This master‘s final paper formulates the problems of image creation in educational organizations (gymnasiums), it also analyses the technique of image formation in organization examining the concept of organization’s image, reputation, discussing the principal features, types and the meaning of image. A lot of attention was paid to the analyses of organization’s image creation and management, i.e. identity, the main elements of which are- culture, communication and visual identity. The master paper presents possible models of image’s creation and strategic management which are adapted according to the features of educational institutions. The analyses of the image of Šiauliai gymnasiums have been carried out, on the grounds of employees (teachers) and consumers (parents) attitude to the phenomenon. The master’s final paper proves these hypotheses: I. the influence of image is very important to the successful management of gymnasium as it can be considered the way of communication with society and it helps to form the favourable attitude towards the educational institution. II. The positive image of gymnasiums has been formed by creating a focused inner and outer image.

Tyrimo problema, aktualumas ir naujumas. Gana dažnai tenka išgirsti darbdavių priekaištus švietimo organizacijoms, kad pastarosios ruošia netinkamus rinkai specialistus. Nusiskundimų sulaukia tiek aukštosios, tiek ir profesinės mokyklos. Kad pasiekti gerų rezultatų, reikia atnaujinti turimus išteklius, o tam reikia turėti pinigų. Tai – mokyklos vadovo rūpestis. Šiame darbe nagrinėjama profesinių mokyklų vadovavimo kultūra nuolat kintančioje aplinkoje. Atkūrus Lietuvos nepriklausomybę vadovo darbo pobūdis pasikeitė tiek kiekybiškai, tiek kokybiškai, ir taip atsirado naujų tyrimų poreikis. Lietuvos švietimo vadybos teoretikai gilindavosi į mokyklos, kaip organizacijos, mokslinius teorinius valdymo aspektus. Deja, realybėje sunku tiesiogiai pritaikyti bendrąsias vadybos teorijas mokyklai, todėl pastarosios vadovavimo kultūra vis dar lieka tyrimo objektu. Šiame tyrime yra palyginamas vadovo ir jo pavaldinių požiūris į jų švietimo organizacijos vadovavimo kultūrą: koks mokyklos vadovo vadovavimo stilius, kaip jis rūpinimąsi darbo rezultatais ir santykiais su pavaldiniais, kaip jis motyvuoja darbuotojus ir kuria mikroklimatą. Tyrimo tikslas – išnagrinėti vadovavimo kultūros teorinius pagrindus, atskleisti esamą vadovavimo kultūros situaciją profesinėse mokyklose, pateikti pasiūlymus bei rekomendacijas šių organizacijų veiklos gerinimui. Tyrimo uždaviniai: 1. remiantis įvairiomis teorijomis paaiškinti vadovavimo kultūros esmę, ypatumus dabartinėms rinkos ekonomikos sąlygoms; 2... [toliau žr. visą tekstą] / Research problem, relevance and novelty. You can hear quite often complaining enterpreneurs about bad training of the young specialists for labour market. They are complaining about higher schools and vocational schools, as well. If you need to reach good results you have to renew your resources. However, you have to have enought money for this. And that is the task for the head master of the school. We describe the leadership culture of vocational schools in the constantly changing surroundings in this work. When independence of Lithuania has been rebilted the head master‘s job charcter changed and we got needs for the new researches. It is hard to adapt the general management theory to some school in reality. That is why it is the research on leadership culture at the vocational schools still. The head master‘s point of view about leaderschip culture is compared with the point of view of his staff in this research. Aim of this research – to analyse theoretical basis of leadership culture; to find out the available situation about leadership culture at the vocational schools; to present recomendations about the organizations‘ activities improvement. Research hypotheses: 1. The older head masters make the negative influence to leadership culture; 2. The democratic style of head master‘s leadership does not make any negative influence to leadership culture of vacatinal schools; 3. The vocational schools‘ head masters devote a little money for their profesional competences‘... [to full text]