. In the event of a job opening for new position these employees participated in the competition along with outside candidates, and not all of them were able to withstand such a competition. Some employees could change the field of activity, leaving only one type of activity “for themselves” (for example, an employee who was previously responsible for sales and customs became a sales manager, and customs tasks were transferred to another employee). We had to part with employees who did not want to remain in their previous position, and did not correspond to another position.

Drawing up a "professional portrait" for each vacant position.

Knowing the basic requirements for the candidate, it is necessary to draw up a specific professional portrait of the future employee before starting the search. Such a portrait is made personnel service together with the head of the relevant department. It contains the following information: educational and professional level, professional skills, availability of additional knowledge, work experience, in which company acquired, the level of tasks solved at the previous place of work and the degree of responsibility at the previous place of work, personal qualities, ability to learn, develop, work motivation, initiative, etc. characteristics. It also indicates other criteria by which a specialist will be selected: gender, age, driver's license, etc. A professional portrait is created on the basis of not only complete information about the position, about the main and additional duties and expected results of this activity, but also the people with whom the specialist will interact, the language (languages) of interaction.

Determining how to search for a candidate.

the use of a data bank;

Very often, the personnel officers of companies in search of the right candidate, first of all, look through their database. This has both its advantages and disadvantages. Firstly, the candidate could have already found a job, secondly, it is not known to what extent the description of the candidate corresponds to reality, and thirdly, verification of the authenticity of diplomas, certificates, etc. will require significant effort.

publication of announcements in the media mass media, internet, radio, television;

contacting regional employment centers;

Regional employment centers will assist in the professional selection of qualified specialists entered in the data bank at the preliminary request of the employer; in the organization of training, retraining and advanced training of personnel and redundant workers; will place information about the needs of the enterprise in personnel, in some media.

contacting recruiting companies;

The experience of working with recruitment agencies made it possible to deduce one regularity: it is not the name of the company, its fame or turnover that is important, but the conscientiousness and professionalism of managers who work in a recruiting company. It is very important that employees recruitment agencies had their own "techniques" for finding out the needs of the client, since sometimes the customer himself does not have a very good idea of \u200b\u200bwhat he wants. It should be noted that in different cases it is necessary to resort to the services of different agencies, since some are “strong” in the search for managerial or secretarial candidates, others are in technical specialties, etc. The strengths and weaknesses of the agencies are usually clarified in the process of cooperation, and such experience is exchanged between the company's personnel managers. For the correct setting of the task, the agency needs to give a detailed professional portrait the right specialist and be sure to talk about corporate culture enterprises, psychological climate, leadership style and those employees with whom the future specialist will communicate daily. The agency is usually interested in the candidate's career prospects and the package of social benefits that are due in addition to the salary, and also finds out the specifics of the enterprise's activities in Russia and its prospects.

Beyond the Autonomous Man
As a radical behaviorist, Skinner rejected all notions that people are autonomous and their behavior is determined by their supposed existence. internal factors(eg unconscious impulses, archetypes, personality traits). Such speculative concepts, he noted, originated in primitive animism and continue to exist because...

Control experiment
For qualitative assessment the effectiveness of the corrective impact, we conducted a control observation of the communication of preschool children in the experimental group (the last week of the experimental study). The method of N.Ya. was taken as a basis. Mikhailenko in terms of plot structure, coinciding with the ascertaining study. Children in an unobtrusive form were ...

The content of the topics of the discipline
Topic 1. Business as a socio-cultural institution Business in Russia is a historical aspect. Business and its psychological background. Business as a legal activity. Business as part of the social system. Topic 2. Psychology of businessmen's activity Business in comparison with other types of activity. Business and sports. Business and military d...

Internal and external sources of recruitment

Send your good work in the knowledge base is simple. Use the form below

1. Professiogram

2. Qualification card

3. Competence map

4. Definition and types of competencies

5. Competence levels

6. Definition and structure of competency models, their application

Conclusion

Bibliography

Analyze the situation and answer the questions

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