Data Management

Data management includes the development and use of architectures, guidelines, practices and procedures for accurate managing of data during the entire data lifecycle of an institutional unit or a research project. Data are defined as different information units such as numbers, alphabetic characters, and symbols that are particularly formatted and can be processed by computer. The data in the project is provided by various actors which can be GeomInt partners, their legal representatives, employees, and external partners.

INVESTMENT FORMATION OF THE HOUSEHOLDS OF UKRAINE

The article deals with the development of the households of Ukraine. It is investigated that the study of households as an institutional unit, which is the least studied category, is important for the national economy. The article clarifies the essence of households in the system of market relations. The components of the household budget are indicated and the possibilities of using the household budget as an investment tool are considered. It is emphasized that the result of the functioning of households as independent subjects of the market economy is the formation of savings, which, in turn, is a powerful investment tool. The growth rates of cash incomes, expenditures, and savings of households in Ukraine are estimated.

INTERNATIONAL INSTITUTIONAL SUPPORT FOR ECONOMIC AND ECOLOGICAL SECURITY

This article focuses on the study of organizational and institutional support of ecological and economic security at the global level as one of relevant modern research problems. It emphasizes the need for a harmonious combination of economic and environmental tools to ensure harmonious development and considers the concepts of institute, institutional unit, and institutional support. At the global level, the article analyzes approaches to the classification of institutional units of ecological economy and considers the main reasons for the complexity of the classification of international organizations. The classification of institutional units according to general and specific features at the international level is offered. According to general features, the classification provides for the division by time into permanent and periodic. According to the sphere of activity, a division into political-institutional units (integration, security, coordination), economic institutional units (energy, resource, transport and communication, agro-industrial, financial, trade, recreation, and services), social institutional units (social development, cultural and educational, health, and physical education) is envisaged. According to the organizational form, the division into governmental and non-governmental institutional units is proposed. According to the methods and principles of activity, the division into lawful, illegal, and hybrid institutional units is proposed. The expediency of allocating a classification group – hybrid organizations is substantiated. By specific features, the classification provides for the division by territorial distribution (global, regional, and group), based on membership (open, semi-open, and closed), on a structural basis (UN systems and non-UN systems). As a result of study, a system of classification of institutional units for ecological economy at the global level was proposed. The main problems of institutional support of greening at the global level are also highlighted.

Nová etapa vo vývoji inštitucionalizácie inovačných procesov: grassroots inovácie

A simple sectoral division of socio-economic actors into four basic sectors is no longer enough today. With the liberalization of social processes and the growth of the dynamics of innovative and creative communities, new, often inter-sectoral, in terms of institutional form hybrid, community (bottom-up) projects and organizations based around concrete innovative projects, can be observed in the conditions of both developed and developing countries. This projects can through new solutions and the pressure to shift the social change, facilitate the mitigation of specific local sectoral and cross-sectoral problems, or partially contribute to solving global challenges by activating the interest of local society. The aim of this paper is to evaluate the existing approaches to the definition of the institutional unit "grassroot" innovation and to define the basic conceptual framework for their further research.The results of the synthesis of foreign knowledge suggest that the considerable heterogeneity of grassrots innovations requires the study of this phenomenon at the multi-disciplinary level, while it is necessary to clearly define them and systematically monitor them at the level of state authorities.

Analysis of Direct Private Investment: The Case of Bachelor’s Level in Community College

The costs spent by students or parents while attaining education are called the direct private costs which are usually placed outside and inside the domain of educational institutions. The present study is a quantitative survey that aims to conduct a comparative analysis of institutional and non-institutional direct private costs. Furthermore, it tries to find the size of institutional and non-institutional direct private costs at Bachelor’s level education in Nepal. For these purposes, I have selected a community based college from Kathmandu valley purposively and 90 students of Bachelor’s level (30 each from the faculty of humanities, education and management) were selected using simple random sampling technique. The findings of the study reveal that the average college related institutional unit cost per student was Rs. 24730.57, university related institutional cost was Rs. 5982.23; and total annual institutional unit cost was Rs. 30712.80. Likewise, it was found that a student has expensed Rs. 46411.63 as non-institutional direct private cost in a year. Total annual average direct private cost of education (institutional plus non-institutional) was Rs. 77124.43 at Bachelor’s level of community based college in the capital city of Nepal.

A Comparative Analysis of Institutional and Non-institutional Direct Private Cost in Higher Education of Nepal

This study is followed the descriptive and analytical research design under quantitative inquiry approach as its aims to analyze and compare institutional and non-institutional direct private cost. Furthermore, it tries to find out the size of institutional and non-institutional direct private cost at bachelor level of Nepal. For these purposes, researcher has selected a community based college from Kathmandu valley purposively using simple random sampling. The findings of the study reveal that per student average college related institutional unit cost was Rs 24730. 57, university related institutional cost was Rs 5982.23 and total annual institutional unit cost was Rs 30712.80. Likewise, it was found that a student has expensed Rs 46411.63 as non-institutional direct private cost in a year. Total annual average direct private cost of education (institutional plus non-institutional) was Rs 77124.43 at bachelor level of community based college in the capital city of Nepal.

THE TRANSFORMATION OF PESANTREN TAHFIDZ AL QUR’AN EDUCATIONAL MANAGEMENT

The research purpose is to describe the transformation of education management which focus is on memorizing Al Qur’an in Jawa Tengah. The research is qualitative of ethnographic approach to observe the Pesantren Yanbu’ul Qur’an Arwaniyyah Kudus in Central Java which had been conducted in 2016.Data were collected by a series of observations, in-depth interviews and document analysis and archival research. The uniqueness and the consistency in memorizing Al Qur’an can be clearly seen from a series of transformation to the learning system such as its curriculum, methods, materials, teachers, media and evaluation system. Institutional development is in accordance with the type of the Pesantren, education level and management cooperation which expectation is to be able to serve students from a wide segmentation. Predominance leadership style relies on the charismatic Kyai as delegated to the Pesantren institutional unit leadership system and professional assistances.ThePesantren able to manage such transformation without sacrificing the character as a traditional pesantren well known for its special culture as an institution in which knowledge of Islam is transmitted and transferred, Islam values and tradition reservation and ulema reproduction. Keywords: Pesantren, Reciter, Tranformation, Education Management