



































International Journal of Biological Engineering and Agriculture


American Journal of Science and  

Learning for Development 
 

Volume 1 | No 1 | Nov-2022 

 

 

 
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Innovation of General Education Schools Management Principles 

 
 

Tailakov Muhammed Norbekovich 
 

  
Scientific Research Institute of Pedagogical Sciences named after Kori Niaziy  PhD student 
 
  
 

Abstract: In the modernization of the education sector, it is necessary to have a system of principles 

in order to effectively organize the improvement of the management process of general secondary 

schools. This issue is raised in the article, which talks about the principles of innovative management 

of general education schools. 

 
Keywords: education and training, scientific and goal-oriented, systematic, based on marketing 

ideas, comprehensiveness, personal responsibility, pedagogical support, management process, 

modernization, general secondary school, quality of education  

  
INTRODUCTION 

As in all spheres, certain principles are stable in the process of management, and their ideological 

content ensures the guarantee of the results obtained from it. 

It is indicated that management should be carried out on the basis of the stability of the following 

principles: 

democratic centralism; 

idealism and science; 

personal responsibility
1
 

In the modernization of education, it is necessary to have a principle-system in order to effectively 

organize the improvement of the management method of schools. 

According to M.M.Potashnik, there are about 40 principles of the management process of general 

education schools.
2
  

Therefore, in the process of research, the task of determining the principles that allow effective 

management of the innovative activities of schools was solved. 

In our opinion, the following principles are important in improving the management process of 

schools in the modernization of education: 

1) stability of democratic and humanitarian ideas; 

2) scientific and goal oriented; 

3) systematicity; 

4) based on marketing ideas; 

5) complexity; 

                                                                 
1 Education quality management // Ed. M.M. Potashkin. - M .: Pedagogical Society of Russia, 2001. - 
448 p. 
2 Potashnik M.M. How to develop pedagogical creativity. - M .: Pedagogy, 1987. - 111 p. 



 

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6) performance of educational tasks in accordance with the requirements of regulatory documents; 

7) personal responsibility; 

8) pedagogical support; 

9) mutual integration between general education schools and social organizations; 

10) taking into account the specific situation. 

The essence of these principles will be explained in detail below. 

The principle of systematicity includes: 1) internal content - a set of interrelated components that 

ensure the process of mutual cooperation of the management subject with the object; 2) external 

content - reflects communication involving the external environment. 

The number of students and employees (pedagogical, assistant and administrative staff) in the 

internal structure of general education schools, their specific characteristics (for example, the 

average age of teaching staff, level of information, professional training, work procedure), material 

and technical basis of the institution, traditions of the pedagogical team, activity goals, educational 

(psychological, aesthetic, sanitary-hygienic) conditions are reflected. 

The external structure of schools consists of objects and subjects of the social environment - the 

population of the region, trade centers, cultural-educational and sports facilities, institutions, social 

organizations, mass media, communication with parents, the level of socio-economic and socio-

ideological development of society. . 

In the conditions of modernization of education, management tasks in improving the management of 

schools are reflected in the following four levels: 

1. The tasks solved by the head of general education schools represent the solution of management 

in individual and collective forms, that is, in mutual cooperation with the board of founders, the 

pedagogical council, the pedagogical team and public organizations. 

2. Tasks solved by the deputy heads of schools - they are solved in individual and collective forms 

(in cooperation with the pedagogical council, methodological council, etc.). 

3. Tasks to be solved based on the cooperation of subject teachers, class leaders, parents' committee 

and others. 

4. Tasks to be solved by students are performed by organizing the activity of their self-management 

bodies, departments, clubs. 

The principle of being based on marketing ideas is of great importance in the management of 

innovative activities of general education schools. Therefore, marketing is a set of activities that 

creates an opportunity for the formation of innovations and innovations, the preservation of 

resources that help to ensure the competitiveness of general education schools, and the collective 

development. According to the essence of this principle, the activities of general education schools 

should be organized based on the needs and interests of students and parents . 

In the conditions of market economy relations, marketing is seen as an integral part of the 

development program of general education schools. The marketing approach to the management of 

innovative activities of general education schools is fully reflected in the essence of the following 

principles: 

1) a need that is stable in the decision-making process; 

2) a mature account of the situation and demand dynamics; 

3) creating conditions for studying demands and needs based on a long-term perspective, not from 

the point of view of temporary benefits; 

4) influencing consumers of educational services through advertising technologies; 

5) constantly conduct marketing research. 



 

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Based on the principle of fulfilling educational tasks in accordance with the requirements of 

regulatory documents, the duties of the head of general education schools are determined. Marketing, 

organization of diagnosis and planning, accounting and analysis of results, organization of control, 

motivation of pedagogical staff and students, regulation of the general activity of the institution are 

the main tasks performed by the manager. Some of these tasks are discussed below. 

For example, in planning, the analysis of situations and external environmental factors, evaluation of 

alternative options for goal implementation, features of innovative activity planning, development 

and implementation of planned situations, number of participants in this process, professional skills 

of pedagogical staff, volume of professional activity and other circumstances are taken into account. 

Innovative activity of general education schools and social orientation of tactical plans; 

1) priority and superiority of strategic (high-level goals) and tactical (one-year current goals, 

monthly tasks) plans; 

2) allocation of strategic planning objects and their resources according to their importance in order 

to rationally distribute them; 

3) the planning itself is carried out according to a number of principles. Including: 

4) compatibility of the plans with the existing financial conditions; 

5) development of alternative plans guaranteeing the achievement of certain goals and achieving 

low cost in their implementation; 

6) economic justification of the plan; 

7) providing feedback of the planning system; 

8) choosing the most convenient form of plan implementation; 

9) regulating the period of activity and ensuring its consistency and priority; 

10) carrying out analysis of activity and graphic (written) plan, which allows to analyze the maturity 

of measures. 

It is appropriate to define interrelated action mechanisms, which include the implementation of the 

plans developed during the organization of the pedagogical activity process, the distribution of tasks 

among the participants, and the determination of their rights and obligations. Also, recording the 

time and expenses spent for the implementation of educational goals, spending resources requires 

careful calculation. 

Regular, complete, high-quality and effective implementation of the plan is one of the main 

conditions for achieving efficiency in management. 

The following requirements should be taken into account when developing educational plans based 

on theoretical analysis, implementing them and recording the results: 

 growth of indicators; 

 systematicity, i.e. calculation of indicators of external and internal order of the system; 

 persistence; 

 effectiveness, that is, the use of indicators in improving the quality of work. 

Control is related to the implementation of the program, plan, assignments and the requirements of 

regulatory documents that implement management decisions. Organization of control can be 

recognized as a continuous and orderly process aimed at checking the implementation of plans. 

Control is carried out in the following four stages: 

1) organization of monitoring and analysis of results regarding the implementation of educational 

plans; 

2) mutual comparison of achieved and planned results and identification of differences between 

them; 



 

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3) predicting the consequences of the situations that have arisen; 

4) actions aimed at making certain corrections to the process. 

Treating with respect to the subjects whose activities are being supervised, organizing the 

supervision in an upbeat mood; addressing educational subjects by name; respect for the supervisor's 

opinion, benevolence, sincere praise for their achievements, pointing out mistakes not directly, but 

indirectly, allowing the person whose activity is being supervised to preserve his reputation, ensure 

the success of the supervision process. 

Determining the factors that determine the existence of control general education schools allows 

comparing the content of the organized activities with the established educational goals and tasks, 

planning the interest of the pedagogical team and students, and predicting the results in advance. 

Promotion and regulation are the next important tasks of managing the innovative activities of 

educational institutions. In the sources, motivation is considered as a dynamic process of the 

development of the educational system with a complex integrated structure from a psychological 

point of view. We believe that the process of motivation is one of the necessary conditions for the 

active organization of activities by the subject, therefore it is appropriate for leaders in educational 

institutions to pay serious attention to the motivation of pedagogical staff and students in order to 

effectively organize innovative activities. 

In the context of the principle of compliance with certain norms, it is considered that the activities of 

educational institutions are organized in accordance with certain regulatory documents and the 

requirements set forth in them. 

Usually, the concept of "norm" is mandatory rules recognized by the general society, the procedure 

for carrying out certain activities, a pattern of movement; It is defined as the average value (quantity) 

of a known thing. 

The content of the regulatory approach is to establish management standards for all components of 

general education schools - education, upbringing, etc. Priority standards in the activity of 

educational institutions should meet requirements such as comprehensiveness, efficiency, reliability, 

and the possibility of prospective application in space and time. 

In the modernization of education, the complexity of improving the management of general 

secondary schools means the need to take into account social, economic, scientific-technical, 

organizational, pedagogical, psychological and ecological features and their interactions in the 

process of providing educational services. Therefore, in the conditions of education modernization, it 

is appropriate to determine demographic, ethnographic, qualification and other aspects in improving 

the management process of general secondary schools. In the process of conducting the research, it 

was determined that it is necessary to form a pedagogical team with the participation of specialists of 

different ages in order to effectively organize innovative activities. After all, young teachers tend to 

actively apply various innovative technologies to the educational process, but in most cases, they do 

not always successfully achieve educational goals due to their lack of pedagogical skills and 

sufficient life experience. 

In innovative management, mutual integration between general education schools and social 

organizations is manifested in: 

1) establishing mutual cooperation between heads of institutions, management staff, pedagogical 

team, management bodies, student self-management bodies, subject teachers, students and their 

parents; 

2) strengthening interactions between different management levels, that is, joint management of the 

activities of general education schools - according to this, all members of the general education 

school team are actively involved in the process of decision-making and adoption. Collaborative 

management primarily involves planning activities. In strengthening the interaction between 



 

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management levels, it is necessary to take into account differentiation, individualization, rights and 

powers of self-management bodies, demandingness, collective and creative nature of activity; 

3) to achieve high efficiency in the activities of management bodies by organizing temporary 

creative groups (for example, scientific-methodical council, expert panel, etc.) on the basis of mutual 

assistance provided by the public. 

In the conditions of modernization of education, the priority of pedagogical support in improving the 

management process of general secondary schools helps each member of the team of the educational 

institution to realize their internal potential. Promotion should be carried out by establishing an 

attitude based on humanitarian ideas among all members of the institution's team. 

It is natural that pedagogues who are encouraged for their talent and effective work will work better, 

be devoted to their profession, and show love to students. Constant encouragement of gifted students 

creates educational activity in them. Educational or educational activity is the main factor of 

thorough assimilation of scientific knowledge. 

Taking into account the specific situation in improving the management process of general 

secondary schools in the conditions of modernization of education helps to objectively evaluate 

specific efforts and effective activities. By considering a specific situation, it becomes possible to 

analyze the suitability of different management methods. 

In the researches of M.Mirkosimov, "management methods" are expressed in the form of 

"management methods", and their essence is explained as follows: management methods are for 

teachers, educators, technical staff, in general. It is a tool for influencing the school team, and these 

tools ensure the coordination of the activities of these employees and teams in the process of 

achieving the set goals. 

That is why it is important for school leaders to choose the right management methods and use them 

correctly in the organization and implementation of internal management. 

Management methods are derived from existing relationships within the school, such as educational-

educational, financial-economic, classroom and extracurricular activities, various cooperative 

activities of the school, work with the team of teachers.
3
 

At this point, the author offers the following methods of management: 

1. Organizational and administrative methods of management. 

2. Social-psychological methods of management. 

3. Legal methods of management. 

4. Direct instruction methods of management. 

5. Methods of using incentives in management. 

6. Methods of moral development of personnel. 

7. Monitoring method in management. 

8. Conversation method in management. 

9. The method of analyzing school documents 

According to Yu. V. Vasiliev, the methods of pedagogical management consist of activating the 

object of management, organizing the activities of students and teachers, directing their activities, 

organizing control over them, etc., and correspond to the methods of organizing the educational 

process.
4
  

Due to the large number of internal and external factors, it is impossible to choose a single method 

that is convenient for improving the management process of general secondary schools in the 

                                                                 
3
 Medynsky V.G. Innovative management / Textbook. – M.: INFRA-M, 2002. – 210 p. 

4
 Vasiliev YuV. Pedagogical management at school: methodology, theory, practice. - M .: Pedagogy, 

1990. - 143 p. 



 

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conditions of modernization of the education sector. The most effective methods allow to achieve the 

educational goal set by general education schools. In pedagogical science, there is no single point of 

view regarding the classification of methods that are considered effective in managing the innovative 

activities of educational institutions. For this reason, the author of the study puts forward the 

proposal that in the classification of methods effective in improving the management process of 

general secondary schools in the conditions of modernization of education, the methods representing 

the influence of management subjects on the object should be taken as a basis. That is: 

1. Organizational-administrative methods with a mandatory nature (study of regulatory documents 

and quick management methods). 

2. Economic methods (formation of a salary (wage) system according to the quality and efficiency of 

professional activity; incentives (setting awards, paying additional fees to the basic salary, 

introducing social service payments, granting preferential loans, preferential insurance of the 

property and life of pedagogues, fines system application, etc.). 

3. Sociological methods (test, questionnaire, timing, interview, question-and-answer, interview). 

4. Psychological-pedagogical methods (studying the psychological portrait of a person, determining 

the motivation of needs, conducting monitoring, direct observation; moral stimulation of pedagogues 

(rewarding with praise and honors, badges, presenting valuable gifts, etc.). 

5. Forecasting method (implementation of educational plans and prediction of activity results). 

Based on the opinions expressed above, it can be noted that the principles of improving the 

management process of general secondary schools in the conditions of modernization of education 

do not repeat each other, but serve to illuminate various aspects of this process (in particular, 

innovation, marketing, acceleration of information exchange in the social environment, social 

adaptation, etc.) . 

In general education schools based on administrative management, the leader is the "sole governor" 

and important decisions are made only by him. One of the important characteristics of a leader in 

educational institutions that implement innovative activities is his support for innovations, 

stimulation of creative activities of teachers, and support of talented students. 

Thus, in the context of the renewal of society, encouraging the organization of innovative activities 

by educational institutions is considered an important socio-pedagogical necessity. In the conditions 

of modernization of education, the selection of effective principles in improving the management 

process of general secondary schools and acting in accordance with them not only increases the 

effectiveness of education, but also ensures the successful implementation of the social order set by 

the society to educate a complete person and a qualified specialist. 

References: 

1. Quality management education // Ed. M.M.Potashkin. - M .: Pedagogical Society of Russia, 

2001. - 448 p. 

2. Potashnik M.M. How to develop pedagogical creativity. - M .: Pedagogy, 1987. - 111 p. 

3. Medynsky V.G. Innovative management / Textbook. – M.: INFRA-M, 2002. – 210 p. 

4. Vasiliev Y.V. Pedagogical management at school: methodology, theory, practice. - M .: 

Pedagogy, 1990. - 143 p. 

5. Juraev R.Kh., Turgunov S.T. Talim management. - T .: 2006. - 263 p. 

6. Khasanova G. K. THE ESSENCE AND SIGNIFICANCE OF THE CASE-STUDY METHOD 

IN THE EDUCATIONAL PROCESS //Oriental renaissance: Innovative, educational, natural and 

social sciences. – 2022. – Т. 2. – №. Special Issue 20. – С. 778-782. 

7. Khasanova G. K. THE NEED FOR TECHNOLOGY IN THE DESIGN OF THE 

PEDAGOGICAL PROCESS //Oriental renaissance: Innovative, educational, natural and social 

sciences. – 2022. – Т. 2. – №. Special Issue 20. – С. 95-100. 


