Give a detailed description of the different policy provisions that can be professional educational organizations and define what crisis stressors that are unique to these States. Crisis stressor is a significant phenomenon or process, and overcoming or changing sign from negative to positive, in the course of management action (decision-making), takes the educational organization to a new level.
1. Leading position. Professional educational organization has a distinct competitive advantage and can save them at the expense of use of available financial capacity. It provides educational services of high quality and low cost.
Crisis stressor in this case is the ability to resist the emergence of new competitors. The behavior of the organization leader is the behavior of the scout, assuming the desire to explore more alternatives, loosely decentralized control, is not always full use of resources. The professional organization has unique educational methods and means for their implementation. Such educational organizations develop quality strategic forecast of its activities.
2. Competitive position is characteristic of professional educational organizations that implement a wide range of educational programs in a relatively unstable environment.
Crisis stressor here is the financial capacity, the ability to maintain and strengthen financial position. The behavior of professional organizations are in a competitive position, is the line of response. It determines the system of tactical procedures and measures to achieve the goals. The implementation of key competences in these organizations may be associated with financial difficulties. This position is often strategically unsustainable, because the organization lacks funds to implement a wide range of programs that she's throwing around, it captures new areas, not having enough resources and competences.
3. The conservative position is characteristic of professional educational organizations, having a unique competences and going the traditional route. The competitiveness of their services is under threat because of the educational organization in this position are weak competitors. They identified the causes of the problems and education of average quality. In these private organizations have problems with staff turnover. Budget financing allows them to free up talent for taking new heights, however, the share of new competitive advantages are minimal. In this case, efforts are focused on financial stability.
Crisis stressor, in this case, the competitiveness of the product. The behavior of the professional educational organizations within the conservative position, is the behavior of resting on its laurels; the organization lives past successes and not striving to improve, careful uses of new pedagogical technologies.
4. The defensive stance. Professional educational organization has a clear long-term plan of action, all the work is the elimination of negative consequences. For such organizations are characterized by the absence of a forecast of the situation on the labour market. They have developed managerial and organizational infrastructure that cannot compete with market leaders spend resources on developing their own services or for various reasons had setbacks in their implementation.
Crisis stressor — competitiveness of the educational organization as a whole. The behavior of professional organizations are in a defensive position, is the behavior of the defender, the desire to highlight the narrow scope of their interests and to protect her. Hence the concentration of resources, centralization of control.
The characteristics of the various strategic positions with the competencies possessed by vocational educational institutions, is summarized in table 6. Competence of an educational organization is know — how, knowledge, resources and technologies. They arise as the result of synergy of knowledge and experience.
Table 6. Feature various policy provisions
| Strategic position | Characteristics of strategic position |
| The leading position | The organization has unique competence of hardly-reproducible, unique technology training. The organization implements educational training specialists to those specialties that are in the growth stage of the life cycle. The uncertainty of the situation is small. The organization has a competitive advantage that can maintain and increase financial potential, forms of students ' leadership skills and socio-managerial competence |
| Competitive position | The key competencies provide the organization with a strong competitive position. She gets a competitive advantage in a relatively unstable environment, displays a new educational services for the development or new market. Its services have a high degree of attractiveness in the consumer market |
| The conservative position | The organization has broad and flexible competencies, a small number of spent competences that have been adopted by the main competitors and turned into standards (mandatory of educational activities). May reduce the quality of education, but the overall situation stable |
| Defensive position | The organization has a lot of unpromising competencies. The environment in which it operates, is characterized by high uncertainty. There are no additional (extra-budgetary) funding competitive position in the market of educational services. The organization loses out in price competition and loses market share |
So, we found the main critical stressors for professional educational organization located in a particular strategic position. However, each professional organization has a certain capacity to overcome the crisis stressors (table 7).
Table 7. Characteristics of crisis stressors and potentials for overcoming them
| Strategic position professional educational organization | Crisis stressors | The existing potential to overcome the stressor |
| The leading position | The ability to resist the emergence of new competitors | Readiness for rapid response to actions of competitors, the development of innovation |
| Competitive position | The ability to maintain and strengthen financial position | Promote pilot projects to attract investment |
| The conservative position | The competitiveness of the product | The use of past experience to achieve success |
| Defensive position | The competitiveness of the educational organization as a whole | Conversion, total integration, modernization of controls |
Overcoming stressors, professional educational organization will be able to achieve the main strategic goal of high quality educational services and, as a consequence, satisfaction and loyalty, the investment attractiveness.
