Organizational and managerial context of project-based learning development in higher school

The article is devoted to the study of the organizational and managerial context of the development of project-based learning in Russian universities. The sample of the study is represented by twelve universities of different types (federal, research, reference) Volga, Ural, Siberian and Southern Federal districts. Based on the traditional analysis of official documents posted on the official websites of universities, an assessment of key aspects of university policies in the implementation of project-based student education was carried out, reflecting the development of the organizational infrastructure of the analyzed practice and forming an environment of social interaction between students, teachers, curators, employers and representatives of educational management. The development of assessment tools was based on the methodology of systemic, organizational and managerial, process, situational and temporal approaches. The purpose of the study is to analyze the organizational and managerial context of project–based education in Russian universities.It is established that the institutional practices of implementing project-based learning in the universities under study have different resource capabilities and are implemented along different trajectories that have their own logic. The study recorded that in the information space, and accordingly in the organizational and managerial environment, diversity is represented in determining the goals and effectiveness of project training. The demarcation lines in the existing organizational and managerial models are strategic forks that ensure: the mass or selectivity of project-based education in universities; orientation towards educational and/or product results; integration of project-based learning into the educational process or the implementation of students' project activities beyond their educational activities. The dependence between the organizational design of project training and its resource provision – regulatory, personnel, and information support is revealed. The scale and intensity of managerial innovations associated with the transition of the educational process to project-based learning formats are more typical for universities included in the “Priority-2030” university development program. They determine not only serious institutional and organizational changes, but also the transformation of social interaction practices in higher education.

higher school, university management, Priority-2030, project-based learning, organizational and management models