School heads mastering the technology of developing the mission of an educational organization during training courses

The research problem and the rationale for its relevance. Heads of educational organizations today actively use the tools of strategic management, focusing on the approved methods and techniques of their implementation. However, a number of tools require adaptation to the specifics of the education system and the peculiarities of teaching teams. This applies to the development of the school mission with the involvement of the entire teaching staff in this process. The goal of research is to identify and test during the course training the ways of mastering the technology of developing the mission of an educational organization by school heads. Methodology. Integration of ideas of image, motivational and strategic approaches was chosen as a methodological basis for developing the mission of an educational organization. The content of the technology is conditioned by the orientation on the Ashridge Mission Model, according to which the mission structure represents 4 equal, interrelated and interdependent blocks: the purpose of the organization's existence, its development strategy, values and standards of behavior. The technology of developing the mission of the educational organization with the inclusion of the entire teaching staff consists of 6 stages, at which subgroups consistently develop each element of the mission. Then, the best options are selected in a game format, and in conclusion, a complete conceptual model of the mission is formulated. Results. Personal experience of applying the described technology in educational organizations allowed us to develop a comprehensive training session on this technology for school heads and their deputies. The participants of the training session highly appreciated the proposed technology, and those who applied it in their work practice confirmed the possibility and success of developing the mission of the educational organization by all members of the teaching staff. After a year of using the mission of the educational organization as a management tool, they noted positive changes in the teachers' understanding and support of the school's goal and development strategy, in the conscious acceptance of the mission as a guideline for their own behavior, in the improvement of the culture of communication between the participants of the educational process. However, they also noted the unsuccessful aspects of using the mission as a management tool, which requires further work to improve the programs of advanced training courses for heads of educational organizations.