Letteratura scientifica selezionata sul tema "Organizational sociology"

Academic disciplines are defined not primarily by their object but by their (theoretical and methodological) approach to that object, and by their claim to a monopoly over it. Even where that monopoly claim has been highly successful, it remains contestable. For example, economics, perhaps in this respect the most successful social science, finds its object – the economy – contested by political economists and economic sociologists. Whereas economics has successfully marginalized potential competitors, sociology has remained a broad church. Attempts to impose theoretical and methodological order on the discipline have met with resistance, and eventually failed. Moreover, sociology has never really reached consensus on what its object is; ‘society’, ‘social facts’, ‘social action’ were the classical options, with the list growing over time (social networks, rational action, actor networks, etc.). Thus, while we can speak of ‘heterodox economics’ there is insufficient orthodoxy to speak of ‘heterodox sociology’. This has an obverse side. Precisely because of the weakness of its monopolistic claims, sociology has been very productive in spawning new disciplinary fields, which, rather than remaining within sociology’s weak gravitational pull, successfully establish themselves as separate disciplines or ‘studies’. Criminology, industrial relations, urban studies and organization studies are the most obvious examples. In light of this, this article addresses two questions: (1) What happens to these new fields when they break free of the parent discipline, and to the parent discipline when they do? (2) If one effect on the ‘offspring’ is a loss of disciplinary orientation (as the rationale for this special issue suggests) what, if anything, has contemporary sociology to offer OS as a potential source of reorientation?

Artiklen skildrer historien om Dansk Sociologi fra etableringen i 1989-1990 til jubilæumsåret 2014. Initiativet blev taget af Dansk Sociologforening under den institutionelle krise i faget, der kulminerede da undervisningsminister Bertel Haarder besluttede at lukke uddannelsen. Tidsskriftet har været benyttet som publiceringskanal af en meget stor andel af danske sociologer og oplagstal har været stigende frem til omkring 2006. De seneste 10-15 år har man kunnet se et skift i indholdsprofilen, fra en dominans af teoretisk orienterede emner over mod en bred vifte af empiriske emner og en tilpasning til en mainstream akademisk, upersonlig form. Dansk Sociologi er et udpræget pluralistisk tidsskrift og kontroverser mellem forskellige teoretiske retninger eller om specifikke spørgsmål har man ikke set. Artiklen drøfter også fremtidige udfordringer som især er internationalisering, de nye digitale medier og krav om open access. ENGELSK ABSTRACT: Kristoffer Kropp, Gry Malling Loehr and Heine Andersen: The Role of Dansk Sociologi in the Development of Danish Sociology. Dissemination of Knowledge and Inspiration for 25 years This article describes and evaluates the journal Dansk Sociologi (Danish Sociology) from its inception in 1989-1990 until its 25th anniversary in 2014. The Danish Sociological Association took the initiative to set up the journal during sociology’s institutional crisis due to fact that the Minister of Education had decided to close the sociology department at the University of Copenhagen, the only place in Denmark with the discipline. The article discusses the evolution of the journal’s organizational framework, its authors, editors, and content. The journal has been used as a vehicle for publication by a large proportion of Danish sociologists. Subscriptions have been growing until 2006. There has been a shift from theoretical articles to a wider range of empirical ones, and from a more discussion-based form to a more detached and standardized academic one. There has been considerable pluralism, and there have been no major controversies. The challenges that the journal must address are an internationalization pressure that could weaken authors’ incentives to write for a Danish journal, the transition to internet media, and finally requirements for open access that could threaten the journal’s economy. Keywords: the journal Dansk Sociologi, the Danish Sociological Association, sociology’s history.

This paper aims to contribute to, and extend, the emergent Sociology of organizational space. It engages critically with labour process approaches, which position space within a control-resistance paradigm, suggesting that the conceptualization of space embedded within these accounts is limited and limiting. Drawing on insights from cultural geography the paper uses a new empirical study to show the ways that spatial meanings and spatial practices in the micro-spaces of office life are constructed through diverse experiences, memories and identities operating at a range of spatial scales.

In both academic and management literature it has been often stated that 70% of change efforts are not successful (Kotter, 1995; Smith, 2002). And while this failure rate may not be empirically tested, it points to a reality that most change efforts are not only difficult, but they are often unsuccessful (Hughes, 2011). When an organization undergoes a major organizational change process, the expected impacts include increased employee stress and overall productivity dips in the midst of the change (Dahl, 2011; Elrod II & Tippett, 2002). Measuring the impacts of change on employees and on organizational effectiveness during the change can add value and help increase the chances for change initiative success by allowing necessary adjustments and identifying and leveraging additional business improvement predictors along the way.

In this dissertation, I answer the question “What is the impact of going through a major organizational change on business outcomes and employee and organizational health?” My results suggest that an organization can transform the expected negative effects of a major change effort to positive effects by focusing on three things: 1) Improving employee mental health; 2) Increasing positive practices, including leadership’s impact on the organization; and 3) Improving employee involvement, communication, and teamwork. Finally, the results also show that improved employee mental health and improved positive practices are significantly related to improved business outcomes. Organizational change outcomes can be successfully informed by linking business outcomes with change impact measures.

An employee's trust in their leadership is an important antecedent to organizational commitment. It is commonly believed that committed employees will work harder to achieve organizational objectives, so organizations often try to foster commitment in their employees to achieve improved organizational performance. The purpose of this qualitative study was to examine the relationship between trust and organizational commitment. The population consisted of 31 employees from 3 high-technology organizations in the United States. The study consisted of 2 research instruments and 5 demographic questions that were administered to employees of 3 high-technology organizations. The survey instrument used to measure trust was Cummings and Brimley's Organizational Trust Inventory. This instrument separates trust into the 3 dimensions of keeping commitments, negotiating honestly, and not taking advantage. The survey instrument used to measure organizational commitment was Meyer and Allen's Three Component Model. This second instrument separates organizational commitment into the 3 dimensions of affective commitment, normative commitment, and continuance commitment. The study revealed a strong positive correlation (r =.38) between an employees' total trust and their total organizational commitment. The study revealed that 12 of the 16 possible correlations between trust and organizational commitment were positively correlated. The study findings indicate that leadership skills are critical to increasing trust levels that enable organizational commitment. By improving the leadership and organizational antecedents that promote a trustworthy environment, employees become more committed and organizational performance improves.

This study examined the relationships between affective commitment to change (desire), normative commitment to change (obligation), and continuance commitment to change (cost), as predictors of behavioral support for change. Affective commitment to change and normative commitment to change both demonstrated curvilinear relationships with behavioral support. Continuance commitment to change did not. This study also used residualized relative importance analyses, techniques for a full decomposition of the variance in nonlinear regression models. The nonlinear models accounted for more of a change in variance than did the linear regression models. The discussion section includes a scatterplot diagram intended to bridge the gap between scholars and practitioners in that the figure illustrates a range of resistant to commitment behaviors that cause organizational change initiatives to fail. The conclusion provides recommendations for researchers regarding the inclusion of a nonlinear frame when designing organizational change studies, and recommendations for practitioners regarding the damage that compliance is responsible for in organizational change initiatives.

Keywords: commitment to change, resistance to change, organizational change

There is ample discourse regarding the need for changing nonprofit performance measurement, but there is little consensus within the field on how best to evaluate while maximizing performance, outcomes, and mission achievement. This Q methodology study documented the perceptions of 22 nonprofit leaders in the United States about effective performance measurement and the characteristics necessary to create an effective model to measure nonprofit performance. The study involved analyzing the nonprofit leaders’ responses to create three distinct views on effective organizational performance measurement called (a) Road Map, (b) Management Tool, and (c) Weakest Link. Despite differences in the viewpoints, three themes emerged as a starting point to inform the shift in measuring nonprofit effectiveness: (a) the need for larger performance management systems, (b) eliminating the unfunded mandate for performance measurement, and (c) the desire for organization-specific mission-based outcome measurement. Insights from the nonprofit leaders revealed the characteristics of a new system for generating meaningful nonprofit performance data. The implementation of these characteristics could strengthen performance management, promote organizational learning, and inspire collaborative partnerships with funders and beneficiaries. Nonprofit leaders must create a culture of performance management that facilitates performance measurement and performance improvements if they are to advance the mission of the organizations they lead.

Organizational perception and conception of interactions and relationships vary over time and space. This study focused on the capacity within and between healthcare organizations to collectively make sense of ambivalent and ambiguous environments in the context of social structuring actions (Czarniawska, 2008; Johnson, 2009; Weick, 1995). The purpose was to develop narrative frames from which a deeper understanding could be developed of how collective sensemaking is enacted through reciprocal and reflective interorganizational relationships during the final phases of an intended multiorganizational integration endeavor (Barki & Pinsonneault, 2005; Oliver, 1990). This study explored and described collective sensemaking as recognizable patterned social structuring actions that surfaced during integration efforts within the Military Health System's Defense Centers of Excellence for Psychological Health and Traumatic Brain Injury.

A narrative approach illustrated emergent social processes. In the process of collaboration, ongoing generative conversations (Taylor & Van Every, 2000; Hardy, Lawrence, & Grant, 2005; Weick, 2004) affected the relationships between collective sensemaking and social structuring. An interpretive constructionist perspective revealed practices involving the interplay of assignment of meaning (signification), reducing equivocality and integration; formation of a sense of community, establishing structures and norms (legitimation); and the effects of collaboration and power (domination) distribution (Giddens, 1984; Weick, Sutcliffe, & Obstfeld, 2005).

More than 24 months of embedded observation aided the researcher's awareness of ongoing narrative dynamics of collaborative actions setting the conditions for the emergence of interorganizational relationships (Harquail & King, 2010; Hatch, 1997; Hatch & Schultz, 2002) and embodied practices (Varela, Thompson, & Rosch, 1991). Throughout experiences of collective sensemaking, organizations interpose mini-narratives as evidence of reciprocal patterns of social structuring revealing cooperative behaviors interweaving coordinated actions and setting conditions for the structuring of collaborative integrating nets of collective action. This supports both Carniawska's (2008) and Weick's (1995) theory of organizing during collective sensemaking as enacted processes within relational conceptualizations and perceptions. These findings contribute to understanding the dynamics of collective sensemaking and social structuring; moreover, they incorporate the new paradigm of enaction (Kuhn, 1996; Stewart, Gapenne, & Di Paolo, 2010) as embodied sensemaking into organizational theory.

The purpose of this quantitative, non-experimental descriptive study was to examine the relationship between servant leadership and job within a multicultural hospitality organization. The theoretical foundation of the study, servant leadership, was supported by the premise that servant leaders within multicultural organizations value the job satisfaction of their employees. Thirty-nine employees completed the Organizational Leadership Assessment (OLA) survey instrument, and the data were analyzed through the utility of SPSS v. 20. The results revealed that a statistically significant relationship existed between servant leadership and job satisfaction as perceived by culturally diverse employees within a hospitality organization (r = 0.635; p < 0.0005). Thus, the discovery of this new knowledge contributed to the fields of cross-cultural leadership, servant leadership, and hotel management regarding the potential utility of servant leadership principles within a multicultural hospitality organization.

The purpose of this qualitative, basic interpretive study (Merriam, 2009) was to improve understanding of the role of transactive memory systems (TMS) in board groups as a way of leveraging their knowledge in the context of the chief executive officer (CEO) succession planning process. Sixteen participants were recruited who had served on a board of a $500 million-plus public company and had been involved in a CEO succession planning process within 5 years of the study. Within the participant group, a subset of six had all worked together, over the same time period, on the same CEO succession planning process from beginning to end. Data were collected through semi-structured interviews and participant follow-up.

The study findings confirmed a relationship between structures and processes of TMS and CEO succession planning in the context of board groups. The data supported the presence of some but not all of the characteristics of TMS presented in Ren and Argote's (2011) metaanalysis and categorization of antecedents, components, and consequences of TMS. Specifically, TMS antecedents present in board groups included team-level inputs of task interdependence, goal interdependence, team familiarity, shared experiences, and communication. Specific dimensions of TMS components present within board groups included team knowledge stock and knowledge of who knows what. Three TMS behavioral indicators were present: knowledge specialization, task credibility, and task coordination to support knowledge sharing and updating. Finally, key dimensions of TMS consequences included team performance behaviors of team learning, creativity, and reflexivity.

Five conclusions were drawn from the study. (1) The TMS dimension of reliance on others' specialization serves to meet the challenges of bounded rationality in board groups. (2) High familiarity can enhance trust, but if overemphasized negatively affects the reliability of specialized expertise. (3) Personal respect and trust in the expertise of others affects receptivity to defer to others' specialized expertise. (4) A director's publicly known resume is the primary determinant of specialization. (5) Board structures (the knowledge stock of the group) and processes (transactive processes of encoding, storing, and accessing knowledge) facilitate the continual refinement of member-expertise associations and conscious development of knowledge sharing.

This multi-site case study explored the role that a global nonprofit organization plays in decreasing the gap of inequality and contributing to the greater society. This research identified what processes were used to implement, increase, or alter the global CSR efforts. This research identified how global CSR efforts impact and is impacted by the organizational culture. In addition, the study explored how CSR efforts have changed or expanded to meet the demands of a globalized society, with a particular focus on the mutual relationship between these expanded efforts and the organizational culture. It studied the internal impact of the CSR efforts as well as how the organization relates externally. This qualitative study made use of three sources of data: semistructured interviews, document and artifact analysis, and observations. The use of various methods of data collection ensures reliability and trustworthiness and adds to the thick description of the case. The findings in this multi-site case study provided an understanding of how a global non-profit organization implements or expands social responsibility efforts.

This exploratory study yielded seven major conclusions. The conclusions operationalize to meet the organizational needs and the processes used to implement. The seven conclusions are 1) The organization's CSR efforts impact organizational culture including artifacts espoused values and basic assumptions 2) The impact was reciprocal as the organizational culture impacted their CSR efforts 3) CSR efforts reflect the needs of society and adapt to meet societal needs to balance the organization's internal culture and external image 4) Senior leadership and policy volunteers are instrumental to the implementation of CSR efforts throughout the organization as well as to the organizational culture 5) Partnering with organizations increases their CSR efforts and result in better serving their community and organizational needs 6) CSR processes increase awareness and impact to promote goodwill locally and globally and 7) CSR efforts need to be included in the organization's strategic plan and align with the mission and vision of the organization.

Survey data were collected from 445 part-time transportation workers to test three sets of competing hypotheses about primary and secondary part-time workers that were developed from Partial Inclusion theory (Allport, 1933), Investment Model theory (Farrell & Rusbult, 1981), and the Part-time Work Arrangements perspective (Feldman, 1990). The Investment Model constructs explaining job satisfaction, organizational commitment and turnover intent received the most support. However, the part-time work arrangements perspective also received some support as there were significant differences in organizational commitment and turnover intentions between primary and secondary part-time workers. The application of Partial Inclusion theory to the part-time worker subgroup context was not supported.

INDEX WORDS: Part-time Employment, Investment Model theory, Partial Inclusion theory, Part-time Work Arrangements, Job Satisfaction, Organizational Commitment, Turnover Intent, Transportation Industry.

Organizational consolidation and restructuring is a long held public sector quick-fix solution to issues of limited congressional funding, ineffective structure, and/or the presumption of hierarchical failures of leadership, in hope of improving organizational performance. Such attempts at federal government reorganization are often criticized in terms of dollars and sense—attempting to save dollars, but not making much sense. While a plethora of literature exists on private sector reorganization (i.e., merger and acquisition) and their workforce, there is scarce research available on similar events for the public sector.

This case study sought to understand the impact of mandated federal consolidation on the public sector workforce. Leveraging Cheney's (1983) and Bergami and Bagazzi's (2000) theories and studies on organizational identification, the second order effect on identity and identification for the associated federal workforce was revealed as having significant negative impact—worthy of immediate leadership attention and future study. A key conclusion of this study provided insight into public sector individual identification as grounded in differing psychological contracts dependent on status (military versus civil service), but revealed a shared an incremental hierarchical default to patriotism as the final vestige for rationalizing identification.

Recommendations are offered for future public sector studies as a dichotomous evaluation of military versus civil service, expanding literature beyond the private sector, and offering practical insight for the world's largest employer, the Department of Defense, with likely benefit for the workforce and the taxpayer. The question remains whether the study leadership will leverage these lessons learned or just continue their journey sailing on a sea of hope.

Background: The volunteer movement in Ukraine, which has always intensified in times of greatest threat, has since February 24, 2022, accumulated the efforts of volunteers, directing all their efforts to help the army. This has led to an increase in the number of volunteer organizations helping the military. The social demand and the needs they respond to set high expectations for volunteers. In such circumstances, volunteer organizations must pay special attention to the organization of volunteer activities. The question arises: how do volunteer organizations working to help the military cope with the risks and challenges that have arisen in connection with a full-scale war? The lack of qualitative knowledge about how they organize activities, engage volunteers, and keep them motivated, what are the peculiarities of communication and evaluation of their work, etc. determines the applied significance of the study, the results of which are reflected in the abstracts. Objective: To find out the peculiarities of management of volunteer organizations in the field of assistance to the military in war and to identify ways to strengthen their organizational capacity. Methods: The research was qualitative in nature. The theoretical method of the study was to analyze documents on the topic of volunteer management. The main method of empirical research was a structured interview with representatives of volunteer organizations working to help the military, aimed at studying: the content of volunteers' work, the risks of working in war, the difficulties of conducting activities, the peculiarities of volunteer management, assessment of the organization's capacity and ways to strengthen it. To process the results, we analyzed and compared the content of the respondents' answers. Results: Volunteer organizations working to help the military are different from others and have their own special internal organization. During the war, they faced a number of challenges, the answer to which is determined by the specifics of volunteer management of different types of organizations. The article reveals differences in the work of old (those that functioned before the full- scale invasion) and newly created volunteer organizations. The key factors that weaken the capacity of a volunteer organization include internal (misconceptions about management, in particular, about engaging volunteers in work, organizing their activities and motivation, ignoring the risks of burnout, insufficient communication with former volunteers, etc.) and external (decline in active involvement of volunteers, people's distrust of the organization and the organization – of the state authorities, legal insecurity of volunteers, funding risks, chronic stress). Conclusion: Since the outbreak of full-scale war, the activities of organizations that help the military have changed dramatically, and these changes can be recorded in a certain sequence: 1) a new stage of development; 2) a decline in activity (a decrease in the number of contributions and people); 3) transformation of approaches to volunteer management, including resource mobilization. Volunteer organizations, regardless of their type, need to strengthen their capacity in such areas as developing internal policies, facilitating strategic planning, developing an organizational structure, and maintaining staff motivation and development. Older and younger organizations have different needs for strengthening their advocacy and communication capacities. One of the ways to strengthen the organizational capacity of volunteer organizations can be training aimed at overcoming false stereotypes about volunteer management. Keywords: volunteer activity, volunteer management, war, volunteering to help the military.

People need to understand, anticipate, and influence the behavior of others in the workplace. Employees want to understand why certain events occur, what to expect in the future, in order to activate as efficiently as possible and benefit from the best results. The field of organizational behavior provides a scientific basis, which helps to improve anticipation of events in organizations under certain conditions. Identifying and explaining these events is more complex, because employee decisions and actions are driven by a multitude of factors and therefore require a specific response. Or, to the extent that a behavior can be explained and anticipated, it can also be influenced. If we enumerate and analyze the factors of organizational behavior, we will start from the idea that in the work process takes place the interaction between people, between organizational and technological structures, the elements being influenced by the external environment, and they, in turn, influence this. medium. Therefore, human nature, the nature of the organization, technology, the external environment are the factors that determine organizational behavior. We note, therefore, that organizational behavior means the study of human behavior, attitudes, and performance in the organizational environment. The study is based on the theory, methods and principles of disciplines such as psychology, sociology, cultural anthropology, etc. with which information is accumulated about individual perceptions, values, learning abilities and actions while working in groups and throughout the organization. Organizational behavior analyzes the effects of the external environment on the organization and its human resources, missions, objectives and strategies.

В представленной работе рассматриваются особенности формирования и функционирования организационной (корпоративной) культуры, присущей компаниям в сфере креативного бизнеса, с точки зрения современной социологии управления. The presented work examines the features of the formation and functioning of the organizational (corporate) culture inherent in companies in the field of creative business, from the point of view of modern sociology of management.

This document provides a state of the art of knowledge concerning the human and organizational factors of industrial safety. It shows that integrating human factors in safety policy and practice requires that new knowledge from the social sciences (in particular ergonomics, psychology and sociology) be taken on board and linked to operational concerns.

This seminar on advanced set-theoretic methods for the social sciences focuses on applied Qualitative Comparative Analysis (QCA). This method is used in fields as diverse as political science, public policy, international relations, sociology, business and management, organizational studies, and even musicology. This seminar will enable participants to produce cutting edge QCA-based research through hands-on coverage of the most recent advances in QCA. All applied components of the seminar are performed in the R software environment, using RStudio and R packages QCA and SetMethods. An official Instats certificate of completion is provided at the conclusion of the seminar, along with 2 ECTS Equivalent points.

This seminar on advanced set-theoretic methods for the social sciences focuses on applied Qualitative Comparative Analysis (QCA). This method is used in fields as diverse as political science, public policy, international relations, sociology, business and management, organizational studies, and even musicology. This seminar will enable participants to produce cutting edge QCA-based research through hands-on coverage of the most recent advances in QCA. All applied components of the seminar are performed in the R software environment, using RStudio (Cloud) and R packages QCA and SetMethods. An official Instats certificate of completion is provided at the conclusion of the seminar. For European PhD students, the seminar offers 2 ECTS Equivalent points.

This seminar introduces applied set-theoretic methods for the social sciences, focusing on Qualitative Comparative Analysis (QCA). This method is used in fields as diverse as political science, public policy, international relations, sociology, business and management, organizational studies, and even musicology. This seminar will enable participants to produce a publishable QCA of their own. To achieve this, the seminar provides both the formal set-theoretical underpinnings of QCA as well as the technical and practical research skills necessary for performing a QCA. All applied components of the seminar are performed in the R software environment, using RStudio and R packages QCA and SetMethods. An official Instats certificate of completion is provided at the conclusion of the seminar, along with 2 ECTS Equivalent points.

This seminar introduces applied set-theoretic methods for the social sciences, focusing on Qualitative Comparative Analysis (QCA). This method is used in fields as diverse as political science, public policy, international relations, sociology, business and management, organizational studies, and even musicology. This seminar will enable participants to produce a publishable QCA of their own. To achieve this, the seminar provides both the formal set-theoretical underpinnings of QCA as well as the technical and practical research skills necessary for performing a QCA. All applied components of the seminar are performed in the R software environment, using RStudio (Cloud) and R packages QCA and SetMethods. An official Instats certificate of completion is provided at the conclusion of the seminar. For European PhD students, each seminar offers 2 ECTS Equivalent points.

Climate issues have altered power relations and become a political problem in the field of political science and international relations. Since the 1980s, climate debates have problematized and contributed to redefine the boundaries between national and international politics, hierarchies between economic and environmental priorities, and connections between human and natural dimensions, thus intervening in the definition of modes of regulation and conflict resolution nationally and globally. Therefore, climate change has also led to debates on the role of the State, international organizations, economic operators, corporations, and CSOs. Climate change has become a fundamental issue in the contemporary world, in all dimensions of social life, from local to global, affecting the way knowledge is produced and taught in various disciplines, including political science and international relations. This article introduces the Special Issue on ‘The Politics and Policies of Climate Change in Brazil’, addressing the subject from the perspective of political science, political sociology and international relations.

The article discusses technological approaches to training in Higher Education Institution. The essence of technological approach to training consists in the transformation of educational processes into process with the guaranteed result. It supplements scientific approaches of pedagogy, psychology, sociology and other directions of science and practice. Purpose. To reveal how technological approaches to training in higher education institution influence on knowledge got by students. Scientific novelty. The article reveals development of the personality, creative abilities and it is necessary to use technological approaches of training, various creative tasks, research projects at the lectures. On the first and second years of education the pedagogical technology which is based on motivation of educational cognitive activity through communication and cooperation influences on the intellectual and behavioral status of students. Training is more effective, than the better methodology and technology of educational process will be coordinated with technology of assimilation the knowledge. It is important that all students in a higher educational institution could acquire material and began to use it in practice in the work. The signs of technology, a model of pedagogical technology, the scheme of technological creation of educational process and the results of expense of time in digestion of material by students are described in the article. Technological approach modernizes training on a basis of activity of students. Thanks to it, students achieve goals in the form of assimilation the knowledge in easier and productive way. When using technological approach there is an involvement of each student in educational process, knowledge is put into practice, there is always an access to necessary information (including the Internet), there is a communication and cooperation not only with the lecturer, but also with fellow students and what is more important is a constant test of the forces for overcoming the arising problems. Features of pedagogical technologies consist in activity of the lecturers and students. The activity of the lecturers is in that he knows well psychological and personal features of students and can introduce amendments on the training process course. The lecturer, as directly, and by means of technical means carries out the organizing, operating, motivating and controlling functions in the course of training. Practical significance. The practical importance consists in the use in practice of technological approaches to training in Higher Education Institution that promotes the guaranteed achievement of the set educational objects, the organization of all course of training in compliance to the purposes and tasks, assessment of the current results and their correction in case of need and also final assessment of results.