MANAGEMENT ACTIVITIES OF HEADS OF HIGHER EDUCATIONAL INSTITUTIONS BASED ON FOREIGN EXPERIENCE

This article examines how foreign higher education management practices can inform the improvement of institutional governance in Uzbekistan. The study applies a comparative and analytical approach to management models used in Germany, England, the United States, and other developed systems, with particular attention to institutional autonomy, strategic planning, quality assurance, financial diversification, staff development, and international cooperation. The analysis shows that effective university management depends on a balanced combination of state regulation, internal self-governance, transparent accountability, and continuous monitoring of educational outcomes. The findings also indicate that rigid administrative structures limit institutional flexibility, whereas hybrid management models allow universities to respond more effectively to labor-market demands, technological change, and global competition. Based on the comparative evidence, the article proposes strengthening strategic leadership, expanding financial autonomy, introducing modern quality-management mechanisms, developing the professional competence of academic and administrative staff, and improving external and internal evaluation systems. It concludes that a hybrid management model adapted to national conditions can enhance the competitiveness, sustainability, and educational quality of higher education institutions in Uzbekistan.