Diversity integration on the basis of development values

Nowadays the search for effective and harmonious activity model remains the main challenge for each university in the process of its development. The article analyses the experience of implementing different stages of transforming organizational model of UrFU activities. UrFU is a member of 5-100 project which is aimed at strengthening competitive position of a group of leading Russian universities at the global educational services and research programs market. Ideas forming the basis of UrFU organizational model transformation are widely discussed at other leading Russian universities. University experience presented in the article demonstrates step by step implementation of activity model transformation and allows for assessing complexity and diversity of approaches to changing activity model. Experience and original solutions used in the transformation of UrFU organizational activity model demonstrate new organizational development trend for the university describing ways of forming and developing management system. Any university starting a search for new activity model must follow its own path as copying ready solutions without considering individual peculiarities cannot give guaranteed quality results. Ural Federal University was formed by merging two strong Ural universities: Ural State Technical University (USTU UPI) and classical university Ural State University (USU). Starting from its first year the university with all its diversity of schools, chairs, faculties, different traditions and cultures started implementing and ambitious development program. It required the implementation of the first stage of activity transformation: integration of two universities' activities and creation of new management system (Р010-Р013.). It included changes in the shape of basic academic structures and formation of absolutely new management system providing development program implementation in a complex territorially spread university. The main characteristics of this stage are: - creation of a new organizational structure of merged university and formation of new level of basic activities, first of all in the form of new academic units institutes with a set of new tasks (15 institutes instead of 30 faculties), nomination of a managerial level with a new set of ambitious tasks in the field of university development; - creation of overall activity processes alongside with educational activities modernization. Successful implementation of this stage is proved by the fact that university has taken leading positions in terms of quality and quantity in the Ural region leaving other competitors far behind and achieved all the performance criteria in terms of development. The main event finalizing this stage was UrFU participation on the competitive basis in the team of leading universities working on a project aimed at upgrading international competitiveness. However the success at this stage did not guarantee problem free implementation of the next stages. The second stage of university transformation: academic activities efficacy growth (Р013-Р015) This stage was aimed at creating a foundation for transition to research and innovation based university. As growth potential is limited because of merger and process improvement university needs to find new mechanisms. New aspect of the second stage was formation of growth points in the form of excellence centers (competence centers). Competitive procedure helped to identify academic teams with high activity potential and create 7Р competence centers of different scale. Working on the basis of project principles competence centers got broad powers to form organizational structure, project team and budget. The third stage of university transformation: transition to education model based on research and innovation and move to international markets required and will keep requiring speeding up the changes in activity modification (Р015-Р018). Having reached certain progress in developing acad