Quality management system in state and local authorities (concept and implementation project). Authorities: development of quality management systems Quality management in public authorities

Consequently, in the authorities, the ideas used in business about the effective organization of activities, including the elements of the quality management system, are applicable.

The quality management system is a management philosophy that focuses the overall management of an organization on the ideology of quality as the highest strategic goal. With this understanding, product quality assurance becomes not only the task of special services, but affects the organization of activities in all functional areas of management. The modern concept of organizing business activities, the integral expression of which is the ISO9004: 2000 standard, considers quality as the main factor in the competitiveness of a business, emphasizes the direct relationship between the quality of products and services of an enterprise and the quality of organization of its activities and states that "for successful management and management of a company, it is necessary systematic and visual management ”.

The requirements of the ISO 9000 series of standards have evolved since 1987 along with the evolution of ideas about the desirable ways of doing business for success. Any organization that sees its purpose in providing services demanded by consumers must follow the same path in its development. That is, in the course of improving its activities, it repeats the change of management paradigms that form the basis of quality management standards (see Table 1).

Table 1. Stages of transition to a modern management model and development of ISO 9000 standards

Stages of the organization's transition to an effective management model	Development of quality management standards
1. Initial structuring of activities based on a matrix model. Processes are identified in a "minimized" form - in the form of a "tree of functions", responsibility for their implementation is distributed.	Functional management through distribution of responsibilities
2. Horizontal description and optimization of "key" processes (as a rule, the processes of the life cycle of the provision of products and services, as well as basic management loops).	Element-wise approach to process management - 20 key processes have been identified.
3. Accurate formalization of mission and strategies. Transition to management of a dynamically changing structure and system of processes based on strategic intent and striving for excellence	ISO 9000: 2000/2008 Orientation to the principles of quality management as the basis of the strategy. Implementation of the philosophy of "continuous improvement" of activities and sustainable development

Compliance with ISO 9000 standards means that the achieved level of management meets a minimum set of standardized requirements that guarantee the production of products of predictable quality, and this, in turn, determines the competitiveness of the business system.

The competitive advantage of nations, according to the World Bank experts, in the modern world depends on the quality of public administration, and therefore our "super corporation" must become a client-oriented firm through systemic improvements.

Due to the similarity of business systems and government bodies as “producers” of certain types of products (services), the setting of quality management systems in them is based on common approaches.

Let us consider these approaches in the context of the stages of management development presented in Table 1.

Establishing a quality management system (QMS) at the first stage
in business begins with a description of the existing activities of the organization ("as is") in the format of the organizational-functional model.

The presence of such a description allows:

systematically represent the activities of the organization - to unambiguously record all types of products and services, functionality (key processes in a "collapsed" form) and the existing organizational structure;
compare the activities of the organization with the requirements contained in the standard
ISO 9001: 2000 and identify areas of optimization in structure and function.

For the authority at the first stage of setting quality management it is necessary to perform:

clarification of the state functions performed by this body (creation of a register of functions);
clarification of the list of provided public services (creation of a register of public services);
identification and certification of key administrative processes that ensure the work of the authority.

Then it becomes possible to analyze the existing organization of the activities of the authority for compliance with the requirements contained in the ISO 9001: 2000 standard and identify areas that require optimization.

Further work on the creation of the QMS ensures the transition of the organization from the “as is” state to the “as it should” state in order to eliminate the identified inconsistencies. In fact, the organization should undergo a systemic restructuring of activities aimed at setting and documenting the required system of processes.

At the second stage of QMS development enterprises perform a horizontal description of key processes - the processes of creating products and / or providing services. In addition, the basic processes in the supporting functional areas of management (marketing, financial management, logistics, etc.) are described and the initial optimization of processes is carried out using standardized techniques.

In the authorities at the second stage of the development of the QMS, it is necessary to carry out a description of all the processes of providing public services and performing public functions in the sphere of jurisdiction of the authority. There are already legal grounds for this. In addition, a description of the key supporting processes of the authority itself must be completed. If for ISO 9000: 1994 enterprises 20 key processes are defined that are recommended for description within the framework of setting up a QMS, then between the authorities there is much more in common in organizing activities than between enterprises even in the same industry. Consequently, for public administration, it is possible to determine the key processes that will be described in the framework of setting the QMS. The same optimization techniques can be applied to these processes.

At the third stage of QMS development its scope includes the processes of setting goals, and the system of processes gains the ability to rapidly change in accordance with a proactive strategic plan. The ISO 9000: 2000 standards contain 8 principles of quality management, as well as the requirement of “continuous improvement” as one of the regular activities. The introduction of these principles is the essence of the third stage of setting up the QMS in companies, and there is nothing in the principles themselves that would be "contraindicated" in the authorities.

Review of Russian experience

By now in Russia there are examples of QMS implementation in government bodies. However, in our opinion, these were not full-fledged implementations in the sense that it follows from the standards themselves.

Here is a description of 4 projects.

“In October 2005, the administration of the city of Shakhty in the Rostov region launched a project to develop, implement and certify a quality management system (QMS), and in April the Shakhty municipality received a certificate for compliance with the requirements of the international standard ISO 9001: 2000. In record time, the mayor of Shakht, Sergei Ponamarenko, managed not only to obtain a certificate, but also to make the management system work for the benefit of consumers, i.e. citizens. Optimization of the processes of providing services to the population was started with the most urgent (over a thousand applications of citizens per year) “provision of land plots”. The leadership of the city administration developed and introduced into the daily bureaucratic practice a procedure for accelerated passage of documents on the principle of the "green corridor".

Process flow improvements included:

elimination of unnecessary movements of the applicant between departments, some stages due to the lack of the need for their implementation, repeated requests for approval of various documents in the same service;
shortening the time required to pass documents at each stage;
combining the procedure for issuing two orders into one, repeating stages of coordinating various documents.

The process was reorganized as follows.

We took a photo of the specialists' working day. We placed service workers in the same office, having previously tested for psychological compatibility. We organized a commission visit of specialists from various departments to the sites, for which we bought a Gazelle. We created a sector for controlling the passage of legal acts in the structure of the administration. And they did what the reform of the self-government bodies gave the right to do: instead of the two orders that had been issued so far (the order approving the project of the boundaries of the plot and the order for the provision of the land plot), they began to issue one with all the resulting conciliation procedures.

As a result of minimizing the applicant's contacts with an official and shortening the time required for the passage of documents, the cost of services in the “green corridor” decreased by 40%. The principle of “one window” and tight deadlines for processing documents with the new approach made it possible to practically get rid of corruption on the part of officials. In fact, there is no one to give a bribe, there is no time and nothing for.

The plans of the Shakhty administration (despite the negative reaction of some officials to the innovations) are to open a "green corridor" for all services provided to the population by the city government. "

Please note that this is a local implementation of standards. Only one process has been certified - "the provision of land plots, and not the entire activity of the Shakhty mayor's office.

Second example.

“Currently, in the Chuvash Republic, at the expense of the federal budget, as part of the administrative reform in 2007, a project is being implemented to develop, implement and certify quality management systems that comply with the international standard ISO 9000 or the national standard GOST R ISO 9001-2001, in the executive power and local government of the Chuvash Republic. Its implementation will allow introducing a quality management system in all executive authorities of the Chuvash Republic and administrations of urban districts and municipal districts. Until August 31, 2007, representatives of all executive authorities and local self-government will undergo training on the development and implementation of a quality management system. On August 14-15, middle managers (deputy ministers and heads of departments) of the Ministry of Economic Development of Chuvashia took part in the second stage of training on the development, implementation and certification of quality management systems. During the training seminar, the participants not only got acquainted with the theoretical part and completed practical tasks on the development of maps and algorithms of processes in the executive authorities, but also underwent testing, according to the results of which all participants will be issued appropriate certificates. With the maximum possible 12 points for the answers on the test, the employees of the ministry received high marks - from 10.5 to 11.5 points. "

Note that the participants completed practical tasks for the development of maps and algorithms of processes in executive authorities, apparently on paper, since we are not talking about the use of any software tool.

What does this mean for government?

This means that if it is necessary to make changes in the business process, this will have to be done again on paper.

And if there is a reorganization in the administration, which is often the case in government bodies, all documentation will instantly lose its relevance and will simply cease to be used.

Another example is the description of the project for the implementation of the QMS in the authorities of the Yaroslavl region.

“The project will be implemented in three stages. At the first stage, a quality management system for the regional executive authorities will be created, at the second and third stage, organizational, advisory, expert and methodological support will be provided for the creation of quality management systems in territorial divisions of federal executive authorities and local governments.

Implementation work begins with the adoption of a resolution by the Governor of the region. To determine the basic level of understanding and assess the quality of the work of the Regional Administration, a survey of its personnel is carried out according to the methods used, and in order to determine the effectiveness of work within the framework of the system, a cycle of surveys of the population is carried out in dynamics on indicators of the degree of trust in the executive authorities. Personnel training on quality management issues is conducted by a training organization that won the tender for the state order for the provision of training services ...

In structural divisions, the work on the creation of the QMS is led by their leaders, and the direct development of all necessary documents and ensuring interaction is carried out by the QMS leaders appointed by orders.

During the development of documents, several main directions are distinguished.

First, function passports are issued for all public services provided and functions performed. The experience of this work is available. Certification of functions in the Regional Administration will allow conducting a primary analysis for duplication, reduction and the possibility of transferring it to non-governmental organizations for execution. Passports that have passed the analysis are the basis for approving the register of public services and state functions of the Regional Administration.

Secondly, in the process of development directly in structural divisions of administrative regulations for the provision of public services and administrative regulations for the execution of public functions, there will be a secondary screening of services and functions for which administrative regulations cannot be created. Consulting and examination of the developed documents will be carried out by quality auditors assigned to departments. Pilot samples of administrative regulations and methods for their development have already been created in the Department of State Regulation of Economic Activity.

The quality and timeliness of the entire complex of work on the project will be facilitated by the collections of normative legal documents, standards, methodological instructions purchased for each division. All developed documents of the quality management system are combined into a single electronic library of the quality management system of the Administration of the Yaroslavl region. "

Note that in the financial plan of this draft, the articles "Increase in the value of fixed assets" and "Increase in the value of intangible assets" are equal to zero. This means that the created QMS will not be supported by special software. A single electronic library does not count, since it is just a repository of what is sent to it. Here everything is done not on paper, but in files, but there is no possibility of their synchronous change, because an electronic model of interaction between the subdivisions of the authority was not built.

And one more project of setting quality management in government bodies.

“The Ministry of Economic Development and Trade of the Russian Federation became the first ministry to certify its Quality Management System.

On September 10, 2004, Deputy Minister of Economic Development and Trade of the Russian Federation A. Sharonov took part in the ceremony of awarding certificates of conformity of the Quality Management System (QMS) of the Ministry of Economic Development of Russia to the requirements of the international standard ISO 9001: 2000 and the standard GOST R ISO 9001-2001.

Since April 2004, the Ministry of Economic Development of Russia has been working on the implementation of the QMS in the New Economy Division of the Corporate Governance Department of the Ministry of Economic Development of Russia. The scope of the Quality Management System is the activity of the Ministry for the implementation of the Federal Target Program "Electronic Russia" in the part assigned to the Ministry of Economic Development of Russia.

In June 2004, the certification association audited the Quality Management System of the Ministry of Economic Development of Russia for compliance with the requirements of the international standard ISO 9001: 2000 and the standard GOST R ISO 9001-2001. During the audit, minor inconsistencies in the QMS of the Ministry were revealed. By the beginning of September, all inconsistencies were eliminated, and the certifying body made a decision to issue certificates on the conformity of the Quality Management System of the Ministry of Economic Development of Russia to the requirements of these standards.

The Ministry's QMS is based on the software product DocsVision "Quality Management", a corporate system based on the DocsVision electronic document management platform, which solves the problems of building, supporting and developing an organization's Quality Management System. "Quality Management" performs the functions of managing the QMS processes, and also solves the complex task of office automation, including the issues of creating, routing and executing documents, maintaining an electronic archive and organizing office workflow.

Today, the area of \u200b\u200bdistribution of the QMS is only one of the activities of the Ministry - project management of the federal target program "Electronic Russia (2002-2010)", in the part assigned to the Ministry of Economic Development of Russia.

According to the deputy. Department of Corporate Governance of the Ministry of Economic Development of Russia Ts. Tserenov, the need to implement and use the latest developments in the field of quality management arose several years ago, at the beginning of work on the Federal Target Program "Electronic Russia". “Then we were faced with the fact that only 6 employees of the Ministry were allocated for a huge number of FTP projects,” Tserenov said. “We were forced to look for ways to optimize not only the process of implementing the program, but also to control the quality of the results obtained, to assess the effectiveness of our activities. Clear operating procedures were needed at each stage so that the mechanism worked like a clock. The introduction of the QMS will allow us to better carry out work on the projects of "Electronic Russia", to show the best results of the Department's activities. Already now, the use of the QMS with a general improvement in the quality of work allows you to save time spent on one project up to 5-7 times. With the receipt of quality certificates, work in this direction has just begun: every six months, independent international certification organizations will regularly check the Department for compliance with the Ministry's QMS to these standards.

Note that this was also a local implementation. Only one process has been certified - project management under one of the many FTPs, and not the entire activity of this ministry.

Thus, the following is typical for projects for the implementation of QMS in government bodies in Russia:

locality of implementations (QMS affects one or several processes),
backward technologies for implementing QMS - either by unrelated files of an electronic library, or without an information technology platform at all, QMS documents are created on paper.

Meanwhile, one of the ideas that underlies modern ISO9000 standards goes back to the judgments of the ideologist of quality systems E. Deming about the priority of systemic tasks to achieve high quality products.

That is, the QMS should "capture" all the key processes of the authority. It is a management system based on a well-structured and up-to-date package of documents. Taking into account the fundamental principle of “continuous improvement”, the business organization model incorporated in the ISO 9000 standards is fundamentally unrealizable without the use of information technology. There is a lot of necessary documentation in the QMS, and the constant correction of the document system "manually" turns into an "unsolvable" problem.

What software tools are best used to create, implement and maintain a QMS?

The main tasks that need information support in the formulation and regular functioning of the QMS are "organization of activities", support of "system and process approaches" as methods of managing an organization, be it a business or a government body. This is what the standard says.

This means that you need to represent the activities of the enterprise in the form of a model of interrelated processes:

processes focused on customer satisfaction,
processes supporting this activity,
management processes.

Then, eliminate the identified inconsistencies with the ISO 9000 standard and fix the optimized processes in the system of management regulations.

This approach is carried over to the authority as follows.

Let us imagine public administration as the governing system of the Russian Federation - a complex socio-economic system with goals, resources and surrounded by other countries-systems that create restrictions.
This governing system, in turn, consists of other complex systems - federal authorities and authorities at the level of a constituent entity of the Russian Federation. Authorities as a system consist of their subdivisions, have regular functions and business (administrative) processes, some of which begin and end within the authorities, and some of which go out into the external environment. These are the processes of interaction with other authorities and citizens. To give a complex system the ability to achieve its goals, it is necessary to streamline the key interactions, and for this it is necessary to “see” them in the system. This means that the system must be accurately represented in its essential features. How to do it?

It is known from systems theory that the only way to cognize and transform complex systems is modeling. Modeling has long been used in the practice of US government, where the standard for the national development management model was legally approved, and this model is implemented in IT solutions.

A similar approach was recognized as promising in Russia. Within the
Federal Target Program "Electronic Russia" 2004-2006 developed the necessary methodological and instrumental means. To increase the transparency of public administration, it was proposed in each government body to have in electronic form a complete system model, reflecting all essential aspects of activities in an explicit form (administrative model). In the future, these models are integrated into the complete model of the Russian public administration system. In 2006, by order of the Ministry of Economic Development of Russia, an IT solution was created to support administrative modeling. This software tool was named GOS-Master 2.0, and according to the terms of the state contract for its creation, it is freely available.

As a result of building and optimizing the model of the government
using the GOS-Master 2.0 program, an administrative model “as it should be” will be obtained, in which all the main aspects of the organization of activities will comply with the requirements of the ISO 9000 standard. The QMS of a public authority will be reflected in its administrative model, which will allow issuing the entire package of necessary documents regulating activities (implementation of the powers established by the authority), which is one of the basic requirements of the ISO 9000 quality management standards.

Thus, a modern solution that makes it relatively easy to solve the problem of "creation and constant updating" is to support not a system of interconnected documents, but organization information modelswhich will generate the required documents. In addition, thanks to the technology of creating documents from a single model, they will not contradict each other.

The use of the GOS-Master allows, when creating and further supporting the QMS in a government body, to move to the implementation of the management approach: “model management instead of document management”.

For IT support of the QMS, you also need a tool for managing the documents created from the model, bringing them to the employees who use them in their activities. These are systems of the EDM (Electronic Data Management) class. In the QMS, they are entrusted with the functions of identifying status, storing documents, managing documents on the way from one user - an official to another, with the ability to control their movement with the fixation of all changes and accompanying resolutions.

The importance of these tasks for the QMS also directly follows from the requirements of the standard. GOS-Master integrates well with such a specially created EDM system as E-Master. This system complements the Intranet / Internet sites of the organization (or they can be built on its basis).

The main purpose of the E-Master:

support for the development and monitoring of organizational and administrative documents, including QMS documents;
storage of electronic versions of documents, identification of their status and work with them, taking into account user access rights.

This method of storing updated QMS documents not only makes them available to employees, but also allows you to fulfill such a requirement
ISO 9001-2000 as clause 5.5.3. "Internal exchange of information". According to this requirement, "top management should ensure that the organization has appropriate processes for communicating between different levels, departments and employees on the quality management system processes and their effectiveness."

But in Russian practice, there are no projects for setting up a QMS on a scale of the entire state body using special software that simulates its activities on a modern information technology basis, perhaps because it is not very unknown that such means exist.

Project for setting up the QMS

The stages of the project for setting up the QMS in the executive authority (OIV) on the information technology platform using the GOS-Master software and methodological complex are presented in Table 2.

Table 2. Contents of the project for setting up the QMS in the OIV

	goal	Result
Preparation for the project
Conducting seminars for senior and middle-level civil servants. 1. About the standards ISO 9000-2000. 2. Technologies and tools used in the creation and operation of the QMS. 3. About the plan of the QMS project in the OIV	Acquaintance with modern technologies of quality management. Formation of a sense of responsibility for the implementation of the project.	Personnel who have mastered the concept of quality. Potential project participants from the OIV, who understand the composition and methods of solving problems
Training the participants of the working group in methods of working with the GOS-Master 2.0 program	Training of specialists who will maintain a system of quality documents	Trained staff
Project planning Formation of the updated scope of work, the composition of the working group, the schedule for the development of the QMS and its approval by the management of the OIV.	Coordination of the plan - project schedule	QMS creation plan
Project implementation
Building an initial organizational and functional model of the IW. Identification and initial certification of the IEP process system and its comparison with the requirements of the ISO9000 standard	Determination of the deficit of functions, processes, documents	Initial process specifications. Requirements for their optimization
Building a strategic model of IW. Development of a quality policy, a tree of goals, a preliminary system of quality indicators for processes and methods of their measurement	Creation of a communication mechanism between the strategic and process management levels	Formalized system of strategic objectives of the IW, operational goals and process indicators.
Building a process model of the IOP Assessment of the maturity level and development of process models: determination of goals and indicators, information support mechanisms, certification and documentation of QMS processes	Complete identification and necessary development of the process system	Administrative model of OIV, which meets the requirements of ISO 9000 standard
Development and implementationa complete set of QMS documentation using an electronic model. Delivery and configuration of a document management system and information portal (E-Master).	Implementation of a system of QMS documents in accordance with ISO 9001: 2000 requirements	A complete system of regulations of the OIV. Including documented procedures for all key processes QMS documentation available for maintenance and use.
Final preparations for certification
Training of the Quality Commissioner and Internal Auditors	Availability of a specialist in the field of quality management. Creation of a group of auditors to launch internal audit processes	Certified specialist in the development, maintenance and improvement of the QMS. Trained group of employees (2 people)
Trial operation of the QMS, internal auditon meeting the requirements of ISO 9001: 2001 and corrective actions based on their results: elimination of deviations identified during the trial operation of the QMS	Checking and testing the functioning of the QMS of the OIV	Effectively functioning QMS
Final audit of documentation and preparation for QMS certification. Selection of an independent certification body.	Achieving the suitability of the created QMS for certification	Application for QMS certification

A fundamental feature of the proposed project: the use of the Russian software GOS-Master2.0, created specifically for the authorities, corresponds to the course of the country's leadership to reduce dependence on foreign software manufacturers.

Performance Improvement Guidelines

Resolution of the Government of the Russian Federation of November 11 2005 year ... N 679 "On the procedure for the development and approval of administrative regulations for the execution of state functions and administrative regulations for the provision of public services." The text of the resolution was published in the Collected Legislation of the Russian Federation of November 21 2007 year ... N 47 Art. 4933

Report early. of the Administrative Reform Department of the Department of State Regulation in the Economy of the Ministry of Economic Development of Russia M.V. Parshin at the meeting "On the results and prospects for the implementation of administrative reform at the federal and regional levels", held on February 2, 2007.

See: O. Goncharova. Improving the quality of municipal services is a time requirement! // Standards and quality. - 2006. - No. 10. - P. 78, 79 ..

The world science in the field of management has been developing for many decades, offering more and more new models and management tools in order to improve the quality of products and services, to more effectively manage the goals of the organization and its costs. With the accumulation and development, this knowledge has become in demand in government bodies. The advanced countries, concerned about the growing interstate competition, on the one hand, and the need to effectively manage social problems, on the other hand, began to actively seek systemic solutions that would improve the quality of the work of institutions of all branches of government. So the solutions offered by the international standards of the ISO 9000 series began to come into the sphere of public administration.

Considering that one of the main tasks of the International Organization for Standardization (ISO) is the analysis and generalization of best practices in the field of management, the authorities received additional innovative models - tools for the development and improvement of their activities and improving the quality of services provided.

The most common standards, models of which are used by authorities and local governments around the world, are: ISO 9001: 2008 (quality management); ISO 14001: 2004 (environmental management); SA 8000: 2008 (social responsibility); ISO 27001: 2005 (information security); OHSAS 18001: 2007 (Occupational Safety and Health), IWA 4 (Recommendations for the application of ISO 9001 in local governments).

In addition to the above standards, there are a number of national ones, the models of which are successfully implemented by the authorities and local self-government. The Australian standards of the AS 8000 series can serve as a striking example of such national standards. However, the most popular is the model of quality management systems based on the requirements of the ISO 9001: 2008 standard.

ISO 9000 series standards are distributed in more than 90 countries around the world, hitting the Guinness Book of Records as the world's most used standard in the field of management systems.

The growing popularity of the ISO 9000 series in the service industry is clearly visible in the annual reviews of the management system certification market conducted by ISO. For example, back in 2005, about 33% of ISO 9001: 2000 certificates were issued to service organizations.

There is a growing number of government and local governments among service organizations using the ISO 9000 Series.

According to IQNet (an international network of certification bodies, www.iqnetcertification.com), there are about 3,700 organizations in the register with the EA 36 code (public administration), of which more than half are local governments. Of these, 634 certificates were issued in Italy, 198 certificates in Spain, 120 certificates in Switzerland, 49 certificates in Germany, and 84 certificates in Portugal.

The ISO 9001 standard is already familiar to Russian organizations in the field of public administration, this mainly concerns local governments, but in terms of the number of certified organizations, Russia lags far behind many countries.

Most municipalities are certified in the US, including state capitals. The introduction of quality management principles in the US government made it possible to carry out a well-founded program to reduce the number of civil servants. The President's Quality Award Program has been running since 1988 to promote the sharing of best practices and management strategies between federal agencies and local governments. state governments and private sector organizations to develop systematic approaches and methodologies for assessing, analyzing and planning performance improvements.The program includes two awards: the Presidential Quality Award and the Quality Improvement Award. The President's Quality Award is similar to the National Award for Quality quality of Malcolm Baldrige, its criteria have been finalized taking into account the specifics of government agencies.

The standard is widely used in Japan, where most of the local governments of prefectures and administrative districts are certified. ISO 9000 series standards are being actively implemented in Poland and Israel.

The introduction of these innovative models leads to the satisfaction of the population's requirements for the quality of municipal government and authorities. The innovative ISO 9001 model has become widespread among local governments in Australia. In many cities of the CIS countries - Kazakhstan, Belarus, Ukraine - there is experience in applying the ISO 9000 series standard.

Implementation of ISO 9001 standard in government bodies, modernization of the Standard.

Analyzing the requirements of the international standards ISO 9000 series, it can be noted that a number of requirements should be clarified, taking into account the specifics of the public service.

By introducing a quality management system in public authorities, it is necessary to solve at least three main tasks:

1. Create a system of public administration focused on the citizen, perceiving the citizen as a customer of public services, lay down appropriate mechanisms for assessing the effectiveness of such a system.
2. Create a system capable of self-development, change.
3. Implement the principle of an open, transparent system. For this, in addition to the implementation of the requirements of the ISO 9001 standard, its corrections and adaptation are necessary.
1. In the area of \u200b\u200bpolitics, it is advisable for the authority to have two interrelated policies:
- - policy in the field of public administration quality;
- - personnel policy.

The main problem of the public administration system is the low quality of civil servants and the inability to effectively solve the problem of professional growth and personnel development. Human resources are the heart of the system. The quality of the frames determines the quality of the system.

The progressive minds of modern management are increasingly talking about the management of not processes, goals, but values. The point is that if the company employs indifferent people, then whatever goals you set, there will be no success. The situation was aggravated by the fact that over the past 70 years people have changed qualitatively. With the emergence of the middle class, people who earn not by physical labor, but by mental labor, an important process was launched in the modern world, namely: people began to think en masse. This is how the key event happened - the employee ceased to be a pure resource, he became a value. And it has become extremely difficult to manage such employees with simple motivational tools in the form of a social package and salary, and in the segment of the most talented specialists it is almost impossible.

Improving the activities of state institutions and local governments. StandardsISOand innovative models. Foreign experience of practical application of quality management principles in management bodies.

The development of management science has been going on for decades. New tools and models of effective management are being developed, allowing for more effective management of the goals and costs of organizations, steadily increasing the quality indicators of services and products. At the same time, the accumulated experience and knowledge in the field of advanced management is becoming more and more in demand in state authorities and local (municipal) self-government.

The growing interstate competition and the need to effectively manage problems in the social sphere stimulate progressive countries to actively search for systemic solutions that ensure high quality work of all branches of government. Obviously, in such conditions, the sphere of public administration, interested in the development and improvement of its activities, could not stay away from the innovative models proposed by the International Organization for Standardization.

Similarly to business, municipal and state administration bodies in various countries of the world, first of all, give preference to standards that determine the requirements for quality management systems (ISO 9001: 2008), labor protection and occupational safety (OHSAS 18001), information security (ISO 27001), social responsibility (ISO 26000), environmental management (ISO 14001).

However, the undisputed leader among the standards implemented in state and local authorities is ISO 9001: 2008, which is rightfully included in the Guinness Book of Records as the most used in the world practice of standardizing management systems. The growing popularity of this standard can be clearly seen in the annual reviews published by ISO.

Quality management in state institutions and self-government bodies. USA

Today, most of the municipalities (including state capitals) in the United States are certified. Thanks to the introduction of the QMS, the number of civil servants in the state apparatus has been significantly reduced on the basis of a well-founded program.

Since 1988, there has been an annual President's Quality Award Program. The prize is awarded to the most effective organizations in the Federal Government. The key goal of the program is to stimulate the development of systematic methodologies for assessing and planning improvements in the performance of federal agencies, state governments, local governments and organizations representing the private sector, as well as to facilitate the exchange of best practices in their application.

Two prizes are awarded as part of the program:

Presidential Quality Improvement Award.
Presidential Quality Award.

Quality management in government agencies and self-government bodies. Japan, Israel, Poland

The principles of quality management, laid down in the ISO 9001 standard, have found wide application in the authorities of the administrative districts and prefectures of Japan, which contributed to an increase in their efficiency and authority.

Since 1999, in Poland, along with the United Nations Development Program, there has been a program called “Quality Management in Authorities”. More than 100 local government bodies became its participants. At the same time, the QMS is being actively implemented in government agencies and departments, among which the Ministry of Justice, which was certified in 2003, became the first holder of the international ISO 9001 certificate.

Serious attention is paid to the implementation of a quality management system based on ISO 9001 in state institutions and local government administrations in Israel. Studies of the effectiveness of this approach have shown that, subject to the implementation of the QMS, all employees of local government in elective positions are usually elected for the next term.

All of the above facts indicate that the innovative models offered by ISO standards allow for a high level of customer satisfaction and trust in government and local governments. Of course, the introduction of QMS in municipal and state institutions has its own characteristics. This is a complex and multi-step process. However, by adapting the requirements of the ISO 9001 standard to the specifics of the civil service, you can always achieve the desired result.

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Introduction

The third millennium poses a challenge to public administration - its structures must increase their competitiveness and efficiency, while demonstrating high professionalism and strictly following the rule of law.

It is possible to achieve noticeable results in the public sphere only with modern training of management personnel, with a conscious modernization of leadership at all levels.

The relevance of the topic of this work is the need to modernize public administration, aimed at increasing the efficiency and effectiveness of the work of government structures, strengthening their responsibility for providing quality services to the population.

This forces us to change the basic model of management in the civil service, which fulfills the main tasks of public administration.

The object of the research in this case is state and municipal administration.

The subject of the research is the quality management system and features of its application in public administration.

The purpose of the work is to consider the features of the application of quality management in state and municipal administration and to determine modern trends in the general management tactics in public administration.

The problem of improving the organizational structures and activities of public administration bodies, improving the quality of public services and the mechanism for their distribution is very urgent, since due to the inability of the bureaucracy to respond quickly and effectively to the challenges of today and especially tomorrow, power is alienated from civil society and distrust of various social strata.

management state standardization

1. Implementation of the quality management system in state and municipal administration

ISO 9000 series standards are distributed in more than 90 countries around the world, hitting the Guinness Book of Records as the world's most used standard in the field of management systems.

There is a growing number of government and local governments among service organizations using the ISO 9000 Series.

Implementation of ISO 9001 standard in government bodies, modernization of the Standard.

Analyzing the requirements of the international standards ISO 9000 series, it can be noted that a number of requirements should be clarified, taking into account the specifics of the public service.

By introducing a quality management system in public authorities, it is necessary to solve at least three main tasks:

1. Create a system of public administration focused on the citizen, perceiving the citizen as a customer of public services, lay down appropriate mechanisms for assessing the effectiveness of such a system.

2. Create a system capable of self-development, change.

3. Implement the principle of an open, transparent system. For this, in addition to the implementation of the requirements of the ISO 9001 standard, its corrections and adaptation are necessary.

1. In the area of \u200b\u200bpolitics, it is advisable for the authority to have two interrelated policies:

Public administration quality policy;

Personnel policy.

2. Monitoring customer satisfaction.

This process requires a radical rethinking. Over the past seventy years, this monitoring has mutated from the area of \u200b\u200b“satisfaction of needs” to the area of \u200b\u200b“creation of needs”.

How to form a new understanding of values, develop them, manage them are questions that require serious study, research, but most importantly - practical implementation. Perhaps this is the most important issue in modern society.

In this regard, it is necessary to deeply study the nature of needs, to form new concepts and methods for analyzing needs, at least, it is necessary to monitor not only satisfaction, but also the dynamics of the development of consumer well-being. Well-being in a broad sense: mental, material, well-being of relations with both the authority itself and the environment. In addition, it is important to describe the consumer groups.

A huge problem of modern management, business, government authorities is that only those groups that create demand, reputation or regulate activities (buyer, media, government authorities) are perceived as consumers. Rarely does anyone go beyond these categories, forgetting that the world does not end there. So, few people understand that nature is an environment that can also be regarded not only as a supplier, but also as a consumer; it has its own demand from a person. Perhaps the elements of ISO 14000 are needed in the formation of quality management systems in government bodies.

The authorities need to introduce a separate chapter describing the types of consumers with an indication of the hierarchy of consumers, taking the citizen to the first place, and all the rest - to the second: business entities, authorities (executive, legislative, judicial authorities, government apparatus, the President, territorial representations of authorities ), The media, non-profit organizations, the international community.

At the same time, the citizen himself must be correctly described, highlighting various groups of citizens according to social characteristics, age, gender.

In this regard, it is necessary to reform the approaches to monitoring the satisfaction of all consumer groups. So, for a citizen, it is necessary, first of all, to evaluate the data obtained from a direct survey of citizens who have come across with the authorities, then, according to the degree of importance, there are polls of citizens who have not encountered the authority, and then all the rest. The respondent must be described throughout the "classics" of sociology, that is, disclose the quality of a citizen (education, age, employment, etc.). The results of this monitoring should form the basis for planning the work of the department and assessing the effectiveness of its activities. All these requirements must be reflected in the standard describing the quality management system for public services, as well as explained in the guidelines for its implementation.

3. Planning and analysis of activities.

There are several problems in the current system for analyzing the activities of the executive branch:

Problem No. 1: Evaluation of the work of a particular department, its head is not tied to the opinion of direct consumers of the services of this department. Conclusions on the results of work, as a rule, are based on macrostatistics; in most cases there are no estimates of the real customer of the services of the department (citizens, business).

It is necessary for the department to orientate itself to consumer requests, to the needs of citizens, to introduce methods of direct monitoring of consumer satisfaction, specific applicants, complainants, citizens, companies, with reference to specific departments of the department, heads.

Problem No. 2: as a rule, departments have a poorly developed system for analyzing the activities of a particular structural unit, a system for assessing the results of its work, there is practically no practice of publicly reporting the department on the work done for citizens.

It is necessary: \u200b\u200bto introduce process management models with the development of a system for assessing the effectiveness and efficiency of all departments. Introduce rating tools in assessing the performance of departments of the department. Introduce the practice of public reporting to citizens on the results of the year's work, with information on the direct utility of the department for the development of the well-being of citizens.

It is necessary: \u200b\u200bto create external, systemic incentives that encourage them to improve their activities: public monitoring of direct consumers; comparative ratings of departments. The entire rating system must be transparent, open and public.

Note: The problems of low quality planning of the department's activities, control of work, the lack of programs to improve the activities of departments are solved and absorbed by the above three tasks.

How to solve these problems within the framework of the development and implementation of a quality management system in the government?

First of all, it is necessary to clarify that the sections of ISO 9001, devoted to the analysis of activities and planning, should be developed and implemented for all customer groups with the definition of indicators for evaluating the effectiveness and efficiency of these groups. Evaluation of not only the effectiveness, but also the effectiveness of the authority should be considered without fail, the authority spends taxpayers' money, which means it should be accountable for spending to the “customer”. It is obvious that for the authorities (as well as for any organization) the integration of ISO 9001 and ISO 9004 standards is one of the primary tasks.

When developing criteria for assessing its internal divisions, the authority must form a methodology for determining the rating of these divisions. In the criteria for such a rating, it is advisable to include data on the degree of achievement of quality goals, the results of monitoring of external consumers and internal consumers.

To assess the degree of satisfaction of internal consumers with the quality of internal communications, surveys and questionnaires should be conducted, and there are two types of questionnaires: a survey of all employees and a survey of service experts - people who are the most authoritative carriers of maximum competence (as a rule, these are service management, heads of departments). These surveys should evaluate the quality of interaction with colleagues. Then the opinion of employees and experts is compared, conclusions are drawn about the presence of "gaps" in the opinion of experts-managers and ordinary employees. Often, outwardly favorable assessments of managers do not coincide with the vision of problems by subordinates, and in this contradiction it is necessary to look for the main basis for the development of the quality of interaction between departments.

For example, if in the healthcare sector the key indicators of the Ministry of Health and Social Development were precisely direct surveys of citizens who visited clinics and received (did not receive) medical care, and not statistics on healthcare costs and the opening of new diagnostic centers, then the picture would immediately become clear. Thus, the Ministry of Health and Social Development should report not only on the amount of money spent on health care, but also on quality characteristics, up to data on the reduction in the number of queues in polyclinics, the time spent by a citizen to receive services in health care, and assess the quality of work of each subordinate unit at all levels (subject , municipality).

In the United States, almost all government reports begin with theses about how and where they have improved the lives of citizens, how much taxpayers' money has been saved, etc. We should learn to focus on the main customer of public services - the citizen. It should be borne in mind that monitoring by departments of foreign countries, as a rule, is of a monetary, tax nature, for the most part does not describe the entire spectrum of a citizen's well-being. So, talking about saving taxes, they do not talk about the growth of the debt burden of citizens. That is, people are living more and more in debt. It seems that everything is normal with visible well-being: they buy cars, houses, but at the same time they lose financial independence, independence, become hostages of banks and creditors. This fact led to the crisis of 2008, when a huge number of people were unable to fulfill their debt obligations on housing loans and the house of cards of imaginary prosperity of citizens and banks and financial systems began to collapse. The conclusions highlighted by the crisis must be taken into account when forming new systems for monitoring the development of the well-being of citizens.

4. Process approach, human resource management.

The need to describe the processes is indisputable, but for the authorities it is also advisable to indicate the hierarchy of processes, highlighting the main ones. Thus, “Monitoring customer satisfaction” should become the main and mandatory process of the system. In addition, the process approach should be made not recommendatory, but mandatory for describing the organization. The process approach itself is also subject to clarification. First of all, this is due to the need to reveal the concept of "human resources". In conditions when the cost of an organization, the effectiveness of its work, efficiency increasingly depends on the human capital that fills it, and for a government body, the level of competence of an official, the level of his personal qualities completely determine the quality of public services provided (“cadres decide everything”), consider an employee of the organization only from the position of “resource” becomes insufficient for the formation of sustainable development, it is necessary to single out the Person in the Organization's Goals. “Personnel development” should be described and allocated as a separate, large process (subsystem), which, in terms of importance, occupies the first step in the process hierarchy. The approaches to shaping such a process are described below.

As a result, the general classical principle of describing the process approach will remain, but with such modernization, where the development of employees will be highlighted as the main goal, which will be reflected in process maps, organization orders and, finally, in training programs.

Based on the foregoing, the following steps are advisable to develop a personnel development system:

To define the personnel policy as the main document of the personnel development system. In the draft Personnel Policy, it is advisable to reflect the peculiarity of the approach to the development of the qualities of employees, which consists in the fact that an official must combine not only high professional, but also personal qualities!

The very idea of \u200b\u200bsynthesis in an employee of high professional and personal qualities is extremely important, and it is important to highlight it as the main one in the personnel policy of any organization, including in a government body, since only such a synthesis gives stability to the team, guarantees its movement forward. Professional lawyers, economists with low human qualities destroy the team, as well as vice versa: "company" people, without high professional knowledge for the organization are useless. Only a competent synthesis of values \u200b\u200band professional knowledge gives the sustainable development of an organization.

The organization's key approach to personnel should be clear to staff, articulated, and preferably in a clear, concise document. In the quality management system, such a "top", the main document is the organization's quality policy. To form a system for the selection and rotation of personnel (development of employees), it is advisable to develop a Personnel Policy describing the basic principles and approaches of the organization in the field of personnel management (FAS Russia has begun to develop such a system; currently, the Personnel Policy of the Service has been developed and approved).

Personnel policy should be based on the Mission and the Values \u200b\u200bof the organization, which it preaches. For example, the FAS Russia values \u200b\u200bare: cooperation, efficiency and openness.

In the appendix to the Personnel Policy, clarifications should be provided:

The values \u200b\u200bof the organization, describing what exactly we mean by cooperation, efficiency and openness;

Principles and approaches to the selection of personnel;

Principles and approaches to personnel rotation (not so much formal, within the framework of the law, but based on the policy and values \u200b\u200bof the organization);

Principles and approaches to the formation of training programs.

Such an explanation is very important for both new and existing employees, it forms clear rules, allows you to understand your position in this system, assess the opportunities for your growth and the requirements that allow you to achieve such growth.

The implementation of personnel policy should be carried out through the development of plans, programs in all its areas: development of professional skills and knowledge; development of values, personal qualities. Targets (quality objectives) should be set for these plans and programs. Analyze the achievement of these goals, develop proposals for improving work in these areas.

Thus, two Policies (Policy in the field of quality management of public services and Policy in the field of personnel management) will be adopted as key documents of the organization, which is a logical and integral approach. The policies should be linked to each other and form a single integral quality management system.

The Concept should include the need to solve three key tasks on the basis of training centers:

1. Development of professional knowledge in the field of execution of state functions.

2. Development of personal qualities based on the values \u200b\u200bof the organization.

3. Formation of knowledge in the field of public administration management, based on the developed quality management system.

The synthesis of these three training areas will allow you to get an employee of the required quality, a professional, a modern leader in the field of public administration. For each of the areas, both academic training and research work should be carried out.

5. Information transparency, organization of work with the Consumer.

This is one of the key points. Departments, as a rule, are closed for information: websites are weak; press conferences are rare; solutions and explanations are not posted on the site; expert advice either does not work at all or is weak; meetings with external experts, representatives of economic sectors, small and medium-sized businesses of all levels, public, non-profit organizations are either rarely held, or key, most complex issues affecting their life and development are not discussed with them. Meanwhile, all these people, organizations are consumers of public services, and building active interaction with them should be one of the main tasks of the department.

The requirements for the information transparency of the department should be identified and spelled out, including as part of monitoring customer satisfaction.

Conclusion

For the development and implementation of a quality management system, adaptation of ISO 9001 requirements to public service, it is advisable:

1. Introduce the section “Principles of public service quality management”. In this document, set out the meaning and philosophy of the system in relation to the authorities.

2. Clarify terms and definitions. Describe new terms needed to clearly describe the quality management system for the authorities.

3. Expand the section on the Policy, describing the need for the formation of two policies: in the field of quality management of public services and in the field of personnel development. Moreover, for each policy, describe its own list of requirements. So, for personnel policy, this will be an indication of the need to manage and develop two areas of competence: professional knowledge and skills, and personal qualities. As an application, there should be a code of ethics of a civil servant, a set of values \u200b\u200bthat are subject to constant updating.

4. Introduce the section "Consumer of public services". In it, it is more clear to describe the hierarchy of consumers, highlighting the citizen as the main customer of the system, and the rest after him. In this regard, make an adjustment to the Customer Satisfaction Monitoring, indicating the monitoring priorities in accordance with the customer hierarchy. Determine the principles, approaches and methods of interaction with the external environment, based on the task of "transparency and information openness" for applicants, citizens of the Russian Federation.

5. Expand section 6 in terms of human resources. Describe the employee not only as a resource, but also as a goal of the organization, indicating that employee development belongs to the first level of the organization's tasks, along with the main goals in the field of quality. In the same section, describe the principles of organizing work with personnel, describing them as internal consumers of the system.

6. Expand the concept of the production environment, highlighting the concept of corporate culture, psychological climate, giving a list of recommended methods and approaches for the formation and creation of this environment.

7. Clarify the requirements for planning and analysis of activities with the development of necessary clarifications on the specifics of the analysis of the activities of executive authorities, determination of the principles for the formation of levels of analysis of types of activities, the adequacy of detailing the performance indicators of divisions, the definition of groups of indicators, including those related to the assessment of the quality of internal communications based on the principle of focusing on the "internal consumer", the development of principles and approaches to the formation of reports on the work of departments, methods for determining the ratings of departments of the executive body, interdepartmental ratings.

8. Determine the principles, approaches and methods for the formation of reports at various levels: an internal report of the department on the effectiveness and efficiency of activities; public report for the expert community; public report for citizens of the Russian Federation, website creation

9. Introduce the concept of "efficiency" with a description of the specifics of performance management, including methods of best practices, while showing the connection between efficiency and personnel development (Section 6).

10. Define approaches:? on the identification of hazards and assessment of risks associated with the results of the activities of government agencies? preparedness for natural and man-made disasters, military and social conflicts and response to them.

List of references

1. Abchuk V.A., Solomin V.P. Theoretical foundations of modern management // Management: social and philosophical problems of methodology and practice. - SPb .: Book House, 2005.

2. Alexandrova ZO Handbook of a civil servant. - M .: Economics, 1999.

3. Baramzin S.V. Dependence of the level of government corruption on the degree of mastering the international standards ISO 9000 series. Standards and quality, 2004.

4. Basovsky LE, Protasiev VB Quality management: textbook: for students of higher educational institutions studying in the direction of "Management" / - 2nd ed., Revised. and add. - Moscow: INFRA-M, 2011.

5. Vikhansky O.S. Management. - M .: Economist, 2007.

6. Gaponenko A.L. Features of management in public service // State Service of Russia. - M .: RAGS, 1997.

7. Denhart R. Challenges of the third millennium: the future of public service // Public service abroad. - M: RAGS, 2000.

8. Okrepilov V.V. Quality management. In 2 volumes - SPb .: Nauka, 2007.

9. Parkinson S.N., Rustomzhi M.K. The art of management: Per. from English. - SPb .: Lenizdat, 1992.

10. Peters T., Waterman R.V. In search of effective management. The experience of the best companies. - M .: Progress, 1986.

11. Holzer M. Productivity, public administration and democracy // Efficiency of public administration. M .: Foundation for Economic Literacy: Russian Economic Journal: Publishing House of JSC "Consultbankir", 1998.

12. Standards:

13. ISO 9000: 2005 - Quality management systems. Fundamentals and vocabulary.

14. ISO 9001: 2008 - Quality management systems. Requirements.

15. ISO 9004: 2009 - Management for sustainable development. Quality management approach.

16. ISO 10006: 2003 Guidelines for quality management in projects.

17. IWA-2: 2007 - Quality Management Systems. Guidelines for the Application of ISO 9001: 2000 in Education. Agreement of the international expert group.

18. ISO 19011: 2011 - Guidelines for auditing management systems.

19. ISO 10001: 2007 - Quality management - Customer satisfaction - Guidelines on codes of conduct for organizations.

20. IWA 4 - Quality Management Systems. Recommendations for the application of ISO 9001 in local governments.

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Management history

Specialists dealing with the history of the emergence of this concept declare that the roots of modern management are not in commercial, but in public (state) organizations. F.W. Taylor is considered to be the founder of scientific management. His 1912 report to the US Congress marked the beginning of this special phenomenon. As an example of the application of management methods, he cited the Mayo Clinic, which was a non-profit organization. Further, the principles of Taylor's management were applied in the US Army, which is in government. The first position corresponding to the term "manager" was also far from business and was called "city manager". Thus, we can conclude that the term "management" originated precisely in the state sphere.

Differences between the concepts of "management" in commerce and public administration

In order to highlight the differences between these concepts, it is necessary to determine the scope of their application. Commercial management is understood to mean effective management of an organization. Public administration is much broader. Here, management is applied in a wide variety of activities of a person and society as a whole. This also results in differences in priority goals. Commercial management is primarily profit-oriented. While the management activity in the public sphere is based on national and social interests, rights and needs of people. In addition, the management methods used in the public sector differ from those used in the commercial field, due to the different specifics of the activity.

Application of management in the public sector

The opinions of experts and scientists regarding the application of management in the public administration sector were divided into two directions. Some advocate the impossibility of using management in the public sector. Others, on the other hand, believe that the boundaries between the two are virtually blurred. Proponents of both theories give a number of reasons.

The impossibility of using commercial methods in the state sphere. The main purpose of the public sector is to work for the good of society. Among the main tasks are ensuring order and justice, increasing the material well-being of the country, guaranteeing the safety of the population and regulating the social sphere. That is, those functions that only the state apparatus can perform. At the same time, state institutions are subjected to great pressure from those who somehow take part in the activities of state authorities - politicians and deputies. In addition, the work of the public sector is regulated and monitored by law, therefore, the principles of management in the public sector must obey them. Payment for the activities of the public sector is also an important point. It is produced not from commercial profits, but from income received from taxpayers.
Merging commercial management methods with the public sector. The public sector and the commercial sector interact closely at the local level. This is precisely the area where the application of management methods is especially relevant. An example would be the field of public utilities, when it is required to take some actions to improve it. In addition, the commercial sector is also subject to regulation by the legislature and is interested in government intervention, especially during periods of sales downturns and when costs arise. An important indicator of close interaction between government activities and management is the financial side, when the provision of any services and services by government agencies they charge a fee from commercial organizations.

Public Sector Management Functions

In the modern world, the role of market relations and commercial organizations in the state sphere has increased significantly. The main functions of management in the public sector are: planning, organization, motivation, control and coordination. The main factor is that the primary task of the state is to ensure a comfortable life for the country and the population. The public sector is not a commercial enterprise, therefore the actions of the leaders of this sphere must be not only effective, but also correct from the point of view of law and politics, as well as go for the good of society and the country. Management in the public sector is very similar in its functions to the commercial sector, but it has a number of specific differences.

Planning. At this stage, strategies are developed for the development and reform of state activities and management. In government agencies, planning is based on goals determined by higher authorities. The performance of this management function is directly related to the creation of regional, federal and complex programs.
Organization. In the public sector, an administrative-bureaucratic style of leadership with strict observance of hierarchy and subordination is applied. The main criterion for career growth is seniority and seniority. There is also a clear division into leaders and performers.
Motivation. In the public sector, material rewards are used to a lesser extent than in commercial organizations. Non-monetary incentives are more often the incentive: the prestige of the position, the performance of important and responsible work, guarantees of stability and career growth.
Coordination.The fulfillment of this management function ensures the coherence of the various government bodies in the public sector. The main task is to optimize material and time costs in achieving the goals set by the state.
Control. The performance of the work of state institutions is subject to verification by many bodies and structures. In addition, we should not forget about the masses, the media and public organizations.

Public Sector Manager Specialization

The specialization of a manager in the public sphere was separated as an independent discipline from the direction of business administration (Business Administration). This is the science that prepared professionals for work in private commercial organizations. It was from it at the end of the 20th century that a separate direction emerged in foreign countries, called "public administration" or "public administration". In Russia, the development of education took place with some delay. Nevertheless, in the 30s, the Moscow Engineering and Economic Institute (MIEI) was opened, in which the Department of State and Municipal Administration first appeared. Education in state and municipal management today can be obtained at the Institute of Business and Business Administration (IBDA), RANEPA. It provides for various master's programs that contribute to the creation of a career in the public sector - "state and municipal management", "government in the public sphere and business."

Public Sector Manager Career

In the modern world, qualified specialists who have received special education in the field of management are quite in demand for work in the public sector. Labor activity in the state sphere not only guarantees stability, but also provides prestige and gives a certain status in society, and also allows you to make useful contacts and acquaintances. In addition, working in government agencies opens up vast career prospects.

Thus, we can conclude that management activities in the public sector and management in commerce have a number of significant differences, but nevertheless there is a close interaction between them. In the field of public administration, many principles and methods of management are used, modified and modified taking into account the specifics of the work of the public sector.

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