Sports school management. What is “sports management”? Functions of a sports manager

In Russia, an effective system for training sports reserves continues to function, which has been developing over almost 50 years. It is based on sports schools for children and youth (Youth Sports School), Sports School for Children and Youth, and ShVSM. All of the above organizations are included in the system or nomenclature of institutions of additional education for physical education and sports.

The concept of “sports reserves” in a broad sense denotes the entire totality of society’s achievements in the development of mass physical culture and sports excellence. In a narrow sense, these are athletes who have reached a certain level of skill and are covered by modern organizational and methodological forms of training, which ensure further growth in sports results. The following classification of sports reserves is currently accepted.

Current reserve - age-promising high-class athletes who are candidates for national teams. They must meet the level of requirements of international masters of sports and successfully perform at major international competitions.

Near reserve - young, gifted athletes who are capable of adding to the number of candidates for the national teams of the country during the Olympic cycle. When determining the near reserve, a set of indicators is used that determines the further growth of sports results, taking into account age requirements for athletes, training and competitive training experience.

Potential reserve - young athletes involved in various sports in youth sports schools, sports schools, sports schools, etc.

The sports school, as an organization of additional education, is designed to promote:

· self-improvement;
· formation of a healthy lifestyle;
· professional self-determination;
· development of physical, intellectual and moral abilities;
· achieving a level of sports success in accordance with abilities.

Based on the patterns of development of sports skills, stages of long-term training of students in sports schools have been established.

The sports and recreational stage is designed for the entire period of preparation, if prescribed by regulatory documents or constituent documents. The initial training stage - 2-3 years, involves solving the problem of attracting the maximum possible number of children and adolescents to systematic sports activities. Social norms for the coverage of those involved are 10-12% of children aged 6-15 years. At the educational and training stage (4-5 years), the following tasks are set: improving health, physical development, increasing the level of physical fitness in accordance with the requirements of sports programs, as well as preventing bad habits and crimes.

The stage of sports improvement is 3 years, the stage of sports excellence is 3-5 years. The social norm is 0.2% of 16-25 years of age. At these stages, the task is to attract the optimal number of promising athletes to specialized training.

The modern system of sports schools unites 4,000 schools of various types and covers all regions of Russia. 3,000 youth sports schools are focused on the development of mass sports, and 920 specialized schools are focused on training highly qualified athletes. About 2 million are systematically involved, of which 34.5 thousand are high-class athletes. The number of full-time specialists is 40 thousand people.

Sports school management

The activities of sports schools are regulated by two regulatory documents:

1) the law “On Education”;
2) document of the Ministry of Education “Regulatory framework governing the activities of sports schools” No. 96-IT dated January 25, 1995.

A sports school of any type and name is created by the founder on his own initiative and registered by the local government body by application. The founders can be:

· state authorities, local governments;
· domestic and foreign organizations of all forms of ownership, their associations;
· domestic and foreign funds, public and private;
· public and religious organizations registered on the territory of the Russian Federation;
· citizens of the Russian Federation and foreign citizens.

The status of the founder determines the organizational and legal form of the sports school. In Russia, more than 70% of sports schools are established by educational authorities, which finance their schools.

To register a sports school, the founder submits an application for registration, the founder’s decision to create a sports school, its charter, and a document confirming payment of the state registration fee. The rights of a legal entity in terms of conducting financial and economic activities arise from the moment of registration. Thus, a sports school as a legal entity has a charter, a bank account, a seal, a stamp, and forms with its name. The rights to educational activities arise for a sports school from the moment it is issued a license in the prescribed manner, which sets out the maximum number of students, control standards and validity period.

The basis of state guarantees is state and municipal financing.

Organization of the educational and training process

The sports school organizes work with students throughout the calendar year, taking into account the specifics of the sport. Main forms of the educational and training process:

· educational and theoretical classes;
· group work, work according to individual plans (SS and VSM);
· medical rehabilitation measures and medical control;
· testing;
· participation in competitions and training camps;
· Instructor and referee practice.

In-school management

The sports school is headed by a director who has passed the appropriate certification and is appointed by the founder. The forms of self-government are the pedagogical council, the meeting of the labor collective, and the coaching councils of departments (see Article 35 of the Law “On Education”).

The organizational structure of sports schools includes the head. educational department, accountant, doctor, instructor-methodologist, service personnel. In the case of sports facilities that are on the balance sheet, then both the administration and maintenance personnel of the sports facility.

The organizational structure is normatively fixed in the staffing table. The staffing table is a list of job titles and the total number of permanent positions in the organization, as well as official salaries for a regular position. Wages are determined according to the unified tariff system, taking into account various allowances or according to standards for one employee.

Economic and entrepreneurial activities of the sports school

The school independently carries out financial and economic activities. It has an independent balance sheet and a bank account. Its activities are financed by the founder in accordance with the agreement between them. The sports school has the right to attract additional financial resources through the provision of paid services, as well as through voluntary donations and targeted contributions from individuals and legal entities, including foreign ones.

Any type of entrepreneurial activity provided for by the charter is acceptable.

Efficiency of sports schools

To assess the effectiveness of sports schools, the Committee on FC and Tourism has established pedagogical criteria.

At the stage of initial training: the stability of the composition of those involved, the dynamics of the growth of individual indicators of physical fitness, the level of mastering the basics of technology "of sports, hygiene and self-control skills. At the training stage: the state of health, the level of physical development, the dynamics of the level of training, mastering the volume of load, theory At the stage of sports improvement: the level of physical development, the fulfillment of volumes of training and competitive loads, the dynamics of indicators, the results of performances in all-Russian competitions At the stage of sports excellence: the stability of the results of performances at all-Russian and international competitions, the number of athletes trained in the national teams of Russia .

A scientific analysis of the results of the work of sports schools shows that the modern development of elite sports in Russia is entirely based on children's and youth sports. According to experts, the sports reserve training system makes it possible to ensure competitive replenishment of the Russian national team. The calculations are based on the fact that in Olympic sports per unit of the starting lineup of the Russian national team there are 2msmk, 8ms, 29 kms.

For an athlete to achieve international mastery, he must be trained for 10-12 years. The steepness of the ascent to the heights of mastery is also evident, which is overcome, respectively, by one of 7,28,168 and more than 2 thousand people involved in the stages of many years of training. These calculations can serve as a basis for predicting the indicators of the training of the sports reserve as a source of replenishment for national teams in various sports.

Control questions

1. The concept of sports reserves.
2. Goals and objectives of the sports school.
3. Organization, forms and stages of preparation.
4. Organizational structure of sports school management.
5. Criteria for the effectiveness of sports schools.

Today, there is an interest among students in the sports industry and specialties related to it. This is due to the development of the international market for services in the field of sports business. Interest in sports is also growing among advertisers, investors and journalists. Russia has been noted by the international sports community, which has entrusted a number of major international sporting events to be held in the country. A titanic work was done for their organization: construction and then management of sports facilities, meeting and accommodation of foreign fans, organization of ceremonies and starts at the highest level, training of personal and coaching staff, development of sports medicine ... Analysts predict an increase in the need for professional personnel in this area , since today there is an acute shortage of them. This means that graduates of this specialty should easily find a decently paid job.

The concept, essence and objectives of the profession “sports management”

In order to understand how to become a sports manager, you must first consider the essence of this specialty. It includes the theory and practice of effective management of sports culture enterprises in today's market. The object of study is sports-oriented organizations (many FSOs - sports schools, clubs, teams, stadiums, centers, federations, etc.), whose activities are aimed at providing physical culture and sports services. Sports management itself is aimed at managing internal and external relations of subjects and objects of the FSO. Its essence is the purposeful influence of the subject of control on the controlled object in order to achieve a new planned qualitative state of the latter. The overall goal is to ensure the effective functioning of the FSO in the modern market, and the task is to understand the patterns of their functioning and social development in society, as well as to develop a mechanism for the effective management of these processes.

Functions of a sports manager

Studying the question of how to become a sports manager, we can conclude that they do not always become one, but definitely people who are interested in sports and engage in it at least at an amateur level. Perhaps a person who could become a successful bank manager became a sports manager, and all because he was partial to sports and participated in the sports section as a child. In general, as a profession, sports management appeared with the approval of the position of head of the FSO. For this specialty, it is important to master the art of scientific management of a sports organization. Certain elements of such activities are inherent in both coaches and physical education teachers.

But the powers of a manager as a manager are much broader. Its functions:

making responsible decisions on the direction of the FSO's activities and resource allocation;
collecting information about its dissemination in the form of facts and normative guidelines, explaining to personnel the policy, immediate and long-term goals;
formation of internal relations, motivation, coordination, representation in external relations with other organizations.

Studying the question of how to become a sports manager, we can conclude that the art of management lies in the ability to use the principles, methods and technologies of management in a particular case. He needs to have specific skills in the production and use of sports equipment, establishing relationships between physical activity, diet, etc. So, traditionally the functions include: planning, organization, motivation, leadership, control and analysis. In addition, working as a sports manager involves wards, physical education and sports work with the population, training highly qualified sports personnel in their types and reserve personnel, holding competitions and entertainment events, scientific and methodological support for physical education, organizing production resources for sporting goods, and international relations.

Principles of Sports Management

When a future student plans to enter a university, he thinks about choosing a profession. Many athletes are looking for a specialty close to sports and come to the thought: “How to become a sports manager, and what is needed for this?” First of all, it is necessary to find out more about the activities of such a specialist. In the field of sports and physical culture management, there are its own principles and rules, regulations and normative documents that are necessary for the implementation of the management process. These principles include:

Management methods

Professional training of sports managers involves studying which are divided into:

organizational;
administrative;
economic;
socio-psychological.

To achieve high professionalism, it is necessary to be able to form a psychological climate, to give a positive assessment of the individual achievements of each employee. This is the level of training for sports managers. , since it is important to be a socially and psychologically competent specialist who knows the methods of:

holding meetings, training and exercises;
persuasion, approval and encouragement, condemnation and punishment (creative and inhibitory methods).

The choice of methods depends on the goals, type of organization and specific situation. The effectiveness of the application of certain methods requires from the sports manager art, constant creative search and training.

Specializations

It should be noted that under this professional training they mean different specializations with a common name sports manager. Education according to the chosen direction is carried out after general training according to the program of the corresponding educational institution. The specialization types of sports managers are constantly evolving. Along with the general, functional management is distinguished. Here are the main specializations:

Styles

Each professional has his own style of activity. A sports manager is no exception. Training in professional style is possible theoretically, and its sustainable formation occurs with experience in practice. According to management theory, management relations are divided into democratic and authoritarian. Accordingly, it is formed:

authoritarian - excessive centralization of power, strict regulation of activities;
democratic - uses motivation and beliefs;
liberal.

An authoritarian style usually becomes when, in terms of personal qualities and level of professional preparedness, the manager is lower than his subordinates and when his subordinates have a professional culture, responsibility and discipline.

A manager becomes democratic with trust in the team, respect for the opinions of subordinates, mutual assistance and support.

A manager will be liberal in the absence of perspective and initiative, large-scale thinking and the expectation of instructions “from above.” Such a leader has little control over his subordinates and, as a result, receives low performance.

It happens that the work style can change when changing teams, places of work or deep self-analysis of the manager.

Categories of sports managers

At the end of the 20th - beginning of the 21st century, such a specialty was called the head of a sports club or a school administrator, etc. Today everything has changed, and now the job title sounds like manager of a sports club or FSO. Each sports organization has its own managers. They are of different levels and solve different problems. But traditionally there are categories of sports management that divide all managers into three groups:

Those involved in development strategy (for example, the president of a football club).
Those who manage themselves (for example, structural divisions).
Lower level performers (for example, sports school administrators).

Education

Training for the profession of “manager in a sports organization” is carried out in many universities. There are Moscow and regional universities that provide the opportunity to obtain this specialty. The MESI educational institution is best known in this area. Here, professional athletes and students interested in sports study at a special faculty. Their planned future monthly salary should be 80 thousand rubles. And that's not bad. In the modern world, sports are a spectacle. In the summer of 2010, the Federation of Sports Managers of Russia was organized. Sports manager, author of the bestseller “Fitness is Easy”, conducts training to become a sports manager at the RMA business school. At one time, he held the position of fitness director, president of the Olympic Star fitness center in Moscow, manager of the MaxiSport and Reebok fitness club chain, editor of the corresponding section of Men’s Health and Men’s Fitness magazines, and host of sports programs and tournaments. He has been involved in fitness and worked as a trainer for many years.

to take individual actions during the deployment of an attack in the middle of the field, focusing on its deeper interaction with players from neighboring lines. Individual actions on the part of the attacker would be most useful for the team only in the final stage of the attack, when the opponent is already pinned to the goal.

Research aimed at finding patterns that can be identified when players use team tactical and technical actions is promising.

Literature

1. Varyushin V.V. Game exercises in training the interaction of football players: Method. dev. for students of the Higher school trainers, fak. advanced training and students of SCOLIFK / Varyushin V.V.; GTSOLIFK. - M., 1989. - 77 p.

2. Vikhrov K. Football tactics. Group interaction. "FV in school". - 2004. - No. 2. - P.23-25.

3. Kucherenko O., Nemirovsky L. Do you know football? - M.: FiS., 1980. - 88s.

4. Lebedev L., Nemirovsky L. What is your decision? - M.: So-v.sport, 1990. - 95s.

5. Lisenchuk GA. Management of the training of football players - K.: Olympus. Lit., 2003. - 271 p.

6. Loos G., Alyamani Fadi Ahmed Football coach. - K., 1991. - 112 p.

7. Kozlovsky V.I. Training of football players. - M.: FiS., 1977. - 173 p.

8. Lisenchuk GA. Management of the training of football players - K.: Olympus. Lit., 2003. - 271 p.

9. Loos G., Alyamani Fadi Ahmed. Soccer coach. - K., 1991. - 112 p.

10. Kozlovsky V.I. Training of football players. - M.: FiS., 1977. - 173 p.

Received by the editor on March 10, 2007.

ORGANIZATION OF SPORTS SCHOOL MANAGEMENT

Prikhodko I.I., Putyatina G.N. Kharkov State Academy of Physical Culture

Annotation. In the article, the authors attempted a systematic approach to organizing the management of a sports school. The sports school is presented as a subject and object of management, and an organizational model of the sports school has been developed.

Key words: sports school, management, object of management, subject of management, organizational resources, organizational model.

Abstract. Prikhodko I.I., Putyatina GM. Organization of management of a sports school. The authors of this article propose a systematic approach to organizing the management of a sports school. The sports school is presented as a subject and object of management, and the organizational model of the sports school is broken down.

Key words: sports school, management, object of management, subject of management, organizational resources, organizational model.

Annotation. Prikhodko I.I., Putyatina G.N. Organization of management sporting school. In the article, the authors undertake the attempt of approach of the systems to organization of management sporting school. Sporting school is presented as a subject and management object, the organizational model of sporting school is developed. Key words: sports school, management, management object, management subject, resources of organization, organizational model.

Introduction.

The problems of maintaining and developing the system of sports schools are part of an integral system of development of physical culture and sports. The priority direction of state policy in the field of physical culture and sports is the development of children's and youth, reserve sports and attracting the population to physical education. One of the indicators of the socio-economic development of Ukraine is the quantitative and qualitative characteristics of sports schools. At the moment, the foundations of the system of children's, youth and reserve sports are being reformed by determining the organizational and legal status of the activities of sports schools.

Scientific research in recent years in the field of physical culture and sports is characterized by the fact that it was carried out using the principles of a systematic approach. Among such works, it is worth noting the works of N.V. Zhmarev, who gave a deep systematic analysis of sport as a social system, the work of I.I. Prikhodko and V.I. Mudrik, who, based on the methods of a systematic approach, reveal the organization of improving the management of physical culture and sports. A systematic approach to the study of the organization of physical culture and sports management is implemented as system analysis, program-targeted methods and modeling. Modeling as a method of scientific research is widely used to study information processes in the management of multi-level systems, complex experimental research, design development, multiprocessor computing and information systems. Theoretical frameworks of modeling are used to study the interaction of economic and social efficiency.

Modeling in physical education and sports as a method of scientific research and as one of the components of the training management system for athletes is widely used in studying the patterns of the dynamics of an athlete’s state during training, the rules and forms of constructing the training process. The most widely used are models of the athlete’s state (model characteristics of his competitive activity, special physical, technical readiness, morphofunctional and mental characteristics) and models of various structures of the training process. However, many aspects of organizational modeling and its application in the field of physical education and sports management have not been sufficiently developed. In our opinion, a holistic view of organizational modeling as a methodological basis for managing, planning, organizing and monitoring the effectiveness of sports schools deserves special attention.

This work is carried out within the framework of the Consolidated

of the scientific research plan of the Ministry of Ukraine for Family, Youth and Sports 2006 - 2010. at the Department of Physical Culture Management of the Kharkov State Academy of Physical Culture “Organization and technology for improving the activities of subjects and objects of physical culture and sports management (on the application of the Pivnichno-Skhodny region of Ukraine їні)". Code: 2.3.5. State registration number: 010Ш006475.

Formulation of work goals.

The purpose of the study is to systematize the organization of sports school management.

Research objectives:

1. Characterize the sports school management system.

2. Reveal the organizational model of a sports school as a subject and object of management.

Research results.

Our research is based on an organizational analysis of the activities of sports schools in three regions of Ukraine (Poltava, Sumy, Kharkov), as well as on the results of a survey of directors and coaches of sports schools. We have identified

the objective need to systematize and improve the organizational structure of sports schools. A systematic approach to the study of sports schools as an object of social management, in our opinion, involves considering a sports school in three aspects:

■ historical - from the position of clarifying the conditions for the emergence of the system of sports schools, the main stages of their development;

■ structural, which allows you to determine the state and forms of connection between the components of sports schools, in other words, the organizational structure;

■ functional, which reveals the ability of sports schools to meet the needs of the individual and society.

The sports school management system consists of the following components: management mechanism, organizational structure (subject! object) of management and management process. The structural aspect of the systems approach orients the study of the activities of sports schools towards revealing the integrity of the object. Sports school as an object of management

Fig.1. Structural elements of a sports school

management is a set of elements that differ from each other: structural units involved, coaching and teaching staff (Fig. 1).

The general nature of the relationship between the elements of a sports school is determined by the level of development of its main constituent entities: the founder is the direct creator of the object; intra-school management is carried out by the director, who is personally responsible for the activities of the sports school; deputy director and methodologist are administrative units; the public sector of sports school management is represented by public bodies of intra-school management (teaching council, coaching council, parent committee); students and other structural units. It is necessary to emphasize the subject-object role of the elements of the sports school management system, their ability to be both a subject and an object of management, since each element of the system has its own subject, forms and methods of activity.

The control mechanism is inherent in everyone without using

inclusions in areas of human activity. The management mechanism of a sports school is a combination of the following components: management goals, principles, functions, methods and forms of management. The effectiveness of sports schools in preparing a sports reserve is determined by the level of state policy in the system of children's, youth and reserve sports, namely in improving the relationships and interactions between subjects and objects of physical culture and sports management (Fig. 2).

The Cabinet of Ministers of Ukraine, on the basis of the Constitution and laws of Ukraine, carries out state management of the implementation of the main directions of state policy in the field of physical culture and sports. The effectiveness of organizing the management of a sports school is the creation of scientifically based organizational forms, methods, management techniques and favorable conditions for the teaching staff to achieve their goals and high performance using available resources.

We consider the organizational model of a sports school from two positions: as a subject

Rice. 2. Mechanism for managing sports schools

management and as an object of management. The organizational model of a sports school as a management subject (control subsystem) is characterized by the following blocks of parameters:

■ purpose and effectiveness of activities;

■ state of the managed system;

■ resource utilization in the managed system.

The block of goals is characterized by the effectiveness of the influence of the management organization on the final results of activities and includes the following parameters:

■ the effectiveness of the influence of management organization on the results of activities and is expressed in the use by the administration of the sports school of the fundamentals of scientific organization of work, the introduction into practice of the results of scientific research in the field of physical culture and sports, the use of computer technologies in the process of constructing educational and training sessions;

■ level of professional competence of the management apparatus in a sports school (director, deputy, methodologist):

■ advanced training of administrative and coaching staff;

■ functioning of the public sector of intra-school management (teaching council, coaching council, parent committee).

This block characterizes the effectiveness of the management system in a sports school, which primarily depends on the professional and personal characteristics of the director.

The block of resource use in the management system characterizes the ratio of the overall efficiency of the sports school and management costs (the presence of a full sports school administration, the effectiveness of management decision-making).

The organizational model of a sports school as a management object (managed subsystem) is characterized by the following blocks of parameters:

■ goals that characterize the tasks facing the sports school;

■ state of the educational and training process, sporting achievements;

■ resource use.

The goal parameters block reveals aspects of the sports school’s activities. The main goal and main task of sports schools is to ensure the involvement of children in regular physical education and sports, as well as the selection of the most gifted students in the sports reserve training system.

In the block of parameters of the state of the educational and training process, a sports school is characterized by:

■ degree of specialization (Youth Sports School, Sports School, Sports School);

■ the number of students in groups (according to cultural

promoted sports);

■ the structure of the educational and training process (cyclical structure);

■ external and internal communications;

■ composition and structure of coaching staff and support staff.

The resource usage block reflects:

■ use of financial resources (main and additional sources);

■ use of material and technical resources (availability of own or rented sports facilities, sports equipment, equipment, use of utilities);

■ rational use of labor resources (pedagogical load per trainer, labor incentives, advanced training, level of social security).

As a result of analysis and generalization of the sports school management system, we came to the conclusion that:

1. The sports school management system represents a hierarchy of organized subsystems.

2. Hierarchy levels are formed during the activities of the sports school.

3. Each level of the hierarchy has its own resource and information field.

4. The management process occurs at every level.

5. Management takes place taking into account available resources.

Thus, the study confirms the need to use a systematic integrated approach in the scientific substantiation of the organization of activities of sports schools. This gives grounds for the development of a targeted comprehensive program for improving the management of sports schools until 2011 on a regional scale.

Further research is expected to be carried out in the direction of studying other problems of organizing the management of a sports school.

Literature

1. Zhmarev N.V. Systematic approach and target management in sports. - K.: Health, 1984. - 144 p.

2. Isaev A. A. Olympic pedagogy: experience in modeling psychological and pedagogical technologies of children’s and youth sports. - M.: Physical culture and sport, 1998. - 240 p.

3. Kofman L.B. Pedagogical principles and models of organizing physical culture and sports activities for children and youth: Dis...d. ped. date: 13.00.04. - M., 1998. - P. 4456.

4. Krutsevich T. Model-target characteristics of physical condition in the programming system for physical education and recreational activities with teenagers // Science in Olympic Sports. - 2002. - No. 1. - pp. 23-29.

5. Mikheev E.A. Scientific and methodological foundations for modeling information processes to ensure the training of specialists in managing multi-level production

natural systems: Dis...cand. those. Sciences: 05.13.06. -M., 2005. - P. 22-29, P. 32.

6. Prikhodko I.I., Mudrik V.I. An integrated approach to organizing the improvement of physical culture and sports management // Materials of the scientific and practical conference “Scientific and practical problems of teaching physical culture in higher educational institutions.” -Belgorod: BYU. - 1999. - P. 27-30.

7. Fedulova L.I. Organizational and economic models of rich functional management of industrial activities based on day-to-day management. - Mikolaiv: UDM-TU Publishing House, 1997. - 170 p.

8. Skoda R.V. Theoretical foundations for modeling the interaction of economic and social efficiency: Ph.D. economy Sciences: 08.00.01. - Volgograd, 2001. - 162 p.

Received by the editor on April 4, 2007.

TECHNICAL PREPARATION OF AN ATHLETE AND ITS IMPLEMENTATION IN ENDURANCE RUN TACTICS

Rybkovsky A.G.

Donetsk National University

Annotation. Tactical training of an athlete during middle and long distance running includes theory, methods of developing endurance and, on this basis, solving motor problems to determine tactical options for fighting on the track, as an effective means of realizing one’s readiness. The modeling of tactical options is based on calculations of running speed at distances from 800 m to marathon (42 km 195 m). On the basis of which the algorithm for controlling speed during running over medium and long distances is built.

Key words: tactical training, models, coordination of movements, special endurance. Abstract. Ribkovsky A.G. The technical preparation of the athlete and its implementation in the tactics of running for show. Tactical preparation of an athlete for mid- and long-distance running includes theory, methods of development of vitality and, on this basis, the solution of running problems for the selection of tactical options for fighting on the road, as an effective way to realize your readiness. The basis is the modeling of tactical options for positioning the development of speed in running at distances ranging from 800 m to marathon (42 km 195 m). On the basis of which the algorithm was developed to improve speed during mid- and long-distance running.1

Key words: tactical preparation, models, coordination of forces, special display.

Annotation. Ribkowskii A.G. Technical training of the sportsman and its implementation in tactics of run on persistence. The tactical preparation of the sportsman during run on average and long distances includes the theory, procedure of development of persistence and on this base the decision of motorial problems by definition of tactical variants of conducting struggle on a track, as an effective agent of implementation of the readiness. In a basis of modeling of tactical variants the accounts of rate of run on distances from 800 m up to marathon (42 km 195 m) are fixed. On the establishment that the algorithm of control of rate is constructed during run on average and long distances. Keywords: tactical preparation, model, coordination of locomotions, special persistence.

Introduction.

The implementation of tactical training as certain options for fighting in competition conditions allows the athlete to more effectively use the level of his special

preparedness. The increased level of competition in running with equal functional readiness shows that the winner is the athlete who, knowing his own and his opponents' strengths and weaknesses, together with his coach creates winning tactical programs, both in active and passive form. In the active form, the athlete’s behavior program is drawn up in advance, when the participants in the race and their capabilities are known. The passive form involves the athlete’s actions as a response to the maneuvers of his opponents. In the first option, the athlete uses, first of all, his predisposition to a uniform running speed over the entire distance or at individual finishing segments. In the second option, the athlete, due to his level of training, can instantly react to changes in the speed of his opponents, preferring to stay in the “shadow” and without showing his tactical intentions in advance. As a rule, such athletes have a universal level of training, equally proficient in several variants of running technique and a reserve of speed endurance.

In this regard, exceptionally high demands are placed on the reliability and accuracy of the implementation of tactical programs in extreme competition situations. If the athlete is technically and functionally prepared for various speed switches, regardless of what segment of the distance, this must be done, then the choice of running tactics, both “passive” and “active”, does not matter, when the athlete responds to tactical options with adequate responses during the run. actions.

At the present stage of training athletes in middle and long distance running, endurance acquires a new quality - maintaining high running speed during the finishing segments. This, in turn, leaves an imprint on the training process of intermediate athletes and stayers, when a significant amount of speed work is performed against a background of fatigue.

The work was carried out according to the research plan of Donetsk National University.

Formulation of work goals.

The purpose of the work is to study tactical options in middle and long distance running, taking into account the running stride technique.

Research results.

As a basis for modeling tactical options, we took calculations of running speed at distances from 100 m to marathon (42 km 195 m). When plotting the running speed graph, the average running speed for each distance was considered. The highest average running speed is observed in women at a distance of 100 m, in men at 200 m. Mathematical calculations have shown that when comparing the average running speed with the length of the distance, there is no linear relationship between these parameters. For example, when increasing the distance by 2 times from 100 to 200 m,

Nomenclature of institutions of additional education for physical education and sports, their goals and objectives

In Russia, an effective system for training sports reserves continues to function, which has been developing over the last half century. It is based on children's and youth sports, sports and technical schools (DYUSSH, DYUSTSH), specialized children's and youth (sports and technical) schools of the Olympic reserve (SDYUSHOR, SDYUSTSHOR), schools of higher sports skills (SHVSM).

Based on the Law “On Education”, all of the listed sports schools are included in the range of institutions of additional education for physical education and sports. It is supplemented by children's and youth physical training clubs (DYUKPP) and structural divisions of physical education and sports in children's art centers, etc.

It is known that the concept of “sports reserves” in the broad sense of the word is inextricably linked with socially determined factors, including the entirety of society’s achievements in the education of youth, the development of mass physical culture and higher sportsmanship.

In a narrower sense, “sports reserves” are athletes who have reached a certain level of sports excellence and are covered by modern organizational and methodological forms of training that ensure further growth in sports results. The following classification of sports reserves is currently accepted.

Active reserve– promising, age-wise, high-class athletes who are candidates for national teams. They must meet the level of requirements of international masters of sports and successfully perform at major international competitions.

Near reserve– young, gifted athletes who are capable of adding to the number of candidates for the national teams of the country during the Olympic cycle. When determining the nearest sports reserve, a set of indicators is taken into account that determines the further growth of sports results, as well as the possibility of successful performance at junior and youth championships of the world, Europe and other international and all-Russian competitions. The characteristics of the near reserve take into account the age requirements for athletes, length of training and competitive training, and compliance with model characteristics.

Potential reserve- young athletes involved in a certain sport in youth sports schools, sports schools, sports schools of the Olympic reserve.

Sports training of children, adolescents, boys and girls is carried out in accordance with such principles of sports training as focus on maximum achievements; in-depth specialization and individualization; unity of general and special training of an athlete; continuity of the training process; the relationship between the gradualness of the load and the tendency towards “ultimate” loads: the undulation of the load dynamics; cyclical nature of the training process.

Based on the philosophy described above, the federal government bodies for physical culture and sports in the country and educational authorities have formulated specific tasks for sports schools at the stages of long-term preparation. The sports school, being an institution of additional education, is designed to promote:

Self-improvement;

Formation of a healthy lifestyle;

Professional self-determination;

Development of physical, intellectual and moral abilities;

Achieving a level of sports success in accordance with abilities.

Based on the patterns of development of sports skills, stages of long-term training of students in sports schools have been established (Table 2).

Table 2. Stages of long-term training for students in sports schools and children's and youth clubs

Nomenclature of institutions of additional education for physical education and sports, their goals and objectives

On the basis of the Law “On Education”, all of the listed sports schools are included in the range of institutions of additional education for physical education and sports. It is supplemented by children's and youth physical training clubs (DYUKPP) and structural divisions of physical education and sports in children's art centers, etc.

In a narrower sense, “sports reserves” are athletes who have reached a certain level of sportsmanship and are covered by modern organizational and methodological forms of training that ensure further growth in sports results. Today, the following classification of sports reserves has been adopted.

Near reserve– young, gifted athletes who are capable of adding to the number of candidates for the national teams of the country during the Olympic cycle. When determining the nearest sports reserve, a set of indicators is taken into account that determine the further growth of sports results, as well as the possibility of successful performance at junior, youth championships of the world, Europe and other international and all-Russian competitions. The characteristics of the near reserve take into account the age requirements for athletes, length of training and competitive training, and compliance with model characteristics.

Potential reserve- young athletes involved in a certain sport in youth sports schools, sports schools, sports schools of the Olympic reserve.

On the basis of the philosophy described above, the federal government bodies for physical culture and sports in the country and educational authorities have formulated specific tasks for sports schools at the stages of long-term preparation. The sports school, being an institution of additional education, is designed to promote:

Self-improvement;

Formation of a healthy lifestyle;

Professional self-determination;

Development of physical, intellectual and moral abilities;

Achieving a level of sports success in accordance with abilities.

Based on the patterns of development of sports skills, stages of long-term training of students in sports schools have been established (Table 2).

Table 2. Stages of long-term training for students in sports schools and children's and youth clubs

Legend: + - main function; x - by decision of the founder; * - in non-specialized departments of SDYUSHOR.

The regulatory framework governing the activities of sports schools states that sports schools, whose activities are aimed at developing mass sports, at the initial training stage are tasked with attracting the maximum possible number of children and adolescents to systematic sports activities aimed at developing their personality, approval of a healthy lifestyle, education of physical, moral, ethical and volitional qualities.

At the training stage of preparation, the following tasks are set:

Improvements in health status, including physical development;

Increasing the level of physical fitness and sports results, taking into account individual characteristics and requirements of programs for sports;

Prevention of bad habits and offenses.

At the stages of sports improvement and higher sportsmanship, sports schools, whose activities are aimed at the development of elite sports, are faced with the task of attracting the optimal number of promising athletes to specialized sports training in order to achieve high stable results, allowing them to join the national teams of Russia.

The modern system of sports schools unites about 4,000 schools of various types, belonging to 9 departments and sports societies, and covers all regions of Russia. About 3,000 children's and youth sports schools (CYSS) are oriented towards the development of mass sports, and 920 specialized schools are aimed at training highly qualified athletes. More than 2 million children, adolescents, boys and girls are systematically involved in sports schools and youth clubs for physical training, of which 34.5 thousand are high-class athletes. The share of those involved in mass sports and sports of the highest achievements corresponds to social norms and standards for physical culture and sports of the Russian Federation. 2.1% of the total number of students and about 10% of coaches are involved in elite sports. About 40,000 full-time specialists work in sports schools and youth physical training clubs.

The activities of sports schools and children's and youth physical training clubs as institutions of additional education are regulated by two regulatory documents: 1) the Law "On Education" and 2) a document of the Ministry of Education and the State Sports Committee of the Russian Federation dated January 25, 1995. entitled “Regulatory framework governing the activities of sports schools” (No. 96-IT dated 01/25/95).

Creation of a sports school. A sports school of any type and name is created by the founder on his own initiative and registered by the authorized local government body in accordance with the application procedure.

The founders of a sports school as an institution of additional education in accordance with Article 11 of the Law “On Education” are:

State authorities, local governments;

Domestic and foreign organizations of all forms of ownership, their associations (associations and unions);

Domestic and foreign public and private foundations;

Public and religious organizations (associations) registered on the territory of the Russian Federation;

Citizens of the Russian Federation and foreign citizens.

The status of the founder(s) determines the organizational and legal form of a sports school or physical training club.

A generalization of experience shows that currently the founders of more than 70% of sports schools in Russia are educational authorities, which finance their schools. About 80% of the total school population is involved in sports schools of educational authorities, and they account for 75% of the coaching and teaching staff.

To register a sports school, the founder submits to the relevant registration authority: an application for registration; the founder’s decision to create a sports school; its charter; document confirming payment of the state registration fee.

The rights of a legal entity of a sports school in terms of conducting statutory financial and economic activities arise from the moment of its state registration. A sports school as a legal entity has a charter, current and other accounts in banking institutions, a seal of the established form, a stamp, and forms with its name.

The rights to educational activities and benefits provided by the legislation of the Russian Federation to educational institutions arise for a sports school from the moment it is issued a license (permit) in the prescribed manner. The license issued to an additional education institution specifies the maximum number of students in the school, control standards and the validity period of this license.

The basis of state guarantees for children in Russia to receive the opportunity to engage in sports school is state and municipal funding.

Organization of the educational and training process. The sports school organizes work with students during the calendar year, the beginning and end of which depend on the specifics of the sport. The main forms of the educational and training process in a sports school are:

Group training and theoretical classes;

Work according to individual plans (mandatory at the SS and VSM stages);

Medical rehabilitation measures and medical control;

Testing;

Participation in competitions and training camps;

Instructing and judging practice of students.

In order to increase the efficiency of sports schools, the State Committee for Sports of Russia approved the “Standard plan-prospectus of the curriculum for youth sports schools and sports schools.

Enrollment in a sports school is carried out on a voluntary basis upon the application of a person who wishes to engage in sports at the age established for the relevant sport and who does not have medical contraindications for this. The formation of training groups is carried out taking into account the stages of preparation highlighted in the table.

The “regulatory and legal framework” establishes the minimum size of training groups and the maximum volume of educational and training work (hours per week) differentiated by the stages of training of students. The procedure for transferring those involved in a sports school to the next year of study, as well as the stage of long-term training, are also regulated. For this purpose, criteria have been established for assessing the activities of sports schools at the stages of long-term preparation, which will be discussed in more detail in the last section of the chapter.

Self-government in a sports school. Article 35 of the Law “On Education” establishes that the management of state and municipal educational institutions, which include sports schools, is based on the principles of unity of command and self-government.

Based on the principles of unity of command and self-government, the sports school is headed by a director who has passed the appropriate certification, appointed by its founder.

The forms of self-government in a sports school as an institution of additional education are the pedagogical council, the general meeting of the workforce, coaching councils of departments and other forms.

Rice. 3. Organizational structure of sports school management

The organizational structure of a sports school includes the head of the educational department, a senior instructor and instructor-methodologist, an accountant and a school doctor, and maintenance personnel (Fig. 3).

The structure of the sports school also includes the administration and maintenance personnel of sports facilities that are on the balance sheet or directly subordinate to the school.

The organizational structure of a sports school is normatively fixed in its staffing table. Staffing table - ϶ᴛᴏ a list of job titles and the total number of permanent positions in the organization, indicating its structural divisions, as well as official salaries for a regular position. The staffing schedule of a sports school is determined by its administration independently, based on goals and objectives, the volume of teaching and training load, financial capabilities and other factors.

The job responsibilities of sports school employees are regulated by the relevant tariff and qualification characteristics and job descriptions. As an example, we can cite the tariff and qualification characteristics of the deputy director of a sports school:

Deputy director of the sports school (sample job description )

Job responsibilities. Organizes training, educational and methodological work at the sports school. Responsible for organizing the educational and training process, staffing the school, selecting and sports orientation of students, and improving the qualifications of sports coaches and teachers. Provides intra-school sports competitions. Takes measures to improve teaching and training methods for student athletes. Monitors the content of the educational and training process, the fulfillment by student athletes of the requirements of the educational programs, the quality of knowledge, abilities and skills, the level of physical development and preparedness, and their timely completion of an in-depth medical examination. Heads the work on promoting physical culture and sports, generalizing and introducing best practices.

Must know: normative and methodological documents defining the directions of development of physical culture and sports

in the country; achievements of domestic and foreign science in organizing physical education and sports and training sports reserves; experience of advanced sports schools; fundamentals of civil and labor legislation; fundamentals of economics, labor organization and management; rules of labor protection and safety, industrial sanitation and fire protection.

Qualification requirements. Higher professional education and work experience in physical culture and sports organizations for at least 5 years.

The tariff and qualification characteristics of the deputy director of a sports school are determined on the basis of the characteristics of the director. Official salaries of deputies are set at 10-20% lower than the salary of the corresponding head.

Wage. Monthly wage rates for coaches of sports schools as state and municipal institutions of additional education are determined according to the Unified Tariff Scale, taking into account various allowances or according to the standards for one student.

Economic and entrepreneurial activities of a sports school. The sports school independently carries out financial and economic activities. It has an independent balance sheet and a bank account. The activity of a sports school (club) is financed by its founder in accordance with the agreement between them.

The sports school has the right to raise additional financial resources through the provision of paid services, as well as through voluntary donations and earmarked contributions from individuals and legal entities, incl. foreign. A sports school has the right to conduct any type of entrepreneurial activity provided for by its charter.

Management in a sports school - concept and types. Classification and features of the category "Management in a sports school" 2017, 2018.