Педагогика

https://doi.org/10.53656/ped2023-6s.13

2023/6s, стр. 142 - 154

ENTREPRENEURSHIP – A TOOL FOR RENEWAL AND MODERNIZATION OF THE EDUCATIONAL SYSTEM

Zhaneta Kalinova
OrcID: 0000-0002-1872-3093
WoSID: E-5953-2018
E-mail: zh.kalinova@naval-acad.bg
Nikola Vaptsarov Naval Academy
Varna Bulgaria

Резюме: One of the important aspects of organizational functioning is the adaptation process. Classically, the process is seen as adaptation to changes in the environment. and a factor for effective functioning. The publication presents the adaptation process as a cause of organizational aging – a classic problem of organizational development. As social systems, organizations go through stages analogous to biological systems. This presentation examines the specifics of the development process of organizations using a model representing the life cycle of an organizational system. The organization faces daily problems of different nature. In the stages of its life cycle, when it succeeds in dealing with problems, we see organizational growth. Over time, as a result of a declining ability to make adequate decisions, the organization reaches decline. There are a number of techniques for returning organizations to their creative period. In this context, this publication presents entrepreneurship as a tool for organizational renewal and modernization of educational systems. The conclusions drawn are supported by a study of a model organization Nikola Vaptsarov Naval Academy. The main research method applied is statistical analysis.

Ключови думи: educational organizations; management; life cycle of organizations; organizational aging; entrepreneurship in education

We live, study, work in a highly dynamic environment, and this dynamic is intensifying. We are forced to adapt (and do so unconsciously). Some succeed, some not so much. However, do we correctly understand the essence of the adaptation process?

The paper presents an adaptation process undertaken by one university – Nikola Vaptsarov Naval Academy. The main method to study the aspects of the process is statistical analysis. The following empirical studies were carried out:

1. Survey with employees.

2. Interviews.

3. Collection of empirical data.

Before presenting the results of the study, let us pay more attention to the paradigm of adaptation.

Nobel laureate Murray Gell-Mann in the monograph The Quark and The Jaguar: Adventures in the Simple and the Complex (Gell-Mann 2006) presents adaptation as occurring on three levels – “short-termˮ, “long-termˮ and “evolutionaryˮ adaptation. Here is an example.

Assume that the environment has changed to such an extent that the organization is unable to continue its activities. Three options of action are possible.

The first implies that the organization moves its business to an environment with favorable conditions and continues its activities. This is the so-called shortterm adaptation. In this case, the purpose, structure and qualities (properties) of the system do not change.

The second option provides for the organization to reorient itself to a similar type of activity that it can develop in such a changed environment – an example of long-term adaptation. Here it will be necessary to redefine goals, tasks and the technology by which they will be implemented, if necessary, changes will also occur in the organizational structure.

The third option is related to a drastic change in the purpose of the organization. This is the evolutionary adaptation that starts directly with a change of purpose and a completely new planning of the system1 .

What are the risks of permanent adaptation to changes in the environment?

First of all, a change in the functioning of an organization that has been adapting to a prevailing factor for a long time hides the danger that it will not have the necessary resources and will not be able to adapt. This is the so-called press/pulse effect (Arens 2006, pp. 456 – 471).

Second, evolutionary adaptation is related to a change in purpose and all subsequent actions, which is a drastic change for the organization. The question is whether its threshold of adaptability2 is sufficient and whether a systemic collapse will not follow.

Third, organizations with high adaptive sensitivity do not “filterˮ changes, but react to all changes. As a result, a kind of over-adaptation is reached – a high degree of specialization in the specific activity and a loss of identity. A high degree of specialization, in the sense that the organization will aim for high results with a minimum of effort and a minimum of resources. Over time, there will be a transition to a critical structure, reaching the threshold of adaptability and inevitable systemic collapse. Loss of diversity within the metasystem3, in turn, reduces its adaptability, and an unforeseen change in the environment can cause metasystem breakdown and individual organizations to fail to adapt as well.

Last but not least, in the process of continuous adaptation, the organization continuously engages its system resources, thereby reducing its reserves and adaptation capacity4.

And changes in environment are not always smooth. The organization adapts to a high degree to them and loses its ability to overcome a more drastic change.

It is interesting to relate the adaptation processes to the system of higher education. For ease of consideration, let us not take the system of higher education as a whole, but a separate university. In this publication, the Nikola Vaptsarov Naval Academy has been used as a model organization, but with great credibility the considerations can be applied to any university.

In education, the dynamics are extremely high. The lack of resources, both financial and in the form of consumers, in the conditions of inflation combined with a demographic crisis is indisputable.

Against this background, intra-systemic competition is growing significantly. It is hardly necessary to cite examples of the pressure to unite universities5 to see the results of this competition, but since these processes will be mentioned later, it is now appropriate to present the theoretical foundations of the problem of systemic adaptation.

If we reason by analogy, the already described adaptation process resembles the aging of biological systems. Here is the moment to introduce the process of organizational aging.

Organizational life cycle models push this analogy further. With the proviso that we are talking about the models that consider stages of organizational aging, decline and decay.

While we do not aim to present all these theories, a generalized model6 of organizational functioning is proposed.

In the process of development, organizations go through three main phases “earlyˮ, “matureˮ and “lateˮ (Fig. 1). It is appropriate to divide the early phase into 'emergence' and 'subsequent development' stages, and the late phase into 'decline' and 'decay'. The “Maturityˮ period is not subdivided into stages, as all models claim that stability is an inalienable attribute of this phase.

It is useful to briefly trace the organizational development in a time perspective.

Figure 1. Change in organizational performance over time

In the “Emergenceˮ stage, the purpose (mission) is not yet fully established. Goals are refined, tasks are constantly changing. The organization "feels" the environment, the hierarchy is poorly developed. The stage is characterized by initiative, creativity, enthusiasm.

With the establishment of the mission, goals and objectives, the organization enters the “Growthˮ stage. A process of improving the strategy for reaching the goals, of optimizing the structure, begins. Administrative culture begins to be valued, traditions are established.

In the event that within 2 – 3 years, a constant result is reported and no new development ideas are initiated, it can be argued that the organization has stepped into “Maturityˮ. The stage is characterized by stability. Purpose and goals are constant, structure is generally constant, hierarchy dominates relationships. Changes are already “dangerousˮ, there is a tendency to maintain the status quo. Initiatives are rejected with the argument that they do not fit into the organization's portfolio. There is a retreat from the functional indicators, but it is argued with the impact of external factors. The organization has imperceptibly moved into the Decline stage.

There is an extreme loss of flexibility, in the sense of the company's orientation towards the external environment for its activities. Decreased performance is not taken into account, it is increasingly talked about organizational image and public prestige. There is not enough will to finish the initiatives started. Work is campaign-led, employee turnover begins. This stage often goes unnoticed, which makes it dangerous.

At the “Decompositionˮ stage, there is no desire for any change, and there is no ability for such. Structural decay begins. “Reanimationˮ of the organization is practically impossible.

It is a good summary: a long process of adaptation is a prerequisite for organizational aging. Life cycle models make it possible, knowing the behavior of organizations by stages, to notice the first symptoms of “diseaseˮ and propose the necessary measures.

This statement is confirmed in a study conducted in a military educational model organization for the period 2011 – 20207. The period was chosen due to the fact that in 2011 the management of the academy was taken over by a new management team.

Data from earlier years are also collected in order to track certain trends over time.

The following empirical studies were carried out:

1. Survey with employees from Nikola Vaptsarov Naval Academy to determine aspects of the organizational specifics of the school. The survey does not claim to be an exhaustive study, but has an indicative character to reveal trends to be followed in a subsequent interview.

2. Interview with heads of administrative structures to reveal organizational characteristics.

3. Collection of empirical data describing the results of various aspects of the activity of the educational institution.

A number of indicators make it possible to determine the stage at which the organization is:

– own revenues – in the period 2002 – 2010, the average percentage of annual growth of own revenues was 17%;

– funding from European programs – in the period 2008 – 2010, funding from European programs increased 2.7 times;

– annual admission of students – in the period 2002 – 2010, the average annual growth was 72 people.

On the basis of the indicated data, the statement can be made: in the years before 2011, smooth growth was observed, a sign of a state of maturity.

At the same time, a number of indicators, such as lack of foreign students, lack of incoming student mobility, the amount of outgoing student mobility (only 40), the number of partnership agreements (3 agreements with universities and 3 agreements with companies), the number of active doctoral students (22 in 2010), the expenses for investment projects (194,047 BGN), the receipts from European projects (210,908 BGN in 2010) show that even with the presence of smooth growth of the various indicators for the processes in the organization, no opportunities for more significant achievements have been realized.

Data showing smooth growth and at the same time unrealized opportunities are an indicator that as of 2011 the organization was either in the “Late Maturityˮ or early “Declineˮ stage.

In 2011, after the end of the management's mandate, a new management team was formed. In the period 2011 – 2013, a policy was adopted to stimulate the teaching staff, their qualification, investments are made in directions that guarantee returns, members from other organizations are appointed, initiative is valued.

The results were not long in coming – by 2013, the organization was entering the “Growthˮ stage. Indicators that support this claim are:

– in the period 2015 – 2018, four new study specialties (courses) were opened;

– the percentage of foreign students against the total number of students is increasing sharply – by 2020 they were 18.99%. Schematically this is represented in fig. 2;

– in the period 2002 – 2019, the operating incomes grew 15.6 times and by 2018, the amount of operating incomes reached 49% of the school's total budget. The growth of operating incomes in the period 2012 – 2016 was most significant – 224% (fig. 3);

– in the period 2011-2016, the amount of income from projects and European programs increased by 13.1 times8. A graphical representation is given in fig 4;

– the data on incoming and outgoing student mobility for the purpose of practice also marked a sharp growth – in the period 2014 – 2020, outgoing student mobility increased 3.6 times (on average by 37 people per year), and in 2014 the incoming also begins;

– in the period 2008 – 2018, the annual admission of students increased by 78% (fig 5);

– in the period 2015 – 2020, the costs for investment projects averaged BGN 2,165,113 per year, which is a 6-fold increase compared to the average annual cost for the period 2008 – 2014 (fig. 6).

Similar are the indicators of scientific research activity, scientific projects, which inform that the effectiveness of the organization increases. The period of organizational growth continued until 2019. In 2020, the functional indicators marked a slight decline9, with some features characteristic of the “Late Growthˮ stage being noticed. In the period 2017 – 2020, a number of indicators, such as the number of students, own incomes and incomes from projects and European programs, student mobility seems to be relatively constant with a tendency to slow growth. A sign that the organization has entered a period of “Maturityˮ.

Figure 2. Percentage of foreign students from the total number of students trained in the professional field “Transport, shipping and aviationˮ. Data is taken from the Rating System of Higher Education Institutions in Bulgaria

Figure 3. Operating revenues for the period 2002 – 2020. Data is taken from annual accounting reports of the Naval Academy

Figure 4. Amount of revenues from projects and European programs. Data is taken from annual accounting reports of the Naval Academy

Figure 5. Admission of students with Bulgarian citizenship and foreign students. Data is taken from annual reports of the Naval Academy Rector

Figure 6. Costs for investment projects for the period 2008 – 2020. Data is taken from annual accounting reports of the Naval Academy.

Measures were needed, but what kind? Let us go back to the organizational life cycle stages. It seems that in the presentation of the system development we missed extremely important characteristics – the organizational culture and traditions. It's not too late to track them down.

The “Emergenceˮ stage is characterized by a high degree of flexibility, improvisation, creativity, low administrative consistency, no traditions are observed.

At the “Developmentˮ stage, traditions are established. Initiative is encouraged. This is a stage in which the organization's value system is formed, and it is an opportune moment for initiative and entrepreneurship to “step firmlyˮ into the organizational culture. How? By encouraging each other. Whether through purely financial incentives or moral ones. Let us not forget that the resulting initiative implies personnel growth. But it is also necessary to create procedures and build structures to support entrepreneurship in order to establish a kind of entrepreneurial trend in the organizational culture. Why? Because the entrepreneurial culture has a highly developed tendency to “self-reproduceˮ. The statement “under certain circumstances, entrepreneurship creates its own cultureˮ applies to it. It is distinct from social culture, regardless of whether the latter has had or has a positive or negative impact on entrepreneurial culture' (Narleva, Narlev 2019, p. 37).

In the event that in the growth stage, an appropriate entrepreneurial trend has not been formed in the organizational culture, then in "Maturity" more efforts are required. It may be necessary to replace managers from the middle hierarchical levels with personnel with a developed entrepreneurial spirit, and that as a team. Otherwise, there is a danger that an individual employee with entrepreneurial abilities will “meltˮ into the team. “Because of social influences, individual behavior often conflicts with individual preferences, and collective decisions do not reflect the preferences of group membersˮ. This happens because of "the tendency for the group to make a decision and follow a behavior that no one really wants, simply because everyone thinks others prefer them and does not want to go against the majority, preferring to be a 'group player' instead of to follow his personal preferences' (Kanev 2017, p. 4). As a whole it is usually too late to develop the entrepreneurial culture in the organization at this stage.

If even in maturity the organization misses the chance to bring the entrepreneurial spirit down to a cultural level, then at the “Declineˮ stage the problem is already serious. The real problem at this stage is the progressive departmentalization. The processes in the organization bring a rising number of internal products which are not necessary for the external product of the organization. The popular name of this process is an “increassing bureaucracy”. A personnel change is needed to cover all hierarchical levels. And whether the organization will endure such a drastic change and avoid systemic collapse depends above all on its adaptation capacity10.

In summary, let's see how entrepreneurship fits into the life cycle of an organization.

1. Arguably, in the “Emergenceˮ stage, entrepreneurship is the very content of the stage.

2. At the “Growthˮ stage, this is the moment to introduce entrepreneurship as an organizational model, to create that nuance in the culture of the organization that will provoke a search for entrepreneurial initiatives at the subsequent stages of the life cycle.

3. At the “Maturityˮ stage, entrepreneurship is vital, because can prolong the Maturity stage and delay the transition to Decline.

4. At the “Decline” stage, entrepreneurship should be imposed even by force through a drastic change of management and/or composition, a serious change of tasks, goals and the resulting restructuring.

5. At the “Decompositionˮ stage, entrepreneurship practically has no chance.

Entrepreneurship is associated with the ability to overcome the loss of flexibility and the aging of organizations. At the “Emergenceˮ stage, the organization is characterized by great flexibility, at the “Decompositionˮ stage it is extremely late for its recovery. Loss of flexibility is observed in the “Developmentˮ, “Maturityˮand partially “Declineˮ stages. The conclusion has to be drawn that entrepreneurship has a time scope precisely at these three stages (fig. 7) and a strong entrepreneurial initiative11 is needed to restore the rise in the development of the organization. In practice, it is an adaptation.

The chosen model organization is the Nikola Vaptsarov Naval Academy and it is appropriate to introduce it briefly. The school trains sailors, petty officers and officers for the needs of the Armed Forces. Professional training is also provided to personnel directly related to the work onboard merchant ships – navigators, ship engineers, ship electrical engineers, ship repair specialists and others. In the process of their education, the need for knowledge of intercultural competence on board the ship, the ability to work together with people from foreign cultures12 is taken into account.

TimeOrganizationalefectivenessSpamof theentrepreneurshipprocess

Figure 7. Span of entrepreneurship in the entire life cycle of organizations

Specializations such as “Water transport managementˮ, “Logisticsˮ, “Passenger ship managementˮ, “Fleet and port operationˮ prepare experts in the field of international sea trade, shipping business, ports. In other words, the mission of the naval school is “Training of highly qualified specialists for the Armed Forces of the Republic of Bulgaria, for the national security sector, for the maritime and IT industry, scientific support of the transformation of the Air Force and the development of the maritime sector of the Republic of Bulgariaˮ.

Since the chosen model organization is the Nikola Vaptsarov Naval Academy, it is appropriate to give an overview of the initiatives undertaken in it, concerning the rise in its development and related to the dynamics of the operating environment. In recent years, management systems with elements of artificial intelligence have been imposed in the maritime industry, cyber technologies are dynamically developing, which has led to the need for specialists to detect, analyze and promptly react to events in cyberspace. There was also a need for specialists in the technical operation of intelligent transport systems, in the safety and security of the port and, in general, the transport maritime infrastructure, in the field of military logistics and medical provision of the Armed Forces.

In this regard, for the period 2017 – 2022, new specialties have been revealed:

– “Military doctor”13;

– “Cyber Security”;

– “Naval Logistics”;

– “Mechatronics”;

– “Intelligent systems in transport (Mechatronics)”;

– “National and Regional Maritime Security”;

– “Management of national security”;

– “Cyber Operationsˮ;

– “Management of passenger shipsˮ.

To support training in the new specialties in 2021, a training center for cyber operations was opened at the Nikola Vaptsarov Naval Academy, which has the necessary specialized offices and laboratories – for the study of computer hardware; to work with classified information; for cyber exercises and training; for simulation management in conducting computer-aided cyber exercises and training and a communication center with communication and server equipment14.

Restructuring of the educational units was carried out – transformation of departments in order to match the specialties.

Regulations for the project activity have been adopted. For the period 2019 – 2022, research and development projects, projects for the development of the facilities, educational projects and others, with a total value of over BGN 800,000, were implemented, and projects with a total value of over BGN 11,000,000 are currently being implemented.

Apart from the mentioned sums, in 2021 a military scientific research vessel was acquired, owned by the Consortium “Bulgarian Antarctic Base “St. Kliment Ohridskiˮ and scientific research vesselˮ, whose members are Nikola Vaptsarov Naval Academy, Sofia University “St. Kliment Ohridskiˮ and the Bulgarian Antarctic Institute (BAI). The total value of the project is BGN 13,775,600.

It should be noted that in terms of student training and research activities, the school competes in a national and international environment, according to national and international standards, and to a high degree self-finances its initiatives15.

It can be seen that in terms of project initiatives, the Naval Academy is trying to make full use of the opportunities for more significant achievements and developing entrepreneurship as an organizational policy actively aimed at the environment.

Nikola Vaptsarov Naval Academy indisputably proves the claim that entrepreneurship is a component of organizational culture and reducing the entrepreneurial spirit to a cultural level is a successful approach to overcoming the effects of a complex problem such as organizational aging and a tool for renewal and modernization of the educational system.

NOTES

1. More on the systems analysis sequence in organizational planning in Aspects of Organization Theory (Kalinov 2017).

2. The adaptability threshold is appropriately described in “Target Resilience of Military Systemsˮ (Velichkov 2003).

3. There is a simultaneous adaptation of multiple organizations that bind into a metasystem.

4. It is the ability of the organization to adapt. Adaptive capacity does not define the actual ability to adapt, but the potential (Brooks, p. 9), inasmuch as adaptation is always in the context of a specific situation.

5. On 22.02.2022, the Minister of Education, Academician Denkov, announced after the meeting of the Council of Rectors of Higher Schools in a press conference the idea of restructuring higher education, an important element of which is the possibility of "small higher schools with a similar and/or complementary profile and located in the same or in nearby settlements to unite under a common name, with a common or shared leadership". For more information, see an interview with Minister Denkov "The goal is not to reduce universities, but to make them more visible". Darik News. Available from: https://dariknews.bg/novini/ bylgariia/ministyr-denkov-celta-ne-e-da-namalim-universitetite-a-da-stanat-povidimi-2301361.

6. The model is the author's.

7. In individual cases, data from earlier periods are also cited, insofar as some trends need to be traced in a deeper time perspective. A limitation of the study is the fact that until 2011 the degree of digitization was low and electronic databases were missing, and other data were simply not stored or were transferred to an archive outside the school.

8. Data from 2016 were taken because classic projects usually receive funding from one to three years after applying for them.

9. The impact of the external factor "Covid pandemic" is taken into account.

10. Additionally, it should be noted that different individuals will react differently to changes. The hypothesis that “there are differences in the perception of the characteristics of the environment: legal framework, strictness of order, accessibility, contradiction, load, satisfaction, entrapment and protectionˮ (Nedeva 2018, p. 65) is completely valid.

11. There are a number of regulations of organizational processes that to a certain extent concern entrepreneurship. One example are the quality management systems. The publication adheres to the concepts of their implementation based on the process approach presented in "Process-Based Approach in the Quality Management Systems Implementation" (Stefanova & Stoyanova 2016).

12. Considerations of the importance of such knowledge are presented in The Importance of Intercultural Competence on Board Ship (Karadencheva 2022).

13. Together with Military Medical Academy and Medical Universty “Prof. Dr. Paraskev Stoyanovˮ – Varna. The specialty combines training in “Medicineˮ for the educational-qualification degree “masterˮ and specialty “Organization and management of military formations at the tactical levelˮ, specialization “Medical provision of the Armed Forces", with the educational-qualification degree "bachelorˮ.

14. More information about the revealed specialties and the educational base on the school's website is available at: http://www.naval-acad.bg/ .

15. There is a tendency to fund higher education institutions on the basis of achieved results, which is not the case for the funding of the Naval Academy. The Academyis also subject to all the regulations typical of universities: accreditation by the National Agency for Evaluation and Accreditation, application for projects on a general basis (without a specific advantage), additionally applying a high international standard in the training of maritime specialists.

REFERENCES

ARENS, N.C. and WEST, I.D., 2008. Press/Pulse: A General Theory of Mass Extinction?. Paleobiology, vol. 34, no. 4, pp. 456 – 471.

BROOKS, N., 2003. Vulnerability, risk and adaptation: A conceptual framework. Web site. Tyndall Centre for Climate Change Research. Available from: https://www.researchgate.net/profile/Nick_Brooks2/ publication/200032746_Vulnerability_Risk_and_Adaptation_A_ Conceptual_Framework/links/0fcfd50ac169e15865000000.pdf.

GELL-MANN, М., 2006. The Quark And The Jaguar: Adventures in the Simple and the Complex. Sofia: Prometey – I. L. ISBN 954-94-61-04-01.

KALINOV, К., 2017. Aspekti na teoriyata na organizatsiite. Varna: Dangrafik. ISBN 978-954-9418-95-8.

KANEV, D., 2017. Chuvstvoto za dalg kato ogranichitel na presledvaneto na lichniya interes. Ikonomika 21, no. 1, pp. 3 – 23. eISSN 2534-9457; ISSN 1314-3123.

KARADENCHEVA, A., 2022. Znachimost na mezhdukulturnata kompetentnost na borda na koraba. Zhurnal na Sayuza na uchenite, sektsiya “Morski nauki”, pp. 3 – 11. ISSN 1314-3379.

NARLEVA, К.; NARLEV, YU., 2019. Savremenni aspekti na predpriemachestvoto. Varna: Е-litera. ISBN 978-954-2912-75-0.

NEDEVA, R., 2018. Razlichiya pri vazpriemaneto na sredata spored nivoto na reziliansa. Varnenski meditsinski forum, vol. 7, pp. 62-66. ISSN 2367-5519.

STEFANOVA, M.; STOYANOVA, A., 2016. Process-Based Approach in the Quality Management Systems Implementation. Varna: Science and Economics, University of Economics, pp. 470 – 476.

VELICHKOV, V., 2003. Tseleva ustoychivost na voennite sistemi. Sofia: Rakovski National Defence College.

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ANALYSIS AND IMPROVEMENT OF VIDEO LEARNING RESOURCES IN SMALL-SCALE LEARNING SCENARIOS

César Córcoles, Laia Blasco-Soplon, Germán Cobo Rodríguez, Ana-Elena Guerrero-Roldán

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АНГАЖИРАНОСТ КЪМ УЧЕНЕ ЧРЕЗ ИЗПОЛЗВАНЕ НА СМАРТ ТЕХНОЛОГИИТЕ В ОБРАЗОВАНИЕТО

Кирилка Тагарева, Дора Левтерова-Гаджалова, Ваня Сивакова

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ПРЕДИЗВИКАТЕЛСТВАТА НА СТАЖАНТСКАТА ПРАКТИКА ПРЕД СТУДЕНТИ – БЪДЕЩИ УЧИТЕЛИ

Илиана Петкова, Марияна Илиева, Владислава Станоева, Георги Чавдаров

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FEATURES OF SPEECH COMPREHENSION TRAINING OF CHILDREN WITH AUTISM SPECTRUM DISORDERS

Maryna Branytska, Svitlana Myronova, Svitlana Mykhalska

OVERVIEW OF THE STEM EDUCATION IN ISRAEL

Aharon Goldreich, Elena Karashtranova

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НАГЛАСИ НА СТУДЕНТИТЕ КЪМ СМАРТ ТЕХНОЛОГИИТЕ В ОБРАЗОВАНИЕТО

Дора Левтерова-Гаджалова, Кирилка Тагарева, Ваня Сивакова

PROFESSIONAL SUPPORT FOR YOUNG RESEARCHERS

Emina Vukašinović, Marija Veselinović, Milan Milikić

РОБОТИТЕ В ОБУЧЕНИЕТО – ОБРАЗОВАТЕЛНА STEAM ИГРА

Мария Желязкова, Михаил Кожухаров, Даниела Кожухарова

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ATTITUDES AND EXPERIENCES OF THE PRESCHOOL TEACHERS IN THE APPLICATION OF DIGITAL TECHNOLOGIES IN ENVIRONMENTAL EDUCATION

Nataša Branković, Gordana Kozoderović, Biljana Jeremić, Danijela Petrović, Bojan Lazić, Slavica Karanović

ДИГИТАЛНИ ТЕХНОЛОГИИ В ПОДКРЕПА НА УЧЕНЕТО

Стоянка Георгиева-Лазарова, Лъчезар Лазаров

PREPARATION OF FUTURE TEACHERS FOR ORGANISING A HEALTH-PRESERVING INCLUSIVE SPACE IN EDUCATIONAL INSTITUTIONS

Nadiya Skotna, Tetiana Nadimyanova, Anna Fedorovych, Myroslava Sosiak, Oksana Yatsiv

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ОТ РИСУНКА – КЪМ СНИМКА

Камен Теофилов

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„ВТОРОТО“ БЪЛГАРСКО УЧИЛИЩЕ. ГЕНЕЗИСЪТ

Пенка Цонева, Бистра Мизова

2023 година
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EXPLORING THE NARRATIVE IDENTITY OF HUNGARIAN TEACHERS IN SLOVAKIA

Patrik Baka, Terézia Stredl, Kinga Horváth, Zsuzsanna Huszár, Melinda Nagy, Péter Tóth, András Németh

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A QUALITY “ONLINE” TEACHER – WHAT DO STUDENTS APPRECIATE AND VALUE IN TEACHERS DURING DISTANCE LEARNING?

Irena Golubović-Ilić, Ivana Ćirković-Miladinović, Nataša Vukićević

SUPPORT FOR THE INCLUSION OF ROMA CHILDREN THROUGH THE PROJECT TEACHING MODEL

Biljana Jeremić, Aleksandra Trbojević, Bojan Lazić, Gordana Kozoderović

TREND ANALYSIS OF PROFESSIONAL COMPETENCES OF SPORTS TEACHERS AND COACHES

Sergejs Capulis, Valerijs Dombrovskis, Svetlana Guseva, Alona Korniseva

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ЦЕННОСТЕН ПРОФИЛ НА УЧИТЕЛИТЕ В НАЦИОНАЛЕН КОНТЕКСТ

Цветан Давидков, Силвия Цветанска

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MODELLING OF MARITIME CYBER SECURITY EDUCATION AND TRAINING

Gizem Kayisoglu, Pelin Bolat, Emre Duzenli

INTRODUCING THE USE OF CASE STUDIES METHODOLOGY IN TRAINING FOR SOFT SKILLS IN MARITIME UNIVERSITIES. THE ISOL-MET PROGRAM

Maria Lekakou, Helen Iakovaki, Dimitris Vintzilaios, Markella Gota, Giorgos Georgoulis, Thalia Vintzilaiou

THE ROLE OF MARITIME EDUCATION IN DIGITALIZATION

Kamelia Narleva, Yana Gancheva

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С МИСИЯ ЗА НАЦИОНАЛНА И КУЛТУРНА ИНДИВИДУАЛНОСТ

Надежда Кръстева, Йордан Колев

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PREFACE

Nikola Vaptsarov Naval Academy is the oldest technical educational institution in Bulgaria. The Naval Academy is one of the symbols of Varna and Bulgaria in the world maritime community. Its history and achievements establish it as the most prestigious center for training of maritime specialists. At present, the Naval Academy trains specialists for the Navy and for the merchant marine in all areas of maritime life. Research and development conducted at the Naval Academy in Varna

A FAIR CONCERN ABOUT ECDIS

Nikolay Sozonov, Dilyan Dimitranov

DATA-DRIVEN LEARNING APPROACH TO MARITIME ENGLISH

Jana Kegalj, Mirjana Borucinsky, Sandra Tominac Coslovich

DEVELOPING CRITICAL THINKING SKILLS THROUGH THE “CASE STUDY” TEACHING METHOD IN MARITIME ENGLISH LANGUAGE TEACHING (MELT)

Tamila Mikeladze, Svetlana Rodinadze, Zurab Bezhanovi, Kristine Zarbazoia, Medea Abashidze, Kristine Iakobadze

MAXIMIZING STUDENTS’ LEARNING IN MARITIME ENGLISH ONLINE COURSE

Valentyna Kudryavtseva, Svitlana Barsuk, Olena Frolova

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СПИРАЛАТА ОБЩЕСТВО – ОБРАЗОВАНИЕ

Иванка Шивачева-Пинеда

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ПРОЕКТНО БАЗИРАНО ОБУЧЕНИЕ ЗА СОЦИАЛНО-ЕМОЦИОНАЛНИ И ТЕХНОЛОГИЧНИ УМЕНИЯ ЧРЕЗ ПРОГРАМАТА „УМЕНИЯ ЗА ИНОВАЦИИ“

Галин Цоков, Александър Ангелов, Йоанна Минчева, Рени Димова, Мария Цакова

МЕДИЙНАТА ГРАМОТНОСТ И УЧИТЕЛИТЕ

Светла Цанкова, Стела Ангова, Мария Николова, Иван Вълчанов, Илия Вълков, Георги Минев

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INTONATION AND CHILDREN WITH EMOTIONAL AND BEHAVIORAL PROBLEMS

Katerina Zlatkova-Doncheva, Vladislav Marinov

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2022 година
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ТРАНСГРЕСИВНО-СИНЕРГИЧНО КАРИЕРНО РАЗВИТИЕ В „НЕФОРМАЛНО ОБРАЗОВАНИЕ“ В УНИВЕРСИТЕТА

д.п.н Яна Рашева-Мерджанова, Моника Богданова, Илиана Петкова

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INTEGRATING INTERCULTURAL EDUCATION IN THE PRIMARY SCHOOL CURRICULUM

Bujar Adili, Sonja Petrovska, Gzim Xhambazi

НАГЛАСИ НА БЪДЕЩИТЕ ДЕТСКИ УЧИТЕЛИ КЪМ STEM ПОДХОДА

Наталия Павлова, Михаела Тончева

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НАЦИОНАЛНАТА ИДЕЯ НА ПАИСИЙ ХИЛЕНДАРСКИ

Йордан Колев, Надежда Кръстева

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ИВАН Д. ШИШМАНОВ – ЕВРОПЕИЗИРАНИЯТ БЪЛГАРИН

Надежда Кръстева, Йордан Колев

THE TECHNOLOGY OF DEVELOPMENT OF COMMUNICATIVE CULTURE OF ELEMENTARY SCHOOL TEACHERS

Mariia Oliiar, Nataliia Blahun, Halyna Bilavych, Nataliia Bakhmat, Tetyana Pantyuk

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TEACHERS’ATTITUDES BOUT TEACHING AND LEARNING MATHEMATICS

Aleksandra Mihajlović, Emina Kopas-Vukašinović, Vladimir Stanojević

EDUCATION 4.0 – THE CHANGE OF HIGHER EDUCATION INSTITUTIONS AND THE LABOUR MARKET

Gergana Dimitrova, Blaga Madzhurova, Stefan Raychev, Dobrinka Stoyanova

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DISTANCE LEARNING IN THE CONTEXT OF THE COVID-19 PANDEMICS

Baktybek Keldibekov, Shailoobek Karagulov

DIGITAL UNIVERSITIES: FEATURES AND KEY CHARACTERISTICS

Marina Skiba, Maktagali Bektemessov, Alma Turganbayeva

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TWO-TIER MODEL OF TRAINING FUTURE TEACHERS FOR COACHING AT OUT-OF-SCHOOL INSTITUTIONS

Borys Savchuk, Tetyana Pantyuk, Natalia Sultanova, Halyna Bilavych, Mykola Pantyuk

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2021 година
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ИЗСЛЕДВАНЕ НА ВЗАИМОДЕЙСТВИЕТО МЕЖДУ ФОРМАЛНОТО И НЕФОРМАЛНОТО ЗДРАВНО ОБРАЗОВАНИЕ

Вержиния Боянова, Константин Теодосиев, Берджухи Йорданова

FORMATION OF PROFESSIONAL COMPETENCE OF ASSISTANT TEACHER OF INCLUSIVE EDUCATION IN SECONDARY EDUCATION INSTITUTIONS

Vladyslava Liubarets, Nataliia Bakhmat, Olena Matviienko, Oksana Tsykhmeistruk, Inna Feltsan

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CONCEPT OF PRESENT PRACTICE IN CHOOSING OF OPTIMAL NUMBER OF TUGS

Rino Bošnjak, Zvonimir Lušić, Filip Bojić, Dario Medić

S-101 CHARTS, DATABASE TABLES FOR S-101 CHARTS, AUTONOMOUS VESSEL

Vladimir Brozović, Danko Kezić, Rino Bošnjak, Filip Bojić

INFLUENCE OF HYDRO-METEOROLOGICAL ELEMENTS ON THE SHIP MANOEUVRING IN THE CITY PORT OF SPLIT

Zvonimir Lušić, Nenad Leder, Danijel Pušić, Rino Bošnjak

MEETING SUSTAINABLE DEVELOPMENT GOALS – EXPERIENCE FROM THE LARGEST SHIPPING COMPANIES

Katarina Balić, Helena Ukić Boljat, Gorana Jelić Mrčelić, Merica Slišković

OPTIMISING THE REFERENCE POINT WITHIN A JOURNAL BEARING USING LASER ALIGNMENT

Ty Aaron Smith, Guixin Fan, Natalia Nikolova, Kiril Tenekedjiev

REVIEW OF THE CURRENT INCREASE OF NOISE UNIT COST VALUES IN TRANSPORT

Luka Vukić, Ivan Peronja, Mihaela Bukljaš, Alen Jugović

TARGET DETECTION FOR VISUAL COLLISION AVOIDANCE SYSTEM

Miro Petković, Danko Kezić, Igor Vujović, Ivan Pavić

NEW RESULTS FOR TEACHING SHIP HANDLING USING FAST TIME SIMULATION

Knud Benedict, Michèle Schaub, Michael Baldauf, Michael Gluch, Matthias Kirchhoff, Caspar Krüger

POTENTIAL BENEFITS OF ELECTRICALY DRIVEN FERRY, CASE STUDY

Tina Perić, Ladislav Stazić, Karlo Bratić

SITUATIONAL AWARENESS – KEY SAFETY FACTOR FOR THE OFFICER OF THE WATCH

Hrvoje Jaram, Pero Vidan, Srđan Vukša, Ivan Pavić

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INCLUSIVE INTELLIGENCE

Aleksandar Krastev

EDUCATION OF MORAL CULTURE OF STUDENT YOUTH IN THE CONDITIONS OF POLYCULTURAL SPACE

Natalia Bondarenko, Yevhen Rozdymakha, Lyudmila Oderiy, Anatoly Rozdymakha, Dilyana Arsova

PROFESSIONAL DEVELOPMENT IN KOSOVO – RESEARCH OF TRAINING PROGRAMS AND TESTS

Bekim Samadraxha, Veton Alihajdari, Besim Mustafa, Ramë Likaj

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EVALUATION OF CRUISER TRAFFIC VARIABLES IN SEAPORTS OF THE REPUBLIC OF CROATIA

Maja Račić, Katarina Balić, Mira Pavlinović, Antonija Mišura

COMPARATIVE ANALYSIS OF THE CONTRACTS FOR MARITIME TRANSPORT SERVICES. CHAIN OF CHARTER PARTIES

Svetlana Dimitrakieva, Ognyan Kostadinov, Christiana Atanasova

THE LIGHTSHIP MASS CALCULATION MODEL OF A MERCHANT SHIP BY EMPIRICAL METHODS

Vedran Slapničar, Katarina Zadro, Viktor Ložar, Ivo Ćatipović

ON EDUCATION AND TRAINING IN MARITIME COMMUNICATIONS AND THE GMDSS DURING THE COVID-19

Chavdar Alexandrov, Grozdyu Grozev, Georgi Dimitrov, Avgustin Hristov

AIR POLLUTANT EMISSION MEASUREMENT

Nikola Račić, Branko Lalić, Ivan Komar, Frane Vidović, Ladislav Stazić

ASSESSMENT OF LNG BUNKERING ACCIDENTS

Peter Vidmar, Andrej Androjna

EGR OPERATION INFLUENCE ON THE MARINE ENGINE EFFICIENCY

Delyan Hristov, Ivan Ivanov, Dimitar Popov

THE MEASUREMENT OF EXHAUST GAS EMISSIONS BY TESTO 350 MARITIME – EXHAUST GAS ANALYZER

Bruna Bacalja, Maja Krčum, Tomislav Peša, Marko Zubčić

PROPELLER LOAD MODELLING IN THE CALCULATIONS OF MARINE SHAFTING TORSIONAL VIBRATIONS

Nenad Vulić, Karlo Bratić, Branko Lalić, Ladislav Stazić

TECHNICAL DIAGNOSTICS OF MARINE EQUIPMENT WITH PSEUDO-DISCRETE FEATURES

Guixin Fan, Natalia Nikolova, Ty Smith, Kiril Tenekedjiev

CONTRIBUTION TO THE REDUCTION OF THE SHIP’S SWITCHBOARD BY APPLYING SENSOR TECHNOLOGY

Nediljko Kaštelan, Marko Zubčić, Maja Krčum, Miro Petković

THE STAND FOR FIN DRIVES ENERGY TESTING

Andrzej Grządziela, Marcin Kluczyk, Tomislav Batur

INTRODUCTION OF 3D PRINTING INTO MARINE ELECTRICAL ENGINEERING EDUCATION – A CASE STUDY

Ivica Kuzmanić, Igor Vujović, Zlatan Kulenović, Miro Petković

SHIPYARD CRANE MODELING METHODS

Pawel Piskur, Piotr Szymak, Bartosz Larzewski

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TEACHERS' PERSPECTIVE ON THE EDUCATIONAL IMPLICATIONS OF ONLINE TEACHING

Julien-Ferencz Kiss, Florica Orțan, Laurențiu Mândrea

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ФИДАНА ДАСКАЛОВА ЗА ПЕДАГОГИКАТА

Маргарита Колева, Йордан Колев

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НЕВРОДИДАКТИКА

Наталия Витанова

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BULGARIAN SCHOOL – SHOWCASE OF IDENTITY

Veska Gyuviyska, Nikolay Tsankov

2020 година
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EDUCATIONAL REASONS FOR EARLY SCHOOL DROP-OUT

Maria Teneva, Zlatka Zhelyazkova

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TEACHING CHALLENGES IN SPORTS EDUCATION DURING THE PANDEMIC COVID-19

Evelina Savcheva, Galina Domuschieva-Rogleva

THE DIFFERENCES IN STUDENTS’ATTITUDES ABOUT ONLINE TEACHING DURING COVID-19 PANDEMIC

Aleksić Veljković Aleksandra, Slađana Stanković, Irena Golubović-Ilić, Katarina Herodek

ONLINE EDUCATION DURING PANDEMIC, ACCORDING TO STUDENTS FROM TWO BULGARIAN UNIVERSITIES

Antoaneta Getova¹, Eleonora Mileva², Boryana Angelova-Igova²

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TEACHERS ATTITUDES ABOUT INTEGRATED APPROACH IN TEACHING

Emina Kopas-Vukašinović, Aleksandra Mihajlović, Olivera Cekić-Jovanović

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КОНЦЕПТУАЛНИ МОДЕЛИ ЗА РАЗРАБОТВАНЕ НА ПОЗНАВАТЕЛНИ ОНЛАЙН ИГРИ В ОБЛАСТТА НА КУЛТУРНОТО НАСЛЕДСТВО

Детелин Лучев, Десислава Панева-Мариновa, Радослав Павлов, Гита Сенка, Лилия Павлова

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A CONTINUUM OF APPROACHES TO SCHOOL INSPECTIONS: CASES FROM EUROPE

Rossitsa Simeonova, Yonka Parvanova, Martin Brown, Sarah Gardezi, Joe O’Hara, Gerry McNamara, Laura del Castillo Blanco, Zacharoula Kechri, Eleni Beniata

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2019 година
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ОБРАЗОВАНИЕ НА БЪДЕЩЕТО

Наталия Витанова

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RISK FACTORS FOR EARLY SCHOOL LEAVING IN BULGARIA

Elena Lavrentsova, Petar Valkov

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LEARNING MATURITY

Alina Gîmbuță, Daniela-Carmen Berințan, Marijana Mikulandra, Krzysztof Kij, Katja Sivka

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ДЕТЕТО И ПЕДАГОГИКАТА

Яна Рашева-Мерджанова

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УВАЖАЕМИ КОЛЕГИ,

На добър час!

УЧЕНИЧЕСКО САМОУПРАВЛЕНИЕ

Бисерка Михалева

2018 година
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ПРАВАТА НА ДЕТЕТО ПРЕЗ ПОГЛЕДА НА СТУДЕНТИ ПЕДАГОЗИ

Йорданка Николова, Даниела Рачева

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СПОДЕЛЕНО МНЕНИЕ

Йосиф Нунев

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РАДОСТТА ОТ ОБЩУВАНЕТО НА ЧУЖД ЕЗИК В ДЕТСТВОТО

Екатерина Софрониева, Христина Белева

ПРОФ. Д-Р ЕЛЕНА РУСИНОВА-БАХУДЕЙЛА

Розалина Енгелс-Критидис

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ПОЗИТИВНА УЧЕБНА СРЕДА

Валентина Шарланова

SENIOR CITIZENS’ EXISTENTIAL NEEDS AND EDUCATION FOR THE MEANING OF LIFE

Joanna Łukasik, Norbert Pikuła, Katarzyna Jagielska

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ПАРАДИГМАТА СЕМИОТИКА – ЕЗИК – ДЕТЕ ПРИ 6 – 7-ГОДИШНИТЕ

Жоржетина Атанасова, Любимка Габрова

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ДЕТСКИ КОНФЕРЕНЦИИ

Боряна Иванова

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СЪВРЕМЕННИ МЕТАМОРФОЗИ НА ВЗАИМООТНОШЕНИЯТА В ДЕТСКАТА ГРУПА

Веселина Иванова, Виолета Кърцелянска-Станчева

SCHOOLS AND UNIVERSITIES AS SOCIAL INSTITUTIONS

Emilj Sulejmani, Shikjerije Sulejmani

ОТНОСНО УСЕТА ЗА БРОЕНЕ

Петър Петров, Мима Трифонова

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УВАЖАЕМИ КОЛЕГИ И ПРИЯТЕЛИ

Емилия Василева, главен редактор

ДОБРИ ПРАКТИКИ „ПАРТНЬОРСТВО РОДИТЕЛИ – УЧИЛИЩЕ“

Мехмед Имамов, Калинка Гайтанинчева

2017 година
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ЧЕТЯЩИЯТ СТУДЕНТ, ЧЕТЯЩОТО ДЕТЕ – ЕДНО МАЛКО ПРОЗОРЧЕ, ЕДНА ВЕЛИЧЕСТВЕНА ГЛЕДКА

Мариана Мандева, Боряна Туцева, Габриела Николова, Цветелина Ковачева

Кампания на Институт за български език – БАН и вестник „Аз-буки“

на Институт за български език – БАН, и вестник „Аз-буки“

ЕДИН ТИП СЛОЖНИ НАРЕЧИЯ

Марияна Цибранска-Костова

СВАТБА

Палмира Легурска

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ДИДАКТИЧЕСКИ КОМПЕТЕНТНОСТИ

Нели Митева, Наталия Витанова

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АБВ ПОИСКА … ИЛИ АБВ ПОИСКАХА…?

Цветелина Георгиева

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НОВА И ПОЛЕЗНА КНИГА

Йонка Първанова

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Кампания на Института за български език – БАН и вестник „Аз-буки“

на Института за български език – БАН, и вестник „Аз-буки“

ИМЕНИЦИ И ИМЕННИЦИ

Ивелина Стоянова

НЕ МОГА ДА НЕ НЕДОВОЛСТВАМ

Ивелина Стоянова

ОБРЪЩЕНИЕ ИЛИ ОБРАЩЕНИЕ?

Диана Благоева

ОЩЕ ВЕДНЪЖ ЗА ГЛАВНИТЕ БУКВИ

Мая Влахова-Ангелова

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ПРОБЛЕМИ И ПЕРСПЕКТИВИ В РАЗВИТИЕТО НА ХУДОЖЕСТВЕНОТО ОБРАЗОВАНИЕ У НАС ПРЕЗ ПОГЛЕДА НА ДЕТСКИЯ И НАЧАЛНИЯ УЧИТЕЛ

Теодора Власева, Даниела Гирджева-Валачева, Мария Калоферова, Найден Младенов, Илияна Шотлекова

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ФАКТОРИ ЗА УСПЕШНО ПРИЛАГАНЕ НА СМЕСЕНО ОБУЧЕНИЕ

Стоянка Георгиева-Лазарова, Лъчезар Лазаров

2016 година
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ВНИМАВАЙКИ В КАРТИНКАТА

Ивелина Стоянова

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Кампания на Института за български език – БАН и в. „Аз-буки“

на Института за български език – БАН, и в. „Аз-буки“

ПРАВО В ДЕСЕТКАТА

Ивелина Стоянова

ЗДРАВЕЙТЕ, ЗАПЕТАИ!

Илияна Кунева

ЗА ЦИФРИТЕ И ЧИСЛАТА

Светлозара Лесева

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УЧИЛИЩЕ ЗА ЧЕТЕНЕ

Петя Георгиева, Христина Димитрова

Кампания на Института за български език – БАН и в. „Аз Буки“

на Института за български език – БАН, и в. „Аз Буки“

ДОШЛА ЛИ Е ИНСПЕКТОРЪТ?

Ванина Сумрова

ДА ВИ Е СЛАДКО!

Иво Панчев

ЩЕ ТЕ ЧАКАМ В/НА ЦЕНТЪРА

Илияна Гаравалова

КЪЩА-МУЗЕЙ ИЛИ КЪЩА МУЗЕЙ?

Ивелина Стоянова

КОЙ Е ПО-, ПÒ, НАЙ-?

Мария Тодорова

ТЪРСИ МЕ ПРОДАВАЧКА

Светлозара Лесева

ПРАВО В ДЕСЕТКАТА

Ивелина Стоянова

ПРОФ.Д.П.Н. СТОЯНКА ЖЕКОВА

Редколегия на сп. „Педагогика“

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AN OVERVIEW ON FORMAL SCHOOLING SYSTEM IN SEVEN COUNTRIES

Alina Gîmbută, Maria Fili, Cemile Yavuz, Radmila Jeřábková, Nikolina Ratković, Paulo Manuel Oliveira Mengo de Abreu, Chiara Sega

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IN MEMORIAM

На 10.12.2015 г. ни напусна нашият колега и приятел проф. д-р Иван Пет ков Иванов. Той беше уважаван учен и експерт в областта на педагогическите науки – автор на 10 монографии, 8 учебника, 10 учебни помагала, 6 студии и над 100 статии в специализирани периодич- ни издания и научни сборници; участник в 28 между- народни и национални проекта; председател и член на експертни групи към НАОА, член на редакционната ко- легия на сп. „Педагогика“. Проф. д-р Иван Иванов беше уважаван и оби

2015 година
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ДИСКУСИЯТА В УРОКА ПО ЛИТЕРАТУРА

Огняна Георгиева-Тенева

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ГОТОВНОСТ ЗА ОГРАМОТЯВАНЕ

Екатерина Чернева

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ПРОБЛЕМИ НА СОЦИАЛНАТА АДАПТАЦИЯ НА ПЪТУВАЩИ УЧЕНИЦИ ОТ МАЛКИ НАСЕЛЕНИ МЕСТА\(^{1)}\)

Траян Попкочев, Бонка Гергинова, Тереза Карамангалова

ТУРНИР ПО КАНАДСКА БОРБА

Д. Евтимова, Е. Павлова, И. Радославова и Б. Иванов

ДЕТСКА ЛЯТНА ОЛИМПИАДА

Нели Бъчварова, Десислава Дургова

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ORGANIZATIONAL CULTURE: THEORY AND REALITY

Inna Leonidovna Fedotenko

2014 година
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ДА ЗАПАЛИШ ИСКРАТА

Дафинка Самарджиева

НА УЧИЛИЩЕ – С УСМИВКА!

Снежана Якимова

УЧИТЕЛЯТ – ЕТАЛОН ЗА ФОРМИРАНЕ НА ДЕТСКАТА ЛИЧНОСТ

Катя Коруджийска, Янка Маринкова

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ЗАЕДНО МОЖЕМ ПОВЕЧЕ

Диана Смиленова

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ЗА ДУМАТА КАТО СРЕДСТВО ЗА ОБЩУВАНЕ

ЗА ДУМАТА КАТО СРЕДСТВО ЗА ОБЩУВАНЕ

УСПЕШНИЯТ УЧИТЕЛ – МЕЖДУ ПРОФЕСИОНАЛНАТА НОРМА И СТРАСТТА ДА ПРЕПОДАВАШ

Проф. д-р Ангел Петров е преподавател по методика на обучението по български език в СУ „Св. Климент Охридски“. Ръководител е на най- старата катедра по методика на филологически- те дисциплини в страната – Катедрата по ме-

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LE PROJET PÉDAGOGIQUE, SOURCE DE MOTIVATION DANS L’ENSEIGNEMENT ET L’APPRENTISSAGE DU FLE

THE EDUCATIONAL PROJECT, MEANS OF MOTIVATION IN TEACHING AND LEARNING FLE

LA PÉDAGOGIE DU PROJET ET LA MOTIVATION DES ÉLÈVES POUR L’APPRENTISSAGE DU FRANÇAIS

PROJECT PEDAGOGY AND PUPILS’ MOTIVATION IN LEARNING FRENCH

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КАЖДЫЙ ДЛЯ МЕНЯ УЧИТЕЛЬ

Ш.А.Амонашвили

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АНТОАНЕТА ЙОВЧЕВА (1952 – 2014)

След трудна борба с тежката болест ни напусна един добър и мил човек, една светла личност – Анто- анета Йовчева, нашата обичана колежка Тони. Нейните колеги и приятели, многобройните автори и сътрудници на сп. „Начално образование“ и на сп. „Педагогика“ ще запазят завинаги спомена за нейната приветлива усмивка, за нейната отзивчивост и преда- ност към работата, за нейната широка култура и стре- меж към познание, към развитие. Родена на 20 март 1952 г. в София в интелигентно се- мей

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ПОСТМОДЕРНИЗЪМ И ВЪЗПИТАНИЕ

Клавдия Сапунджиева

ДЕТСКИ УНИВЕРСИТЕТИ

Боряна Иванова

ПРОФ. Д-Р ЕЛКА ПЕТРОВА

Златка Петрова

МЕЖДУНАРОДНЫЙ ЦЕНТР ГУМАННОЙ ПЕДАГОГИКИ

Международният център „Хуманна педагогика“ организира XIII педаго- гически четения в периода 20 – 23.03.2014 г. в гр.Тбилиси, Грузия. Форумът се организира със съдействието на грузинското правителство. „Учителят“ е темата, която ще обедини участниците: учители, експерти, родители, универ- ситетски преподаватели, представители на педагогическата общност от мно- го страни, за да се осъществи дискусия за мисията на съвременния учител в съвременния образователен контекст. Ръководството на

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ОСНОВНИ ХАРАКТЕРИСТИКИ НА МОБИЛНОТО ОБУЧЕНИЕ

Стоянка Георгиева-Лазарова, Лъчезар Лазаров

2013 година
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УЧИТЕЛИ ВЪЗРОЖДЕНЦИ В ТЪРНОВО

Венка Кутева-Цветкова

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ДИМИТЪР ДОНЧЕВ – С ВЪЗХИТА ЗА БЪЛГАРСКИЯ УЧИТЕЛ

100 ГОДИНИ ОТ РОЖДЕНИЕТО НА ДИМИТЪР ЕВСТАТИЕВ ДОНЧЕВ (5.10.1913 – 15.02.1997)

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„СЛЪНЦЕТО“ НА ВЪЗПИТАТЕЛНАТА СИСТЕМА В ТВУ – РАКИТОВО

85 ГОДИНИ ОТ РОЖДЕНИЕТО НА АНГЕЛ УЗУНОВ (1928 – 1999)

ЦЕННОСТИ И ДУХОВНО-НРАВСТВЕНО РАЗВИТИЕ НА МАЛКИЯ УЧЕНИК

Марияна Ешкенази, Гергана Фиданова, Марияна Вишева, Цветанка Годжилова

МАЛКИЯТ УЧЕНИК ЧЕТЕ

Марияна Механджиева Венета Велева

С БАБА И ДЯДО В КЛАС

Цветелин Горанов, Таня Илиева, Цветанка Берова, Нели Иванова, Борка Бончева

РОД РОДА НЕ ХРАНИ, НО ТЕЖКО МУ, КОЙТО ГО НЯМА!

Диляна Вачкова Евелина Димитрова

ДА ПОМОГНЕМ НА ДЕЦАТА ДА ОТВОРЯТ СЪРЦАТА СИ

Иванка Дебелушина, Нина Маврикова

ДОБРОТО Е У ВСЕКИ

Мария Наскова

ОТЛИЧЕН ПЕДАГОГ, ПСИХОЛОГ И ПСИХОТЕРАПЕВТ

ДОЦ. СВЕТОСЛАВ СТАМЕНОВ (1939 – 2013)

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ТЕОРЕТИКО-ПРИЛОЖНИ ПРОБЛЕМИ НА КОНСТРУИРАНЕТО НА ТЕСТ ЗА НАЦИОНАЛНО ВЪНШНО ОЦЕНЯВАНЕ ПО „ЧОВЕКЪТ И ОБЩЕСТВОТО“ ЗА 4. КЛАС (2013)

Ваня Петрова, Цонка Каснакова, Мариан Делчев Жана Минчева Радостина Стоянова, Рада Димитрова Мария Темникова

MEDIA IN PRESCHOOL AGE OF CHILD’S LIFE

Sonja Petrovska Jadranka Bocvarova

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ШАЛВА АЛЕКСАНДРОВИЧ АМОНАШВИЛИ – УЧИТЕЛ ОТ БЪДЕЩЕТО

В сложното битие на науката и метамор- фозите на социалната реалност, неотменими и общовалидни остават само най-стойностни- те постижения и безспорни истини, които не само маркират и остойностяват територията на човешко познание, но извисяват самия чо- век, поддържат неговата вяра в доброто, под- хранват чувството му за собствена значимост, укрепват неговия дух. Приемайки извечните послания на класи- ческата философско-педагогическа мъдрост и дълбоко обвързан с педагогическата р

МАНИФЕСТ ГУМАННОЙ ПЕДАГОГИКИ

Преамбула 25 лет тому назад группа учителей новаторов провозгласила манифест „Пе- дагогика сотрудничества“ (Переделкино, 1986 год). В последующие годы были опубликованы отчеты встреч учителей новаторов, в которых рассматри- вались разные аспекты педагогики сотрудничества: „Демократизация лично- сти“ (Цинандали, Телавский район, Грузия, 1987 год), „Методика обновления“ (Москва, 1988 год), „Войдем в новую школу“ (Краснодарский край, 1988 год). Идеи педагогики сотрудничества воодушевленно

ПОРТФОЛИОТО НА УЧЕНИКА КАТО ПРОЦЕС НА САМОПОЗНАНИЕ

Радка Топалска Емилия Вълкова, Албена Атанасова

ДОПИРНИ СВЕТОВЕ

Албена Димитрова, Стилияна Гронева

ПРЕДИ ГОДИНА И СЕГА

Веселка Аршинкова

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СВЕЩЕНИК ГЕОРГИ МАРИНОВ ПОЛУГАНОВ – ОСНОВАТЕЛЯТ НА УЧИЛИЩЕТО И ПЪРВИЯТ УЧИТЕЛ В ПОЛИКРАЙЩЕ

Георги Георгиев Трифонка Попниколова Марияна Георгиева–Гроссе

ЕВРОПЕЙСКИ ПРИКАЗКИ

Светла Попова

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ДА ОПАЗИМ ДЕТСКОТО ЗДРАВЕ!

Мая Топалова, Симона Пейчева

КАК ДА ОТГЛЕДАМЕ МАЛЪК ПРИРОДОЛЮБИТЕЛ?

Мадлена Николова Ани Цветкова

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ИЗКУСТВОТО ЗА ПРЕВЕНЦИЯ НА АГРЕСИВНОТО ПОВЕДЕНИЕ НА ДЕЦАТА

Евгения Миланова Виолета Николова Величка Радева

ПРИЯТЕЛСТВОТО В ЖИВОТА НА ДЕТЕТО

Даниела Димитрова, Красимира Василева

ПРЕДАЙ НАТАТЪК

Вилдан Мехмедова

2012 година
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ПЕДАГОГЪТ – РИЦАР НА ДЕТСТВОТО

Януш Корчак бе написал, че животът на великите хора е като легендите: труден, но красив. И се оказва пророчески прав, сякаш е писал за себе си! Наследник на семейство с богата духовна култура и традиции, останал отрано без баща, той не просто се справя с несгодите на сирачеството, но развива у себе си три могъщи извора на живот: любов към свободата и справедливостта, страст към знанието и творчеството, отдаденост на децата и тяхното щастие. Лекарят Корчак лекува децата и душите им. Безплатн

ЯНУШ КОРЧАК – ВЕЛИК ХУМАНИСТ И ПЕДАГОГ

„Със сила и мощ поведох своя живот, който беше привидно неподреден, самотен и чужд. За син избрах идеята да служа на детето и неговото дело. Привидно загубих.“ Бе лекар, писател, мислител. Бе философ, учен, моралист. Издател. Възпи- тател и педагог. Бе герой. Бе скромен. Във всяка от тези области той има изключителни постижения. В течение на по- вече от четиридесет години работи като педагог и писател. Четиридесет години безкористно служене на слабите и беззащитните. Създава съвременна кон

ЕВОЛЮЦИЯ НА ПРАВАТА НА ДЕТЕТО

„Детето има право на сериозно отношение към проблемите му, на справедливото им решаване.“

THE KORCZAK’S RIGHT TO SOCIAL PARTICIPATION OF CHILDREN THE CITIZENSHIP OF CHILDREN

A speech by Marek Michalak, the Ombudsman for Children, given during the seminar„The Polish-Israeli pioneer in the fi eld of human rights, Janusz Korczak (1879–1942) and today’s Convention on Children’s Rights as the part of the international law“, Geneva, the 6 of June 2009

ЗА ДЕТЕТО, ДЕТСТВОТО ИЛИ НАУКА ЗА НЕГО?

В памет на Януш Корчак – по повод 70 г. от неговата смърт и 100 г. от създаването на „Дом за сираци“ във Варшава Албена Чавдарова

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CHANGES IN UNIVERSITY TEACHING – THE ROAD FROM KNOWLEDGE TO COMPETENCIES

Slađana Anđelković Zorica Stanisavljević Petrović

ДОСТОЕН ЖИВОТ, ОТДАДЕН НА ПРОСВЕЩЕНИЕТО… ПРОФ. СТОЙКА ЗДРАВКОВА – ЕДИН СЪВРЕМЕНЕН БУДИТЕЛ НА 70 ГОДИНИ

Неуморна и взискателна! Енергична и всеотдай- на! Работохолик и перфекционист! Това е проф. д-р Стойка Здравкова! Не е за вярване, че в началото на ноември 2012 година навърши 70 години. И не е слу- чайно това, че тази светла дата е непосредствено бли- зо до Деня на будителите. А това, че проф . Здравкова е съвременен български будител, е толкова безспорно и видимо! 70–годишнината ù е един чудесен повод ретрос- пективно да си припомним и проследим най-значи-

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ОЧАКВАНА И ПОЛЕЗНА

Емилия Василева

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ЦЕННО ПОМАГАЛО ЗА ПСИХОЛОЗИ И ПЕДАГОЗИ (Надежден инструмент за диагностициране смисъла на живота)

Любен Десев Минчев, Борис. Тест на Дж. Крумбъг и Л. Махолик за смисъл в живота. Българска версия. Варна, ВСУ „Черноризец Храбър“,

ГЕОРГИ MАВРОВ ЖИВОТ, ОТДАДЕН НА НАУКАТА И ОБРАЗОВАНИЕТО

Така най-общо, но и най-точно можем да охарак- теризираме дейността на ст. н. с. д-р Георги Петков Мавров. Той ни напусна неочаквано в края на април т.г. И до последния си ден не преставаше да се вълнува от проблемите на образованието. Споделяше инте- ресни мисли относно предстоящото приемане на За- кона за образованието. Пестелив на думи, но щедър на дела – това ясно проличава от неговата богата би- ография.

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ОЩЕ ЕДНА ИДЕЯ

Галина Стоянова

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С ИНОВАТИВЕН ПОГЛЕД КЪМ ЛИЧНОСТТА НА ДЕТЕТО

Маргарита Абрашева Любимка Габрова

БИЗНЕС ОБУЧЕНИЕ В ДЕТСКАТА ГРАДИНА

Красимира Костова Петя Драгоданова

ДЕТСКАТА БЕЗОПАСНОСТ

Любимка Габрова

БАБА ПРИКАЗКИ РАЗКАЗВА... (МИКС ОТ ПРИКАЗКИ)

Кева Захариева, Мария Мичева

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ДЕТЕ ПЪТУВА В АВТОМОБИЛА

Красимира Михайлова

ПРОТИВОПОСТАВЯНЕ

Пюрвя Ердниев, Б. Ердниев

ЗДРАВКА НОВАКОВА – ПРЕПОДАВАТЕЛ И ТВОРЕЦ

Седемдесетгодишният юбилей е вълнуващ повод да проследим трудния, богат и съдържателен професионално-творчески път на доц. д-р Здравка Новакова, да под- чертаем нейната важна роля за утвърждаване на дидактика на математиката като

IN MEMORIAM Иван Марев

Напусна ни проф. Иван Марев – философ, педагог, демократ, родолюбец. В далечната 1975 г., зареден с енергия, пълен с идеи, той създаде в Техническия

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ДЕЛЕГИРАНЕ НА ПРАВА ЧРЕЗ КОМИСИИТЕ В ДЕТСКАТА ГРАДИНА

Маргарита Абрашева Политиката, наречена управление на качеството, не е самоцел, нито поредна обра- зователна „мода“. Тя е практически необходима за поддържане от директора на учеб- ното заведение на един привлекателен образ в условията на конкуренция на пазара на учебни заведения. Това се отнася най-вече за детските градини. Политиката на упра- вление на качеството съдържа недостатъчно използван ресурс, включително за спечел- ване и запазване доверието на потребителя – родителите на децата,

ИНОВАЦИОННИ И ИНТЕРАКТИВНИ МЕТОДИ В КВАЛИФИКАЦИОННАТА ДЕЙНОСТ НА ПЕДАГОГИЧЕСКИЯ КОЛЕКТИВ

Стоилка Ташева, Севда Лукайчева Развиващото се с динамични темпове общество в днешно време налага необ- ходимостта от иновационни промени в областта на образованието. И в предучи- лищната педагогика все по-често се търсят алтернативни педагогически техноло- гии както за възпитанието и обучението на децата, така и при провеждането на квалификационната дейност на самите педагози. Използването на интерактивните методи дава възможност да се възлагат за- дачи, които предполагат съвместна работа,

НА УЛИЦАТА Е ОПАСНО

Таня Янчева, Зоя Кацарова