21 research outputs found
Actual contradictions of professional culture
ΠΡΠ±Π»ΠΈΡΠ½ΠΎΠ΅ ΠΎΠ±ΡΡΠΆΠ΄Π΅Π½ΠΈΠ΅ Π²ΠΎΠΏΡΠΎΡΠΎΠ² Π²Π½Π΅Π΄ΡΠ΅Π½ΠΈΡ ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½ΡΠ° Π² ΡΠΎΡΠΈΠ°Π»ΡΠ½ΠΎΠΌ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΠΈ ΡΠ²ΠΈΠ΄Π΅ΡΠ΅Π»ΡΡΡΠ²ΡΠ΅Ρ ΠΎ ΠΊΠ°ΡΠ΅ΡΡΠ²Π΅Π½Π½ΡΡ
ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΡΡ
ΡΡΠ΅Π΄Ρ ΠΏΡΠΎΡΠ΅ΡΡΠΈΠΎΠ½Π°Π»ΡΠ½ΠΎΠΉ ΠΊΡΠ»ΡΡΡΡΡ. ΠΠΊΡΡΠ°Π»ΡΠ½ΡΠΉ ΡΠΏΡΠ°Π²Π»Π΅Π½ΡΠ΅ΡΠΊΠΈΠΉ Π»Π΅ΠΊΡΠΈΠΊΠΎΠ½ ΡΠΏΠ΅ΡΠΈΡΠΈΡΠ΅ΡΠΊΠΈ ΡΠ΅ΠΏΡΠ΅Π·Π΅Π½ΡΠΈΡΡΠ΅Ρ Π²Π°ΡΠΈΠ°ΡΠΈΠΈ ΠΏΡΠΎΡΠΈΠ²ΠΎΡΠ΅ΡΠΈΠΉ ΠΏΡΠΎΡΠ΅ΡΡΠΈΠΎΠ½Π°Π»ΡΠ½ΠΎΠΉ ΠΊΡΠ»ΡΡΡΡΡ.Public discussions on matters of management application in social managing show some qualitative changes of professional culture environment. Actual vocabulary of managing specifically represents variations of professional culture contradictions
Π ΠΎΠ»Ρ ΠΏΠΎΠΊΠΎΠ»Π΅Π½ΠΈΡ Y ΠΊΠ°ΠΊ Π°Π³Π΅Π½ΡΠ° ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΡ Π² Π³Π»ΠΎΠ±Π°Π»ΠΈΠ·Π°ΡΠΈΠΈ
Π‘ΡΠ°ΡΡΡ Π½Π°ΠΏΡΠ°Π²Π»Π΅Π½Π° Π½Π° ΠΏΡΠΎΠ΄Π²ΠΈΠΆΠ΅Π½ΠΈΠ΅ ΡΠ΅Π½Π½ΠΎΡΡΠΈ ΠΏΠΎΠΊΠΎΠ»Π΅Π½ΠΈΡ Y ΠΊΠ°ΠΊ Π°Π³Π΅Π½ΡΠ° ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΡ Π² ΡΠΎΠΊΡΡΠ΅ ΡΠ΅Π½ΠΎΠΌΠ΅Π½Π° Π³Π»ΠΎΠ±Π°Π»ΠΈΠ·Π°ΡΠΈΠΈ. ΠΠΎΠΏΡΠ΅ΠΊΠΈ Π±ΡΡΠΎΠ²Π°Π½ΠΈΡ ΡΡΠΎΠ³ΠΎ ΠΏΠΎΠΊΠΎΠ»Π΅Π½ΠΈΡ ΡΠΎΠ³Π»Π°ΡΠ½ΠΎ ΡΡΠ΅ΡΠ΅ΠΎΡΠΈΠΏΠ°ΠΌ ΡΠ³ΠΎΡΠ΅Π½ΡΡΠΈΠ·ΠΌΠ°, Π½Π΅ΡΠ΅ΡΠΏΠ΅Π»ΠΈΠ²ΠΎΡΡΠΈ, Π½Π΅ΠΎΡΠ΅ΡΠ°Π½Π½ΠΎΡΡΠΈ ΠΈ Π½Π΅ΠΏΠΎΠ΄Π³ΠΎΡΠΎΠ²Π»Π΅Π½Π½ΠΎΡΡΠΈ Π² ΡΠ΅Π°Π»ΡΠ½ΠΎΡΡΠΈ Β«ΠΌΠΈΠ»Π»Π΅Π½ΠΈΠ°Π»ΡΒ» ΠΏΠΎΡΡΡΡΠ»ΠΈ ΠΌΠΈΡ ΡΠ²ΠΎΠ΅ΠΉ ΠΈΠ½ΠΈΡΠΈΠ°ΡΠΈΠ²Π½ΠΎΡΡΡΡ, ΡΠ°ΠΌΠΈΠΌ ΠΏΠΎΠ΄Ρ
ΠΎΠ΄ΠΎΠΌ ΠΊ ΠΈΠ½Π½ΠΎΠ²Π°ΡΠΈΠΎΠ½Π½ΠΎΠΌΡ Π»ΠΈΠ΄Π΅ΡΡΡΠ²Ρ, ΠΊΠΎΡΠΎΡΡΠΉ Π½Π΅ΠΏΡΠ΅Π΄ΡΠΊΠ°Π·ΡΠ΅ΠΌ Π² ΠΏΠ»Π°Π½Π΅ ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΡ Π² ΡΠ°Π·Π½ΠΎΠΎΠ±ΡΠ°Π·Π½ΠΎΠΌ ΠΈ Π³Π»ΠΎΠ±Π°Π»ΡΠ½ΠΎΠΌ ΠΌΠΈΡΠ΅. ΠΠΎΠΊΠΎΠ»Π΅Π½ΠΈΠ΅ Y Π½Π΅ ΡΡΠ°ΡΠΈΡΠ½ΠΎ, Π΄Π»Ρ Π½Π΅Π³ΠΎ Ρ
Π°ΡΠ°ΠΊΡΠ΅ΡΠ½Ρ ΡΠ΅ΡΠ΅Π²Π°Ρ ΡΠ°Π±ΠΎΡΠ° Π½Π° ΠΌΠ΅ΠΆΠ΄ΡΠ½Π°ΡΠΎΠ΄Π½ΠΎΠΌ ΡΡΠΎΠ²Π½Π΅, ΠΏΠΎΠΈΡΠΊ ΡΡΠ°ΡΡΠΈΡ Π² ΡΠΎΡΠΈΠ°Π»ΡΠ½ΡΡ
, ΠΏΠΎΠ»ΠΈΡΠΈΡΠ΅ΡΠΊΠΈΡ
ΠΈ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΡΠ΅ΡΠΊΠΈΡ
ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΡΡ
ΠΊΠ°ΠΊ ΡΠ°ΡΡΡ ΠΏΠΎΠ²ΡΠ΅Π΄Π½Π΅Π²Π½ΠΎΠΉ ΠΆΠΈΠ·Π½ΠΈ. ΠΠ»ΠΎΠ±Π°Π»ΠΈΠ·Π°ΡΠΈΡ, ΠΈΠ½ΡΠΎΡΠΌΠ°ΡΠΈΠΎΠ½Π½ΡΠ΅ ΠΈ ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΈΠ΅ ΠΎΡΠΊΡΡΡΠΈΡ Π΄Π΅Π»Π°ΡΡ ΠΈΡ
Π±ΠΎΠ»Π΅Π΅ ΠΎΡΠ²Π΅Π΄ΠΎΠΌΠ»Π΅Π½Π½ΡΠΌΠΈ, ΠΏΠΎΠ±ΡΠΆΠ΄Π°ΡΡ ΠΊ ΠΆΠ΅Π»Π°Π½ΠΈΡ ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΠΉ Π½Π° Π²ΡΠ΅Ρ
ΡΡΠΎΠ²Π½ΡΡ
ΠΎΠ±ΡΠ΅ΡΡΠ²Π° ΠΈ Π΄Π°ΡΡ ΡΡΠ΅Π΄ΡΡΠ²Π° ΠΊ ΠΈΡ
ΠΎΡΡΡΠ΅ΡΡΠ²Π»Π΅Π½ΠΈΡ.This article seeks to promote the value of Generation Y as an agent of change focused on the phenomenon of globalization. Despite being a generation with stereotypes as self-centered, impatient, arrogant and unprepared, the reality is that Millennials have shocked the world with its initiative, approach and innovative leadership, which is unpredictable for change in a diverse and globalized world. Generation Y is not static, is characterized by networking at international levels, social, political and economic changes are part of their daily lives and seek to be partakers of these. Globalization, the opening of information and technology make them be better informed, which drives them to want to make changes at all levels of society, they have the tools and empowerment to do it
ΠΠΎΠΌΠΏΠ΅ΡeΠ½ΡΠ½ΠΎΡΡΠ½ΡΠ΅ Π½Π΅ΡΠΎΠΎΡΠ²Π΅ΡΡΡΠ²ΠΈΡ: Π°ΡΠΏΠ΅ΠΊΡ ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½ΡΠ° ΡΠ΅Π»ΠΎΠ²Π΅ΡΠ΅ΡΠΊΠΈΡ ΡΠ΅ΡΡΡΡΠΎΠ²
Π‘ΡΠ°ΡΡΡ ΠΏΠΎΡΠ²ΡΡΠ΅Π½Π° Π°ΡΠΏΠ΅ΠΊΡΡ ΠΏΠΎΠ΄Π³ΠΎΡΠΎΠ²ΠΊΠΈ Π² ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½ΡΠ΅ ΡΠ΅Π»ΠΎΠ²Π΅ΡΠ΅ΡΠΊΠΈΡ
ΡΠ΅ΡΡΡΡΠΎΠ² Π² ΠΊΠ°ΡΠ΅ΡΡΠ²Π΅ ΠΎΡΡΠ°ΠΆΠ΅Π½ΠΈΡ ΠΏΠ΅ΡΡΠΏΠ΅ΠΊΡΠΈΠ²Ρ ΡΠΈΡΡΠ°ΡΠΈΠΈ ΠΌΠΎΠ»ΠΎΠ΄ΡΡ
ΡΠ°Π±ΠΎΡΠ½ΠΈΠΊΠΎΠ². Π‘ΡΡΠ΅ΡΡΠ²ΡΠ΅Ρ Π·Π½Π°ΡΠΈΡΠ΅Π»ΡΠ½ΡΠΉ ΠΏΡΠΈΡΠΎΠΊ ΡΠ°Π±ΠΎΡΠΈΡ
ΠΌΠ΅ΡΡ, ΠΊΠΎΡΠΎΡΡΠΌ ΠΌΠΎΠ»ΠΎΠ΄ΡΠ΅ Π»ΡΠ΄ΠΈ Π½Π΅ ΡΠΎΠΎΡΠ²Π΅ΡΡΡΠ²ΡΡΡ ΠΏΠΎ ΡΠ²ΠΎΠ΅ΠΉ ΠΊΠ²Π°Π»ΠΈΡΠΈΠΊΠ°ΡΠΈΠΈ. Π‘ΠΈΡΡΠ°ΡΠΈΡ ΡΡΠ°Π½ΠΎΠ²ΠΈΡΡΡ Π³ΠΎΠ»ΠΎΠ²ΠΎΠ»ΠΎΠΌΠΊΠΎΠΉ, Π² ΠΊΠΎΡΠΎΡΠΎΠΉ ΠΎΡΠ΄Π΅Π»ΡΠ½ΡΠ΅ ΠΊΠΎΠΌΠΏΠΎΠ½Π΅Π½ΡΡ Π½Π΅ ΡΠΎΠΎΡΠ²Π΅ΡΡΡΠ²ΡΡΡ Π΄ΡΡΠ³ Π΄ΡΡΠ³Ρ; ΡΠΊΠΎΠ½ΠΎΠΌΠΈΡΠ΅ΡΠΊΠΈΠΉ ΡΠΎΡΡ, Ρ ΠΎΠ΄Π½ΠΎΠΉ ΡΡΠΎΡΠΎΠ½Ρ, ΠΈ ΠΊΠΎΠΌΠΏΠ΅ΡΠ΅Π½ΡΠΈΠΈ ΡΠ°Π±ΠΎΡΠ½ΠΈΠΊΠΎΠ², Ρ Π΄ΡΡΠ³ΠΎΠΉ ΡΡΠΎΡΠΎΠ½Ρ, Π½Π΅ ΠΊΠΎΡΡΠ΅Π»ΠΈΡΡΡΡ Π°Π΄Π΅ΠΊΠ²Π°ΡΠ½ΠΎ Ρ ΠΏΠΎΡΡΠ΅Π±Π½ΠΎΡΡΡΠΌΠΈ ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Π΅Π½Π½ΠΎΠ³ΠΎ ΡΠ΅ΠΊΡΠΎΡΠ° Π² ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΡΡ
ΠΎΠ±ΡΠ΅ΡΡΠ²Π°Ρ
. ΠΠ΅ΠΎΠ±Ρ
ΠΎΠ΄ΠΈΠΌΠΎ Π½ΠΎΠ²ΠΎΠ΅ ΠΏΠΎΠ½ΠΈΠΌΠ°Π½ΠΈΠ΅ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠ½ΡΡ
ΠΊΠΎΠΌΠΏΠ΅ΡΠ΅Π½ΡΠΈΠΉ.The article deals with training aspect of human resources management as it reflects the perspective situation of young employees. There is a high supply of jobs that young people cannot afford because they are not qualified for them. This situation turns to a puzzle in which the pieces do not fit for each other; the economy growth, on one side and the skills of workers on the other side do not correlate adequately with the needs of key productive sectors in modern societies. A new comprehension of skills that are competitive is highly wanted
ΠΠ½ΡΠ΅ΡΠ²ΡΡΠΈΡΠΎΠ²Π°Π½ΠΈΠ΅ Π² Π ΠΎΡΡΠΈΠΈ: ΠΏΠΎΠ½ΠΈΠΌΠ°Π½ΠΈΠ΅ ΠΊΡΠ»ΡΡΡΡΠ½ΡΡ ΠΊΠΎΠ½ΡΠ΅ΠΊΡΡΠΎΠ²
General definition of interview as a research method is not problematic. The problems come with the applications of this type of survey. Any sustainable characteristic of the interviewing possibilities implies a wide range of cultural factors that become visible in the situation of cross-cultural interviewing. This article promotes educative and enlightening mission of such investigative practices in the context of international Master degree program in Ural Federal University (Russia), perpetrated by students from Mexico. Two cases are briefly compared β one is concerning the entrepreneurship values, the other one is devoted to university social responsibility.ΠΠ±ΡΠ΅Π΅ ΠΎΠΏΡΠ΅Π΄Π΅Π»Π΅Π½ΠΈΠ΅ ΠΈΠ½ΡΠ΅ΡΠ²ΡΡ ΠΊΠ°ΠΊ ΠΌΠ΅ΡΠΎΠ΄Π° ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ Π½Π΅ ΠΏΡΠΎΠ±Π»Π΅ΠΌΠ°ΡΠΈΡΠ½ΠΎ. ΠΡΠΎΠ±Π»Π΅ΠΌΡ Π²ΠΎΠ·Π½ΠΈΠΊΠ°ΡΡ Π² ΠΏΡΠΎΡΠ΅ΡΡΠ΅ ΠΏΡΠΈΠΌΠ΅Π½Π΅Π½ΠΈΡ ΡΡΠΎΠ³ΠΎ ΠΌΠ΅ΡΠΎΠ΄Π° Π² ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡΡ
. ΠΡΠ±Π°Ρ Π½Π°Π΄Π΅ΠΆΠ½Π°Ρ Ρ
Π°ΡΠ°ΠΊΡΠ΅ΡΠΈΡΡΠΈΠΊΠ° Π²ΠΎΠ·ΠΌΠΎΠΆΠ½ΠΎΡΡΠ΅ΠΉ ΠΈΠ½ΡΠ΅ΡΠ²ΡΡΠΈΡΠΎΠ²Π°Π½ΠΈΡ Π²ΠΊΠ»ΡΡΠ°Π΅Ρ Π² ΡΠ΅Π±Ρ ΡΠΈΡΠΎΠΊΠΈΠΉ ΠΊΡΡΠ³ ΠΊΡΠ»ΡΡΡΡΠ½ΡΡ
ΡΠ°ΠΊΡΠΎΡΠΎΠ², ΠΊΠΎΡΠΎΡΡΠ΅ ΡΡΠ°Π½ΠΎΠ²ΡΡΡΡ Π²ΠΈΠ΄ΠΈΠΌΡ Π² ΡΠΈΡΡΠ°ΡΠΈΡΡ
ΠΊΡΠΎΡΡ-ΠΊΡΠ»ΡΡΡΡΠ½ΠΎΠ³ΠΎ ΠΈΠ½ΡΠ΅ΡΠ²ΡΡΠΈΡΠΎΠ²Π°Π½ΠΈΡ. ΠΡΠ° ΡΡΠ°ΡΡΡ ΠΏΡΠΎΠ΄Π²ΠΈΠ³Π°Π΅Ρ ΠΎΠ±ΡΠ°Π·ΠΎΠ²Π°ΡΠ΅Π»ΡΠ½ΡΡ ΠΈ ΠΏΡΠΎΡΠ²Π΅ΡΠΈΡΠ΅Π»ΡΡΠΊΡΡ ΠΌΠΈΡΡΠΈΡ ΠΏΠΎΠ΄ΠΎΠ±Π½ΠΎΠΉ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°ΡΠ΅Π»ΡΡΠΊΠΎΠΉ ΠΏΡΠ°ΠΊΡΠΈΠΊΠΈ Π² ΠΊΠΎΠ½ΡΠ΅ΠΊΡΡΠ΅ ΠΌΠ΅ΠΆΠ΄ΡΠ½Π°ΡΠΎΠ΄Π½ΠΎΠΉ ΠΏΡΠΎΠ³ΡΠ°ΠΌΠΌΡ ΠΌΠ°Π³ΠΈΡΡΡΠ°ΡΡΡΡ Π² Π£ΡΠ°Π»ΡΡΠΊΠΎΠΌ ΡΠ΅Π΄Π΅ΡΠ°Π»ΡΠ½ΠΎΠΌ ΡΠ½ΠΈΠ²Π΅ΡΡΠΈΡΠ΅ΡΠ΅ (Π ΠΎΡΡΠΈΡ), Π²ΡΠΏΠΎΠ»Π½ΡΠ΅ΠΌΠΎΠΉ ΡΡΡΠ΄Π΅Π½ΡΠ°ΠΌΠΈ ΠΈΠ· ΠΠ΅ΠΊΡΠΈΠΊΠΈ. ΠΡΠ°ΡΠΊΠΎ ΡΠΎΠΏΠΎΡΡΠ°Π²Π»ΡΡΡΡΡ Π΄Π²Π° ΠΊΠ΅ΠΉΡΠ° β ΠΎΠ΄ΠΈΠ½ Π·Π°ΡΡΠ°Π³ΠΈΠ²Π°Π΅Ρ ΡΠ΅Π½Π½ΠΎΡΡΠΈ ΠΏΡΠ΅Π΄ΠΏΡΠΈΠ½ΠΈΠΌΠ°ΡΠ΅Π»ΡΡΡΠ²Π°, Π΄ΡΡΠ³ΠΎΠΉ ΠΏΠΎΡΠ²ΡΡΠ΅Π½ ΡΠΎΡΠΈΠ°Π»ΡΠ½ΠΎΠΉ ΠΎΡΠ²Π΅ΡΡΡΠ²Π΅Π½Π½ΠΎΡΡΠΈ ΡΠ½ΠΈΠ²Π΅ΡΡΠΈΡΠ΅ΡΠ°
Actual Youth Culture in the Mirror of Bollywood Movies
ΠΠΈΠ½Π΅ΠΌΠ°ΡΠΎΠ³ΡΠ°Ρ ΠΏΡΠ΅Π΄ΡΡΠ°Π²Π»ΡΠ΅Ρ ΡΠΎΠ±ΠΎΠΉ ΡΡΡΠ΅ΡΡΠ²Π΅Π½Π½ΡΡ ΠΏΡΠ΅Π΄ΠΏΠΎΡΡΠ»ΠΊΡ ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΉ Π°ΡΠ΄ΠΈΠΎΠ²ΠΈΠ·ΡΠ°Π»ΡΠ½ΠΎΠΉ ΠΊΠΎΠΌΠΌΡΠ½ΠΈΠΊΠ°ΡΠΈΠΈ. ΠΠΎΠ»Π»ΠΈΠ²ΡΠ΄ ΡΠ²Π»ΡΠ΅ΡΡΡ ΠΌΠΈΡΠΎΠ²ΡΠΌ Π»ΠΈΠ΄Π΅ΡΠΎΠΌ ΠΏΠΎ ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Ρ ΡΠΈΠ»ΡΠΌΠΎΠ². Π ΠΏΠΎΡΠ»Π΅Π΄Π½ΠΈΠ΅ Π³ΠΎΠ΄Ρ ΠΊΠΈΠ½ΠΎΠΈΠ½Π΄ΡΡΡΡΠΈΡ ΠΠ½Π΄ΠΈΠΈ ΡΠΎΠ·Π½Π°ΡΠ΅Π»ΡΠ½ΠΎ ΠΈ ΠΏΠ»Π°Π½ΠΎΠΌΠ΅ΡΠ½ΠΎ ΠΏΠ΅ΡΠ΅ΠΎΡΠΈΠ΅Π½ΡΠΈΡΡΠ΅ΡΡΡ Π½Π° ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠ½ΡΡ Π°ΡΠ΄ΠΈΡΠΎΡΠΈΡ ΡΠ΅Π³ΠΈΠΎΠ½Π°Π»ΡΠ½ΠΎ ΠΈ Π³Π»ΠΎΠ±Π°Π»ΡΠ½ΠΎ, ΡΠΎΠ·ΠΈΠ΄Π°Ρ Π°ΠΊΡΡΠ°Π»ΡΠ½ΡΠ΅ ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠ½ΡΠ΅ ΠΊΡΠ»ΡΡΡΡΠ½ΡΠ΅ ΡΠ΅Π½Π½ΠΎΡΡΠΈ.Cinema is the most essential premise of actual audiovisual communications. Bollywood is absolute leader in volumes of producing dreams for people. In recent years, the strategy and appeal of Bollywood productions are stylistically articulating the influence of youth culture, engaging in payback influencing that sphere of actual cultural communication. Recent Indian movies demonstrate a discernable tendency in creating the youth cultural values
Human resources between communication and authoritarian rule
ΠΠ΅Ρ Π½ΠΈΡΠ΅Π³ΠΎ Π°Π²ΡΠΎΡΠΈΡΠ°ΡΠ½ΠΎΠ³ΠΎ Π² ΡΠ΅ΡΠΌΠΈΠ½Π΅ Β«Π°Π²ΡΠΎΡΠΈΡΠ°ΡΠ½ΡΠ΅ ΡΠ΅ΡΡΡΡΡΒ». Π‘ΠΎΠ³Π»Π°ΡΠ½ΠΎ ΠΠ½ΡΠΎΠ½ΠΈ ΠΠΈΠ΄Π΄Π΅Π½ΡΡ, ΠΏΡΠ΅Π΄Π»ΠΎΠΆΠΈΠ²ΡΠ΅ΠΌΡ ΡΠ½ΠΈΠ²Π΅ΡΡΠ°Π»ΡΠ½ΡΡ ΡΠΈΠΏΠΎΠ»ΠΎΠ³ΠΈΡ ΡΠ΅ΡΡΡΡΠΎΠ² ΠΊΠ°ΠΊ Π°Π»Π»ΠΎΠΊΠ°ΡΠΈΠ²Π½ΡΡ
ΠΈ Π°Π²ΡΠΎΡΠΈΡΠ°ΡΠ½ΡΡ
, ΠΏΠΎΡΠ»Π΅Π΄Π½ΠΈΠ΅ ΠΎΠΏΠΈΡΡΠ²Π°ΡΡ Π»ΡΠ±ΠΎΠΉ ΡΠΎΡΠΈΠ°Π»ΡΠ½ΡΠΉ ΠΏΠΎΡΡΠ΄ΠΎΠΊ ΡΠ°ΡΠΏΠΎΡΡΠΆΠ΅Π½ΠΈΡ Π² ΠΎΡΠ½ΠΎΡΠ΅Π½ΠΈΠΈ Π»ΡΠ΄Π΅ΠΉ ΠΈ Π² ΠΊΠΎΠ½ΡΠ΅ΠΊΡΡΠ΅ Π²ΡΠ΅ΠΌΠ΅Π½ΠΈ, ΡΠΎΠ³Π΄Π° ΠΊΠ°ΠΊ ΠΏΠ΅ΡΠ²ΡΠ΅ ΠΊΠΎΡΡΠ΅Π»ΠΈΡΡΡΡ Ρ ΠΎΠ±ΡΠ΅ΠΊΡΠ°ΠΌΠΈ Π² ΠΏΡΠΎΡΡΡΠ°Π½ΡΡΠ²Π΅Π½Π½ΡΡ
ΠΊΠΎΠ½ΡΠ΅ΠΊΡΡΠ°Ρ
. Π’ΡΠ°Π΄ΠΈΡΠΈΠΎΠ½Π½ΡΠΉ ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½Ρ ΠΏΠ΅ΡΡΠΎΠ½Π°Π»Π° Π²ΡΡΠ°ΠΆΠ°Π» Π½Π΅ΠΎΠ±ΡΠ°ΡΠΈΠΌΡΠΉ ΠΏΠ΅ΡΠ΅Π³ΡΡΠ· ΠΎΠ±ΡΠ΅ΠΊΡΠΈΠ²Π°ΡΠΈΡΠΌΠΈ, Π° ΡΠ΅Π³ΠΎΠ΄Π½Ρ ΠΌΡ ΡΡΠ°Π»ΠΊΠΈΠ²Π°Π΅ΠΌΡΡ Ρ Π½Π°Π²ΡΠ·ΡΠΈΠ²ΠΎΡΡΡΡ ΠΏΡΠΈΡ
ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΈΡ
ΡΡΠ±ΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΠ΅ΠΉ. Π’Π°ΠΊΠΈΠΌ ΠΎΠ±ΡΠ°Π·ΠΎΠΌ, ΠΌΡ ΡΠ°ΠΊΠΆΠ΅ Π²ΡΠ½ΡΠΆΠ΄Π΅Π½Ρ ΠΈΡΠΊΠ°ΡΡ ΡΠΏΠ΅ΡΠΈΡΠΈΡΠ΅ΡΠΊΠΈΠ΅ ΠΏΠΎΠ»ΡΡΠΈΠ·Π°ΡΠΈΠΈ, ΠΊΠΎΡΠΎΡΡΠ΅ Π±ΡΠ»ΠΈ Π±Ρ Π±ΠΎΠ»Π΅Π΅ Π°Π΄Π΅ΠΊΠ²Π°ΡΠ½Ρ Π°ΠΊΡΡΠ°Π»ΡΠ½ΡΠΌ ΠΏΠ΅ΡΡΠΏΠ΅ΠΊΡΠΈΠ²Π°ΠΌ ΠΌΠ΅Π½Π΅Π΄ΠΆΠΌΠ΅Π½ΡΠ° ΡΠ΅Π»ΠΎΠ²Π΅ΡΠ΅ΡΠΊΠΈΡ
ΡΠ΅ΡΡΡΡΠΎΠ² (HRM). ΠΠ΅Π»ΠΎ Π½Π΅ Π² ΡΠΎΠΌ, ΡΡΠΎΠ±Ρ Π·Π°ΠΌΠ΅Π½ΠΈΡΡ ΡΡΠ°ΡΡΠ΅ Π΄ΠΎΠ±ΡΡΠ΅ ΠΎΠ±ΡΠ΅ΠΊΡΡ ΠΈ ΡΡΠ±ΡΠ΅ΠΊΡΡ, Π½ΠΎ Ρ
ΠΎΡΡ Π±Ρ ΡΡΠΎΡΠ½ΠΈΡΡ Π»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΎΠ΅ ΠΏΡΠΎΡΡΡΠ°Π½ΡΡΠ²ΠΎ ΡΠΎΠΎΡΠ²Π΅ΡΡΡΠ²ΠΈΠΉ Π΄Π»Ρ ΠΈΠ½ΡΡΡΡΠΌΠ΅Π½ΡΠ°Π»ΡΠ½ΠΎΠΉ ΡΠ΅ΠΌΠ°Π½ΡΠΈΠΊΠΈ HRM. ΠΠ±ΡΠ΅Π½ΠΈΠ΅ Π²ΡΠ΅Π³Π΄Π° Π½Π΅ΡΠ΅Ρ Π² ΡΠ΅Π±Π΅ Π°ΠΌΠ±ΠΈΠ²Π°Π»Π΅Π½ΡΠ½ΠΎΡΡΡ ΡΠΎΡΠΈΠ°Π»ΡΠ½ΡΡ
ΡΠΎΡΠΌ ΠΈ ΠΏΡΠ°Π³ΠΌΠ°ΡΠΈΡΠ΅ΡΠΊΠΎΠ΅ ΡΠΈΡΡΠ°ΡΠΈΠ²Π½ΠΎΠ΅ ΡΠ°Π²Π΅Π½ΡΡΠ²ΠΎ ΠΎΠ±ΡΠ°ΡΡΠΈΡ
ΡΡ (ΠΠ΅ΠΎΡΠ³ ΠΠΈΠΌΠΌΠ΅Π»Ρ). Authoritarian rule is now all about administrative dynamics and the ability of administrators to cope with decentralization challenges in modern organizations (nothing to say about infrastructural decentralization happening now in industry 4.0 projects). ΠΠ²ΡΠΎΡΠΈΡΠ°ΡΠ½ΠΎΠ΅ ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΠ΅ ΡΠ΅Π³ΠΎΠ΄Π½Ρ Π² ΡΠ΅Π»ΠΎΠΌ ΡΠ²ΠΎΠ΄ΠΈΠΌΠΎ ΠΊ Π°Π΄ΠΌΠΈΠ½ΠΈΡΡΡΠ°ΡΠΈΠ²Π½ΠΎΠΉ Π΄ΠΈΠ½Π°ΠΌΠΈΠΊΠ΅ ΠΈ ΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΠΈ Π°Π΄ΠΌΠΈΠ½ΠΈΡΡΡΠ°ΡΠΎΡΠΎΠ² ΡΠΏΡΠ°Π²Π»ΡΡΡΡΡ Ρ Π²ΡΠ·ΠΎΠ²Π°ΠΌΠΈ Π΄Π΅ΡΠ΅Π½ΡΡΠ°Π»ΠΈΠ·Π°ΡΠΈΠΈ Π² ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΡΡ
ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΡΡ
(Π½Π΅ Π³ΠΎΠ²ΠΎΡΡ ΡΠΆΠ΅ ΠΎΠ± ΠΈΠ½ΡΡΠ°ΡΡΡΡΠΊΡΡΡΠ½ΠΎΠΉ Π΄Π΅ΡΠ΅Π½ΡΡΠ°Π»ΠΈΠ·Π°ΡΠΈΠΈ, ΠΏΡΠΎΠΈΡΡ
ΠΎΠ΄ΡΡΠ΅ΠΉ Π² ΠΏΡΠΎΠ΅ΠΊΡΠ°Ρ
industry 4.0). ΠΠ½ΠΎΠ³ΠΎΠΏΠΎΠΊΠΎΠ»Π΅Π½ΡΠ΅ΡΠΊΠΈΠΉ ΡΠ°ΠΊΡΠΎΡ ΠΏΡΠ΅Π΄ΡΡΠ°Π²Π»ΡΠ΅Ρ ΡΠΎΠ±ΠΎΠΉ Π½ΠΎΠ²ΡΡ ΡΠ°ΡΡΡΡΡΡ ΡΠΎΡΠΈΠ°Π»ΡΠ½ΡΡ ΠΏΠ΅ΡΠ΅ΠΌΠ΅Π½Π½ΡΡ, ΡΠΎΠ·Π΄Π°ΡΡΡΡ Π±Π΅ΡΠΏΡΠ΅ΡΠ΅Π΄Π΅Π½ΡΠ½ΡΠ΅ ΠΌΠ½ΠΎΠ³ΠΎΠΌΠ΅ΡΠ½ΡΠ΅ ΠΎΡΠ½ΠΎΡΠ΅Π½ΠΈΡ Ρ ΠΊΠ°Π΄ΡΠ°ΠΌΠΈ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ. ΠΡΠ΅Π²ΠΈΠ΄Π½ΠΎ, HRM ΡΠ΅Π³ΠΎΠ΄Π½Ρ Π½Π΅ ΠΏΡΠΎΡΡΠΎ Π½Π΅ΠΊΠ°Ρ ΡΠΏΠ΅ΡΠΈΡΠΈΡΠ΅ΡΠΊΠ°Ρ Π΄ΠΎΠ±Π°Π²ΠΊΠ° Π΄Π»Ρ ΠΏΡΠ±Π»ΠΈΡΠ½ΠΎ ΠΏΠΎΠ·ΠΈΡΠΈΠΎΠ½ΠΈΡΠΎΠ²Π°Π½Π½ΡΡ
ΠΏΡΠΎΠ΄Π²ΠΈΠ½ΡΡΡΡ
ΠΊΠΎΡΠΏΠΎΡΠ°ΡΠΈΠΉ, Π½ΠΎ Π²ΠΏΠΎΠ»Π½Π΅ ΡΠΎΡΡΠ°Π²Π»ΡΠ΅Ρ Π²ΡΠ·ΠΎΠ² Π²ΡΠΆΠΈΠ²Π°Π½ΠΈΡ Π»ΡΠ±ΠΎΠΉ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ. ΠΠΎΠ»Π΅Π΅ ΡΠΎΠ³ΠΎ, Π³Π»ΠΎΠ±Π°Π»ΠΈΠ·Π°ΡΠΈΡ ΠΏΡΠΈΠ²Π½ΠΎΡΠΈΡ ΠΈΠ½ΡΠ΅ Π·Π½Π°ΡΠΈΠΌΡΠ΅ Π²ΠΎΠ·ΠΌΠΎΠΆΠ½ΠΎΡΡΠΈ, ΡΠΈΡΠΊΠΈ, ΠΈ Π²Π΅ΡΠΎΡΡΠ½ΡΠ΅ ΡΠΏΡΡΠ΅Π½Π½ΡΠ΅ Π²ΠΎΠ·ΠΌΠΎΠΆΠ½ΠΎΡΡΠΈ Π² ΡΠΏΡΠ°Π²Π»Π΅Π½ΠΈΠΈ Π»ΡΠ±ΠΎΠΉ ΡΠ΅Π»Π΅ΠΎΡΠΈΠ΅Π½ΡΠΈΡΠΎΠ²Π°Π½Π½ΠΎΠΉ ΠΎΠ±ΡΠ½ΠΎΡΡΠΈ ΡΠ΅Π³ΠΎΠ΄Π½Ρ. ΠΠ°ΠΊΠΎΠ½Π΅Ρ, ΡΡΠ΅ΡΠ° ΡΠΎΡΠΈΠ°Π»ΡΠ½ΡΡ
ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΠΉ Β«ΠΆΠ°ΠΆΠ΄Π΅ΡΒ» ΡΠΈΠ½Ρ
ΡΠΎΠ½ΠΈΠ·Π°ΡΠΈΠΈ Ρ ΡΠ°Π·Π»ΠΈΡΠ½ΡΠΌΠΈ ΡΠΎΡΠΌΠ°ΠΌΠΈ ΠΌΠ°ΡΡΠΎΠ²ΠΎΠΉ ΠΊΠΎΠΌΠΌΡΠ½ΠΈΠΊΠ°ΡΠΈΠΈ, Π° ΡΠ°ΠΊΠΆΠ΅ Π½ΠΎΠ²ΡΠΌΠΈ Π°ΡΠΏΠ΅ΠΊΡΠ°ΠΌΠΈ ΠΈΠ½ΡΠΎΡΠΌΠ°ΡΠΈΠΎΠ½Π½ΠΎΠ³ΠΎ Π½Π΅ΡΠ°Π²Π΅Π½ΡΡΠ²Π°. ΠΠ΅ΡΠΎΡΠΌΠ°Π»ΡΠ½Π°Ρ ΡΠΎΡΠΈΠ°Π»ΡΠ½Π°Ρ ΡΠ΅Π³ΡΠ»ΡΡΠΈΡ Π²ΡΡ
ΠΎΠ΄ΠΈΡ Π½Π° ΠΏΠ΅ΡΠ²ΡΠΉ ΠΏΠ»Π°Π½ Π² ΠΊΠ°ΡΠ΅ΡΡΠ²Π΅ ΠΊΠ»ΡΡΠ΅Π²ΠΎΠ³ΠΎ ΠΊΠΎΠ½ΠΊΡΡΠ΅Π½ΡΠ½ΠΎΠ³ΠΎ ΡΠ΅ΡΡΡΡΠ° ΠΈ Π½ΠΎΠ²ΠΎΠ³ΠΎ ΠΈΠ·ΠΌΠ΅ΡΠ΅Π½ΠΈΡ ΡΠ΅Π»ΠΎΠ²Π΅ΡΠ΅ΡΠΊΠΎΠ³ΠΎ ΠΊΠ°ΠΏΠΈΡΠ°Π»Π°.There is nothing authoritarian in the term βauthoritarian resourcesβ. According to Anthony Giddens who offered a universal typology of resources as allocative or authoritarian the latter describes any social order of command in relation to people in temporal contexts, while the former correlates with objects in spatial contexts. Traditional management of personal expressed the irreversible overload with objectifications and now we are facing actual obsession with psychological subjectivities. Thus, we should also look for specific polarizations, which would be more adequate to human resources management (HRM) actual perspectives. That is not about replacing good old objects and subjects, rather to specify the logical space for correlations with HRM instrumental semantic. Communication is always about the ambivalence of social forms and about pragmatic situational equality of communicators (Georg Simmel). Authoritarian rule is now all about administrative dynamics and the ability of administrators to cope with decentralization challenges in modern organizations (nothing to say about infrastructural decentralization happening now in industry 4.0 projects). The new social variable on the rise is the multigenerational factor that is creating unprecedented multi-measurable relations within a company staff. Evidently, HRM now is not some special extra for publicly positioned advanced corporations but rather a challenge for any company survival. Moreover, the globalization adds up other meaningful opportunities, risks, and probably missed advantages in running any viable goal-oriented community nowadays. Finally, the social technologies sphere βcravesβ for synchronization with versatile forms of mass communication and new aspects of informational inequality as well. Informal social regulation comes forefront as the key emulative resource and a new measurement of the human capital
Cut-free Calculi and Relational Semantics for Temporal STIT Logics
We present cut-free labelled sequent calculi for a central formalism in logics of agency: STIT logics with temporal operators. These include sequent systems for Ldm , Tstit and Xstit. All calculi presented possess essential structural properties such as contraction- and cut-admissibility. The labelled calculi G3Ldm and G3Tstit are shown sound and complete relative to irreflexive temporal frames. Additionally, we extend current results by showing that also Xstit can be characterized through relational frames, omitting the use of BT+AC frames
Research Competences in the Structure of Education Program in Youth Work (UrFU): a Critical Analysis
Π’Π΅ΠΌΠ° Π½Π°ΡΡΠ½ΠΎ-ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°ΡΠ΅Π»ΡΡΠΊΠΈΡ
ΠΊΠΎΠΌΠΏΠ΅ΡΠ΅Π½ΡΠΈΠΉ Π² ΠΏΠΎΠ΄Π³ΠΎΡΠΎΠ²ΠΊΠ΅ ΡΠΏΠ΅ΡΠΈΠ°Π»ΠΈΡΡΠΎΠ² Π½ΠΎΠ²ΠΎΠ³ΠΎ ΡΡΡΡΡΠ΅Π»Π΅ΡΠΈΡ ΡΡΠ΅Π·Π²ΡΡΠ°ΠΉΠ½ΠΎ Π²Π°ΠΆΠ½Π°. Π‘ΠΎΠ²ΠΌΠ΅ΡΠ΅Π½ΠΈΠ΅ Π»ΡΡΡΠΈΡ
ΠΎΡΠ΅ΡΠ΅ΡΡΠ²Π΅Π½Π½ΡΡ
ΡΡΠ°Π΄ΠΈΡΠΈΠΉ Ρ Π²ΡΠ·ΠΎΠ²Π°ΠΌΠΈ Π°ΠΊΡΡΠ°Π»ΡΠ½ΠΎΠ³ΠΎ Π²ΡΠ΅ΠΌΠ΅Π½ΠΈ Π΄Π΅Π»Π°ΡΡ Π½Π°ΡΡΠΎΡΡΠ΅Π»ΡΠ½ΡΠΌ Π²ΠΊΠ»ΡΡΠ΅Π½ΠΈΠ΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°ΡΠ΅Π»ΡΡΠΊΠΎΠΉ Π΄Π΅ΡΡΠ΅Π»ΡΠ½ΠΎΡΡΠΈ Π² ΠΏΡΠΎΡΠ΅ΡΡΡ ΡΠ½ΠΈΠ²Π΅ΡΡΠΈΡΠ΅ΡΡΠΊΠΎΠ³ΠΎ ΠΎΠ±ΡΠ°Π·ΠΎΠ²Π°Π½ΠΈΡ. ΠΡ ΠΏΡΠ΅Π΄Π»Π°Π³Π°Π΅ΠΌ ΡΠ°Π±ΠΎΡΠΈΠΉ Π°Π»Π³ΠΎΡΠΈΡΠΌ ΡΡΡΠ½Π΅Π½ΠΈΡ ΡΠΏΠΈΡΠΊΠ° ΡΠ°ΠΊΠΎΠ²ΡΡ
ΠΊΠΎΠΌΠΏΠ΅ΡΠ΅Π½ΡΠΈΠΉ Π½Π΅ Ρ ΡΠΎΡΠΊΠΈ Π·ΡΠ΅Π½ΠΈΡ ΠΈΡ
ΠΈΠ½Π΄ΠΈΠΊΠ°ΡΠΈΠΈ Π² ΡΠ°Π±ΠΎΡΠΈΡ
ΠΏΡΠΎΠ³ΡΠ°ΠΌΠΌΠ°Ρ
, Π½ΠΎ Π² Π°ΡΠΏΠ΅ΠΊΡΠ΅ ΠΏΡΠΎΡΠ΅ΡΡΠΈΠΎΠ½Π°Π»ΡΠ½ΠΎΠΉ Π΄Π΅ΡΡΠ΅Π»ΡΠ½ΠΎΡΡΠΈ.The topic of research competencies in training specialists for the new millennium is extremely important. The combination of the best domestic traditions with the challenges of the current time makes it imperative to include research activities in the processes of university education. We propose a working algorithm for clarifying the list of such competencies, not from the point of view of their indication in work programs, but from the aspect of professional activity
Influence Culture Hip-Hop on Outlook of Youth
The article deals with youth subculture in the context of mass culture and consumer society. The paper goes over the problem of Values of modern youth on the example of hip-hop subculture. The analysis of actual condition of culture of society is given. Positive and negative factors of influence of values of street culture are considered. The paper presents the results of a study of street culture in the Sverdlovsk region. The paper deals with the problem of addictive behavior of informal youth as well as ways to prevent dependencies in the youth environment. The object of the study is the youth hip-hop subculture in Russia, also known as street culture. The subject of the study is hip-hop as a cultural resource for the prevention of addictive behavior. The relevance of the work is caused by the tendency to change moral and value orientations in the modern world. The theoretical significance of the work is the systematization of the theoretical foundations of modern informal hip-hop subculture and prevention deviations in the informal youth environment, systematization of knowledge about the psychological characteristics of young people aged 16 years.The practical significance of the study is related to the possibility of using this material in the organization of specialized spaces and preventive measures for older adolescents and young people in the Sverdlovsk region. Some recommendations on prevention of addictive influence of subculture on youth are given.Π ΡΡΠ°ΡΡΠ΅ ΡΠ°ΡΡΠΌΠ°ΡΡΠΈΠ²Π°ΡΡΡΡ ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠ½Π°Ρ ΡΡΠ±ΠΊΡΠ»ΡΡΡΡΠ° Π² ΠΊΠΎΠ½ΡΠ΅ΠΊΡΡΠ΅ ΠΌΠ°ΡΡΠΎΠ²ΠΎΠΉ ΠΊΡΠ»ΡΡΡΡΡ ΠΈ ΠΎΠ±ΡΠ΅ΡΡΠ²Π° ΠΏΠΎΡΡΠ΅Π±Π»Π΅Π½ΠΈΡ ΠΈ ΡΠ΅Π½Π½ΠΎΡΡΠΈ ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΉ ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠΈ Π½Π° ΠΏΡΠΈΠΌΠ΅ΡΠ΅ Ρ
ΠΈΠΏ-Ρ
ΠΎΠΏ ΡΡΠ±ΠΊΡΠ»ΡΡΡΡΡ, Π΄Π°Π΅ΡΡΡ Π°Π½Π°Π»ΠΈΠ· Π°ΠΊΡΡΠ°Π»ΡΠ½ΠΎΠ³ΠΎ ΡΠΎΡΡΠΎΡΠ½ΠΈΡ ΠΊΡΠ»ΡΡΡΡΡ ΠΎΠ±ΡΠ΅ΡΡΠ²Π° Π² ΡΠ΅Π»ΠΎΠΌ. ΠΡΠΎΠΌΠ΅ ΡΠΎΠ³ΠΎ, Π² ΡΡΠ°ΡΡΠ΅ ΡΠ°ΡΡΠΌΠ°ΡΡΠΈΠ²Π°ΡΡΡΡ ΠΏΠΎΠ»ΠΎΠΆΠΈΡΠ΅Π»ΡΠ½ΡΠ΅ ΠΈ ΠΎΡΡΠΈΡΠ°ΡΠ΅Π»ΡΠ½ΡΠ΅ ΡΠ°ΠΊΡΠΎΡΡ Π²Π»ΠΈΡΠ½ΠΈΡ ΡΠ΅Π½Π½ΠΎΡΡΠ΅ΠΉ ΡΠ»ΠΈΡΠ½ΠΎΠΉ ΠΊΡΠ»ΡΡΡΡΡ. Π ΡΠ°Π±ΠΎΡΠ΅ ΠΏΡΠΈΠ²ΠΎΠ΄ΡΡΡΡ ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΡ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ ΡΠ»ΠΈΡΠ½ΠΎΠΉ ΠΊΡΠ»ΡΡΡΡΡ Π² Π‘Π²Π΅ΡΠ΄Π»ΠΎΠ²ΡΠΊΠΎΠΉ ΠΎΠ±Π»Π°ΡΡΠΈ ΠΈ ΠΎΠ±ΠΎΠ·Π½Π°ΡΠ°ΡΡΡΡ ΠΏΡΠΎΠ±Π»Π΅ΠΌΠ° Π°Π΄Π΄ΠΈΠΊΡΠΈΠ²Π½ΠΎΠ³ΠΎ ΠΏΠΎΠ²Π΅Π΄Π΅Π½ΠΈΡ Π½Π΅ΡΠΎΡΠΌΠ°Π»ΡΠ½ΠΎΠΉ ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠΈ, Π° ΡΠ°ΠΊΠΆΠ΅ ΡΠΏΠΎΡΠΎΠ±Ρ ΠΏΡΠΎΡΠΈΠ»Π°ΠΊΡΠΈΠΊΠΈ Π·Π°Π²ΠΈΡΠΈΠΌΠΎΡΡΠ΅ΠΉ Π² ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠ½ΠΎΠΉ ΡΡΠ΅Π΄Π΅. ΠΠ±ΡΠ΅ΠΊΡΠΎΠΌ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ ΡΠ²Π»ΡΠ΅ΡΡΡ ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠ½Π°Ρ Ρ
ΠΈΠΏ-Ρ
ΠΎΠΏ ΡΡΠ±ΠΊΡΠ»ΡΡΡΡΠ° Π² Π ΠΎΡΡΠΈΠΈ, ΠΈΠ·Π²Π΅ΡΡΠ½Π°Ρ ΠΊΠ°ΠΊ ΡΠ»ΠΈΡΠ½Π°Ρ ΠΊΡΠ»ΡΡΡΡΠ°. ΠΡΠ΅Π΄ΠΌΠ΅ΡΠΎΠΌ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ ΡΠ²Π»ΡΠ΅ΡΡΡ Ρ
ΠΈΠΏ-Ρ
ΠΎΠΏ ΠΊΠ°ΠΊ ΠΊΡΠ»ΡΡΡΡΠ½ΡΠΉ ΡΠ΅ΡΡΡΡ ΠΏΡΠΎΡΠΈΠ»Π°ΠΊΡΠΈΠΊΠΈ Π°Π΄Π΄ΠΈΠΊΡΠΈΠ²Π½ΠΎΠ³ΠΎ ΠΏΠΎΠ²Π΅Π΄Π΅Π½ΠΈΡ. ΠΠΊΡΡΠ°Π»ΡΠ½ΠΎΡΡΡ ΡΠ°Π±ΠΎΡΡ ΠΎΠ±ΡΡΠ»ΠΎΠ²Π»Π΅Π½Π° ΡΠ΅Π½Π΄Π΅Π½ΡΠΈΠ΅ΠΉ ΠΊ ΡΠΌΠ΅Π½Π΅ Π½ΡΠ°Π²ΡΡΠ²Π΅Π½Π½ΡΡ
ΠΈ ΡΠ΅Π½Π½ΠΎΡΡΠ½ΡΡ
ΠΎΡΠΈΠ΅Π½ΡΠΈΡΠΎΠ² Π² ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΌ ΠΌΠΈΡΠ΅. Π’Π΅ΠΎΡΠ΅ΡΠΈΡΠ΅ΡΠΊΠ°Ρ Π·Π½Π°ΡΠΈΠΌΠΎΡΡΡ ΡΠ°Π±ΠΎΡΡ Π·Π°ΠΊΠ»ΡΡΠ°Π΅ΡΡΡ Π² ΡΠΈΡΡΠ΅ΠΌΠ°ΡΠΈΠ·Π°ΡΠΈΠΈ ΡΠ΅ΠΎΡΠ΅ΡΠΈΡΠ΅ΡΠΊΠΈΡ
ΠΎΡΠ½ΠΎΠ² ΠΎ ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΡΡ
ΠΏΡΠΎΡΠ²Π»Π΅Π½ΠΈΡΡ
Π½Π΅ΡΠΎΡΠΌΠ°Π»ΡΠ½ΠΎΠΉ Ρ
ΠΈΠΏ-Ρ
ΠΎΠΏ ΡΡΠ±ΠΊΡΠ»ΡΡΡΡΡ, ΠΏΡΠΎΡΠΈΠ»Π°ΠΊΡΠΈΠΊΠΈ ΠΎΡΠΊΠ»ΠΎΠ½Π΅Π½ΠΈΠΉ Π² Π½Π΅ΡΠΎΡΠΌΠ°Π»ΡΠ½ΠΎΠΉ ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠ½ΠΎΠΉ ΡΡΠ΅Π΄Π΅ ΠΈ ΡΠΈΡΡΠ΅ΠΌΠ°ΡΠΈΠ·Π°ΡΠΈΠΈ Π·Π½Π°Π½ΠΈΠΉ ΠΎ ΠΏΡΠΈΡ
ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΈΡ
ΠΎΡΠΎΠ±Π΅Π½Π½ΠΎΡΡΡΡ
ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠΈ Π² Π²ΠΎΠ·ΡΠ°ΡΡΠ΅ ΠΎΡ 16 Π»Π΅Ρ. ΠΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠ°Ρ Π·Π½Π°ΡΠΈΠΌΠΎΡΡΡ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ ΡΠ²ΡΠ·Π°Π½Π° Ρ Π²ΠΎΠ·ΠΌΠΎΠΆΠ½ΠΎΡΡΡΡ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΡ Π΄Π°Π½Π½ΠΎΠ³ΠΎ ΠΌΠ°ΡΠ΅ΡΠΈΠ°Π»Π° Π² ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΈ ΡΠΏΠ΅ΡΠΈΠ°Π»ΠΈΠ·ΠΈΡΠΎΠ²Π°Π½Π½ΡΡ
ΠΏΡΠΎΡΡΡΠ°Π½ΡΡΠ² ΠΈ ΠΏΡΠΎΡΠΈΠ»Π°ΠΊΡΠΈΡΠ΅ΡΠΊΠΈΡ
ΠΌΠ΅ΡΠΎΠΏΡΠΈΡΡΠΈΠΉ Π΄Π»Ρ ΡΡΠ°ΡΡΠΈΡ
ΠΏΠΎΠ΄ΡΠΎΡΡΠΊΠΎΠ² ΠΈ ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠΈ Π² Π‘Π²Π΅ΡΠ΄Π»ΠΎΠ²ΡΠΊΠΎΠΉ ΠΎΠ±Π»Π°ΡΡΠΈ. Π ΡΠ°Π±ΠΎΡΠ΅ Π΄ΠΎΠΊΠ°Π·Π°Π½Π° ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΡ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΡ ΡΠ²ΠΎΡΡΠ΅ΡΠΊΠΈΡ
ΠΊΠ»Π°ΡΡΠ΅ΡΠΎΠ² ΠΏΡΠΈ ΠΏΡΠΎΡΠΈΠ»Π°ΠΊΡΠΈΠΊΠ΅ Π°Π΄Π΄ΠΈΠΊΡΠΈΠΉ Π² Π½Π΅ΡΠΎΡΠΌΠ°Π»ΡΠ½ΠΎΠΉ ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠ½ΠΎΠΉ ΡΡΠ΅Π΄Π΅ ΠΈ ΠΏΡΠ΅Π΄Π»ΠΎΠΆΠ΅Π½Ρ Π½ΠΎΠ²ΡΠ΅ ΡΠΎΡΠΌΡ ΠΏΡΠΎΠ²Π΅Π΄Π΅Π½ΠΈΡ ΠΌΠ΅ΡΠΎΠΏΡΠΈΡΡΠΈΠΉ. ΠΡΠΈΠ²ΠΎΠ΄ΡΡΡΡ ΡΠ΅ΠΊΠΎΠΌΠ΅Π½Π΄Π°ΡΠΈΠΈ ΠΏΠΎ ΠΏΡΠΎΡΠΈΠ»Π°ΠΊΡΠΈΠΊΠ΅ Π°Π΄Π΄ΠΈΠΊΡΠΈΠ²Π½ΠΎΠ³ΠΎ Π²Π»ΠΈΡΠ½ΠΈΡ ΡΡΠ±ΠΊΡΠ»ΡΡΡΡΡ Π½Π° ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΡ
The Youth and Competencies of the XXI Century
Π’Π΅ΠΌΠ° Π½Π°Π²ΡΠΊΠΎΠ² ΠΆΠΈΠ·Π½Π΅Π½Π½ΠΎΠΉ ΠΊΠ°ΡΡΠ΅ΡΡ Π΄Π°Π²Π½ΠΎ ΠΏΠ΅ΡΠ΅ΡΠΎΡΠ»Π° ΡΠ·ΠΊΠΎ ΠΏΠ΅Π΄Π°Π³ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΈΠ΅ ΡΠ°ΠΌΠΊΠΈ. ΠΠΌΠ΅ΡΡΠ΅ Ρ ΡΠ΅ΠΌ ΠΊ ΡΠΏΠΈΡΠΊΡ ΡΠΎΡΠΈΠ°Π»ΡΠ½ΠΎ-ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΡΠ΅ΡΠΊΠΈΡ
ΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΠ΅ΠΉ Π²ΡΠ΅ ΡΠ²Π΅ΡΠ΅Π½Π½Π΅Π΅ ΠΏΡΠΈΠΌΠ΅ΡΠΈΠ²Π°Π΅ΡΡΡ ΠΏΠΎΠ΄ΡΠ°Ρ ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ»ΡΠ½ΠΎ Π²Π°ΡΡΠΈΡΡΠ΅ΠΌΡΠΉ Π½Π°Π±ΠΎΡ Π½Π°Π²ΡΠΊΠΎΠ² Π²ΡΠΆΠΈΠ²Π°Π½ΠΈΡ Π² Π°ΠΊΡΡΠ°Π»ΡΠ½ΡΡ
ΡΠΈΡΡΠ°ΡΠΈΡΡ
ΠΈ ΠΏΡΠΎΡΠ΅ΡΡΠ°Ρ
. ΠΠ»Ρ ΡΠΎΠ³ΠΎ ΡΡΠΎΠ±Ρ ΠΈΠ·Π±Π΅ΠΆΠ°ΡΡ ΡΠΈΡΠΊΠ° ΠΏΠΎΠ»ΡΡΠ΅Π½ΠΈΡ Π±Π΅ΡΠΊΠΎΠ½Π΅ΡΠ½ΡΡ
ΡΠ°ΡΡΠΈΡΠ΅Π½ΠΈΠΉ ΡΠΏΠΈΡΠΊΠ° ΠΊΠΎΠΌΠΏΠ΅ΡΠ΅Π½ΡΠΈΠΉ XXI Π²., ΠΏΡΠ΅Π΄Π»Π°Π³Π°Π΅ΠΌ ΠΎΠ±ΡΠ°ΡΠΈΡΡΡΡ ΠΊ Π°Π½Π°Π»ΠΈΡΠΈΡΠ΅ΡΠΊΠΎΠΌΡ ΡΠ°Π·Π³ΡΠ°Π½ΠΈΡΠ΅Π½ΠΈΡ ΡΠ°ΠΊΠΎΠ²ΡΡ
Π½Π° Π°Π±ΡΠΎΠ»ΡΡΠ½ΡΠ΅ ΠΈ ΠΎΡΠ½ΠΎΡΠΈΡΠ΅Π»ΡΠ½ΡΠ΅ Π² Π·Π΅ΡΠΊΠ°Π»Π΅ ΡΡΡΠ°Π½ΠΎΠ²ΠΎΠΊ ΠΆΠΈΠ·Π½Π΅Π½Π½ΠΎΠΉ ΠΊΠ°ΡΡΠ΅ΡΡ ΡΠΎΠ²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΉ ΠΌΠΎΠ»ΠΎΠ΄Π΅ΠΆΠΈ Π² Π ΠΎΡΡΠΈΠΈ ΠΈ ΠΌΠΈΡΠ΅.The topic of life career skills has long outgrown the narrow pedagogical framework. At the same time, the list of socio-technological abilities is increasingly mixed with a sometimes arbitrarily varied set of survival skills in current situations and processes. In order to avoid the risk of getting endless extensions of the list of competencies of the XXI century, we suggest turning to the analytical differentiation of those into absolute and relative, in the mirror of the life career settings of modern youth in Russia and the world