NATIONAL AVIATION UNIVERSITY
Institute of Economics and Management
Faculty of Management and Logistics
Management of Foreign Economic Activity of Enterprises Department
AGREED
Director of the Institute of
Economics and Management
APPROVED
Deputy Rector for Academics
_______________V. Matveev
“____”_______________2014
_____________ A. Polukhin
“___”______________2014
Quality Management System
COURSE TRAINING PROGRAM
on
"Modern Management Conceptions"
(according to ECTS)
Major:
Specialty:
6.030601 “Management”
8.03060104 “Management of Foreign Economic Activity”
Year of study – 5
Semester – 9th
Practicals
Tutorials
Self-study
Total (hours / ECTS credits)
– 17
–2
– 35
– 54/1.5
Graded test – 9th semester
Index Р6-8.03060104-a/14-2.1.6
QMS NAU CTP 11.02.03-01-2014
Quality Management System.
Course Training Program
on
"Modern Management Conceptions"
Document
code
QMS NAU
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The Course Training Program is based on the “Modern Management Conceptions”
Syllabus with index H6-8.03060104/14-2.1.6, approved ___._________.2014; Master
Extended Curriculum № PМ-6-8.03060104-a/14 for Major 6.030601 “Management”
by the specialty 8.03060104 “Management of Foreign Economic Activity”; “The
Temporal Manual on organization of the educational training process on module
principle (experiment)” and “The Temporal Manual on the Rating System of
knowledge assessment” approved by the Rector of the University (order № 122/од of
15.06.2004, order №81/од of 12.04.2005).
The Course Training Program has been developed by
associate professor of
the Management of Foreign Economic
Activity of Enterprises Department
________________
N. Otlivanskaya
Discussed and approved by the Department for Major 6.030601 “Management”
(Specialty 8.03060104 “Management of Foreign Economic Activity”) – Management of
Foreign Economic Activity of Enterprises Department, Record № 13 of 17/02/2014.
Head of the Department __________________________________ V. Novak
Discussed and approved by the Scientific-Methodological-Editorial Board of
the Institute of Economics and Management, Record №___ of "___" _______ 2014.
Head of the SMEB
____________________________ O. Borysenko
Director of the Institute
of Advanced Technologies
Document level – 3b
The planned term between the revisions – 1 year
Master copy
___________ M. Sidorov
Quality Management System.
Course Training Program
on
"Modern Management Conceptions"
Document
code
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CONTENTS
page
Introduction...............................................................................................................
1. Explanatory notes.................................................................................................
1.1. Subject status in the system of professional training...........................................
1.2. Target of the subject...........................................................................................
1.3. Objectives to study the subject............................................................................
1.4. Integrated requirements for knowledge and skills of the subject........................
1.5. Integrated requirements for learning outcomes in educational modules.............
1.6. Interdisciplinary links of the subject....................................................................
2. Subject content......................................................................................................
2.1. Training schedule of the subject.........................................................................
4
4
4
4
4
4
5
6
6
6
2.2. Development of the didactic process for different types of classes.................... 7
2.2.1. Practicals, their subject matters and planned hours..........................................
2.2.2. Tutorials…………………………………........................................................
2.2.3. Student self-study, its content and planned hours.............................................
3. Basic concepts of guidance on the subject.........................................................
3.1. List of references…………………………........................................................
3.2. List of basic guidance materials for the subject...................................................
4. Rating System of knowledge and skills assessment..........................................
4.1. Basic terms and definitions.................................................................................
4.2. Methods of the knowledge and skills assessment rating system........................
5. Forms of Quality Management System documents.........................................
7
7
8
8
8
9
9
9
10
13
Quality Management System.
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Independent thoughts arise only from selfacquired knowledge.
K.D. Ushinsky
INTRODUCTION
Detailed course training program of the subject is a must for successful educational process
according to the European Credit Transfer System. Teachers and students are to be familiarized with it.
Grading system of assessment (GSA) is an integral part of the work course training program
providing assessment the quality of all kinds of auditorium educational work and self-study
performed by a student, as well as acquired knowledge and skills through grading assessment of
results of this work in the current, modular and semester control with transfer of the grades by multigrade scale to the national grading scale and ECTS scale.
1. EXPLANATORY NOTES
1.1. Subject status in the system of professional training
The subject is the theoretical foundation for applying modern management conceptions to
practice of economy.
1.2. Target of the subject
The main target of the subject is developing practical skills in applying modern concepts of
management and rules of their adaptation in activity of selected companies.
1.3. Objectives to study the subject
Objectives of the subject for the students are:
- gain knowledge in the field of classic and modern concepts of management;
- familiarizing with the possibilities of application and implementation of basic concepts of
management;
- familiarizing with the rules of adaptation of modern concepts of management in selected
companies.
1.4. Integrated requirements for knowledge and skills of the subject
As a result of studying the discipline a student must:
Know:
- basic strategy of changes and methods to overcome resistance to change;
- characteristics of learning organization and learning parameters by M. Pedler;
- set of strategies of the virtual organization and manager duties in it;
- modern approaches to the management of production systems and material flows;
- types and components of business processes;
- milestones and cases of reengineering as a tool to improve the efficiency of enterprise;
- internal marketing tools;
- advantages and disadvantages of outsourcing;
- concept of integrated business development.
Learning outcomes:
- appraise selected concepts of management and know their drawbacks and benefits;
- design and know the conditions of implementation of modern concept of management in a
selected organisation;
- appraise the conditions of transfer of a selected concept of management to the enterprise;
- create and analyse outsourcing agreements as tools regulating cooperation between partners;
- create and analyse benchmarking agreements;
- design their own daily/weekly and monthly calendar based on the knowledge of basic rules
of managing oneself in time;
- employ selected time management tools in practice.
Quality Management System.
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1.5. Integrated requirements for learning outcomes in educational modules
Training material of the discipline is structured by modular principle and consists of one classic
training module.
1.5.1. As a result of learning educational material of training module №1 "Modern management
conceptions" a student must:
Know:
- difference between the transformation and translation;
- basic strategy of changes;
- methods to overcome resistance to change;
- characteristics of learning organization;
- learning parameters by M. Pedler;
- SbA types;
- concept of fractal organization;
- contemporary manifestations and set of strategies of the virtual organization;
- general manager duties in the virtual organization;
- basis for the formation of adaptive control systems in the framework of the theory of chaos;
- principles of successful time management;
- delegation rules;
- modern approaches to the management of production systems and material flows;
- quality function deployment for understanding customer requests;
- types and components of business processes;
- milestones and cases of reengineering as a tool to improve the efficiency of enterprise;
- stages of benchmarking;
- components of the concept of "trade secret";
- value and nature of internal marketing;
- internal marketing tools;
- main areas of outsourcing;
- advantages and disadvantages of outsourcing;
- concept of integrated business development;
- systems to support back office and front office.
Learning outcomes:
- form a schedule of future changes and break them in stages;
- determine factors influencing choice of changes management strategy;
- form companies policies on the basis of the components of organizational learning;
- use of fractal theory in strategic planning;
- identify sources and values of intangible capital in virtual organizations;
- apply laws of chaos theory in the management of the organization;
- conduct inventory and analysis of working time;
- prioritize activities under the time limit using modern tools for planning and allocation of time;
- effectively delegate responsibilities with regard to the qualifications and motivation of
subordinates;
- identify hidden losses in the offices on the basis of applying the concept of Lean production;
- map the value stream in the office;
- bind the system of strategic goals and targets to business processes;
- determine profile of the competitor and conduct competitive benchmarking;
- conduct competitive intelligence at different volumes budget;
- assess internal climate of company;
- implement internal marketing program using 8 steps;
- search for a provider of outsourcing services on the specified criteria;
Quality Management System.
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- select functions and processes for the implementation of integrated business management
(automation of managerial processes).
1.6. Interdisciplinary links of the subject
Foreign Economic Activity of the
Enterprise
Management of Foreign
Economic Activity
Analysis of Economic
Activity of
Enterprises
Marketing
Fundamentals of
Economic Theory
Modern
Management
Conceptions
Macroeconomics
Strategic
Management
Microeconomics
Strategic
Management of
Corporations
Management
International
Economic Relations
Operations
Management
Personnel
Management
2. SUBJECT CONTENT
2.1. Training schedule of the subject
№
Topic
1
2
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
All
3
Academic Hours
SelfPracticals
Tutorials
study
4
5
6
9th Semester
Module №1 "Modern management conceptions"
6
2
Concepts of management in a changing world
6
2
Learning organization
6
2
Fractal organization
6
2
Network and virtual organization
6
2
Chaos theory. Time management
6
2
Management of organization based on business
processes approach
7
2
Thrifty management in production and
administrative processes
9
2
Benchmarking. Internal marketing. Outsourcing.
Module Test №1
2
1
Total for the module № 1
54
17
Total for 9th semester
54
17
Total for the subject
54
17
4
4
4
4
4
4
-
5
-
5
1
35
35
35
2
2
2
2
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2.2. Development of the didactic process for different types of classes
2.2.1. Practicals, their subject matters and planned hours
№
1
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
Topic
2
9th Semester
Module№1 "Modern management conceptions"
Types, stages and strategies of changes. Requirements to manager skills for
change management
Concept and characteristics of a learning organization. Components of
organizational learning. Information policy and leadership in the learning
organization
Use of fractal theory in strategic planning and management. The essence and
categories of SbA
Objective and structure of virtual organizations. Stable and dynamic business
systems. Capital in virtual organizations. Real and virtual organizations: a set of
strategies. Characteristics of virtual management
The essence and tools of chaos theory. The application of chaos theory.
Globalization and chaos theory.
The essence and principles of time management. The values of the
organization and coordination of the work of subordinates by the manager
Modern approaches to the production systems and material flows management:
Lean production, TOC, Just in time, Kanban. Building a pulling system in
administrative processes
Business processes: terms and definitions. Development and implementation
of strategic business process management. Modern tools and techniques to
optimize business processes. Reengineering
Competitive environment models. Benchmarking as a tool for strategic
intelligence. Types, models and stages of benchmarking. Trade secret. The value
and nature of internal marketing. The essence, advantages, disadvantages and
features of outsourcing
Module Test №1
Total for the module № 1
Total for 9th semester
Total for the subject
Academic
Hours
SelfPracticals
study
3
4
2
4
2
4
2
4
2
4
2
4
2
4
2
5
2
5
1
17
17
17
1
35
35
35
2.2.2. Tutorials
№
1
1.
Topic
2
9th Semester
Practical use of benchmarking, internal marketing and outsourcing concepts
Total for the module №1
Total for 9th semester
Total for the subject
Academic
Hours
3
2
2
2
2
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2.2.3. Student self-study, its content and planned hours
№
Self-study Content
Academic
Hours
9th Semester
1.
2.
Preparation for practicals
Preparation for Module Test
Total for 9th semester
Total for the subject
34
1
35
35
3. BASIC CONCEPTS OF GUIDANCE ON THE SUBJECT
3.1. List of references
Basic literature
3.1.1. Anderson, D. & Anderson, L.A. (2001). Beyond Change Management: Advanced
Strategies for Today’s Transformational Leaders. San Francisco: Jossey-Bass/Pfeiffer.
3.1.2. Bogan, C.E. and English, M.J. (1994). Benchmarking for Best Practices: Winning
through Innovative Adaptation. New York: McGraw-Hill.
3.1.3. Brilman J. Nowoczesne koncepcje i metody zarządzania, PWE, Warszawa, 2002.
3.1.4. Holweg, Matthias (2007). The genealogy of lean production. Journal of Operations
Management 25 (2): pp. 420–437.
3.1.5. Ian Foster, Carl Kesselman, Steven Tuecke (May 10, 2001). The Anatomy of the
Grid: Enabling Scalable Virtual Organizations. International Journal of Supercomputer
Applications. Retrieved October 15, 2011.
3.1.6. M. Coppola, Y. Jégou, B. Matthews, C. Morin, L. P. Prieto, Ó. D. Sánchez, E. Y.
Yang, H. Yu. (March/April 2008). "Virtual Organization Support within a Grid-Wide Operating
System". Internet Computing 12.
3.1.7. Mandelbrot, Benoît B.; Hudson, Richard L. (2004). The (Mis)behavior of Markets: A
Fractal View of Risk, Ruin, and Reward. New York: Basic Books.
3.1.8. Marshak, Robert J. (2005). "Contemporary Challenges to the Philosophy and Practice
of Organization Development". In Bradford, David L.; Burke, W. Warner. Reinventing
Organization Development: New Approaches to Change in Organizations. pp. 19–42.
3.1.9. Michael Ballé & Freddy Ballé (2009) The Lean Manager, Lean Enterprise Institute.
3.1.10. Omolaja M.A., Markovic M. Radovic Modern management: Concepts & Topical
Issues. – Aardvark Global Publishing, 2008. – 589 p.
3.1.11. Samuel C. Certo, S. Trevis Certo (2012) Modern management: concepts and skills. –
Prentice Hall. – 600 p.
3.1.12. Pryor, Robert G. L.; Norman E. Aniundson, Jim E. H. Bright (June 2008).
"Probabilities and Possibilities: The Strategic Counseling Implications of the Chaos Theory of
Careers". The Career Development Quarterly 56: pp. 309–318.
3.1.13. Werndl, Charlotte (2009). "What are the New Implications of Chaos for
Unpredictability?". The British Journal for the Philosophy of Science 60 (1): pp. 195–220.
3.1.14. Zimniewicz K. [red.], Współczesne koncepcje i metody zarządzania, PWE,
Warszawa 2000.
Additional literature
3.1.15. Danforth, Christopher M. (April 2013). "Chaos in an Atmosphere Hanging on a
Wall". Mathematics of Planet Earth, 2013.
3.1.16. Grudzewski W.M., Hejduk I.K., Przedsiębiorstwo przyszłości - wizja strategiczna,
Difin, Warszawa, 2002.
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3.1.17. Gruszecki T., Współczesne teorie przedsiębiorstwa, PWN, Warszawa, 2002.
3.1.18. Martyniak Z., Organizacja i Zarządzanie. 70 problemów teorii i praktyki, Antykwa,
Kraków - Kluczbork 2001.
3.1.19. Perechuda K. [red.], Zarządzanie przedsiębiorstwem przyszłości. Koncepcje,
modele, metody, Placet, Warszawa 2000
3.1.20. Whelehan, S. (1995). Capturing a Moving Target: Change Management. Consultants
News.
3.1.21. Womack, J.P., Jones, D.T. & Roos, D. The Machine That Changed the World: The
Story of Lean Production, New York: Rawson Associates, 2003.
3.1.22. Zakrzewska-Bielawska A., Podstawy zarządzania. Teoria i ćwiczenia, Wolters
Kluwer Polska, Czekaj J. [red.], Metody organizacji i zarządzania, Wydawnictwo Akademii
Ekonomicznej w Krakowie, Kraków 2007.
3.2. List of basic guidance materials for the subject
№
1.
2.
Name
Slides, posters
Set of tests for Module Test
Index of Topics where
Guides are Used
1.1-1.8
1.9
Amount
1 copy and e-version
30 copies
and e-version
4. RATING SYSTEM OF KNOWLEDGE AND SKILLS ASSESSMENT
4.1 Basic terms and definitions
4.1.1. Semester Examination is a form of final check of how well a student has mastered
both theoretical and practical material in a given subject during a semester. Written examination is
held during the examination period in the presence of a board of examiners headed by the head of
the department in accordance with the established time-table.
Semester control is performed at the University in written form or by using computer
technologies in order to provide objectivity and transparency of control of acquired knowledge and
skills of students. This provision does not apply to the courses, presentation of educational material
of which requires from the student mainly verbal responses. The list of subjects with oral
(combined) form semester control is set separately for each major (specialty) preparation of
specialists with the permission of Deputy Rector for Academics.
4.1.2. Semester Graded Test is a form of final check of how well a student has mastered
material in a given subject based on results of his performance of all kinds of academic activity
through the semester: audience work during lectures and practical classes and self-study during
performance of self-test assignments (homework performance, etc).
Semester Graded Test does not require student’s presence and is passed provided student has
done all previous kinds of academic activity specified by the Course Training Program of the
subject and has received positive in national scale total module grades for each module. Teacher has
right to run additional test, interview, express-test etc. to specify particular positions.
4.1.3. ECTS system is a model of academic process organization based on a combination of two
constituents: module technology of training and credits (Test Units) and covers the content, forms and
facilities of academic process, forms of checking students’ knowledge and skills quality as well as academic
activity of students both in class and outside it (i.e. self-study). The ECTS system aims at making students
work on a systematic basis during the semester in view of their future professional success.
4.1.4. A module is a logically complete, relatively independent integral part of a training
course, a set of theoretical and practical tasks of relevant content and structure with an elaborated
Quality Management System.
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system of methodical, educative, individual and technological support, a necessary component of
which is an appropriate form of grading.
4.1.5. A credit (test unit) is a single unit of measuring work done by students both in class
and outside it (Academic Load) which is equivalent to 36 working hours.
4.1.6. A grade is a quantitative measuring unit of students’ learning outcomes assessment,
based on a multi-value scale as they perform their pre-assigned set of academic tasks.
4.1.7. The ECTS grading system is a system of measuring the quality of all types of
classroom and self-study work done by students as well as the level of their knowledge and skills by
assessing them in values according to the 100-value scale with further transfer of these values into
the national scale and the ECTS system.
The grading system envisages the use of the following grades: the current module grade, the
module test grade, the total module grade, the semester module grade, the examination grade and
the total semester grade.
4.1.7.1. The current module grade consists of values which a student gets for a certain kind
of academic work in mastering a given module, i.e. doing and defending his/her individual tasks at
practical classes.
4.1.7.2. The module test grade is determined in values and in national scale grades as a
result of doing the module test.
4.1.7.3. The total module grade is determined in values and in national scale grades as the
sum of the current module grade and test module grade.
4.1.7.4. The semester module grade is determined in values and in national scale grades as the
sum of the total module grades obtained after studying the material of all the modules within a semester.
4.1.7.5. The examination grade is determined (in values and in national scale) as the results
of the performance of the examination tasks.
4.1.7.6. The graded test grade is determined (in values and in national scale by the results of
all kinds of academic activity through the semester.
4.1.7.7. The total semester grade is determined as the sum of the semester module grade and
the examination grade (graded test grade in the case of graded test) in values, national scale grades
and ECTS system grades.
4.2. Methods of the knowledge and skills assessment rating system
4.2.1. Grading of different kinds of academic work performed by a student is done in
accordance with Table 4.1.
Table 4.1
Grading of different kinds of academic activities performed by a student
9th Semester
Module №1
Мах
Grade
48 (total)
Performing and defending of practical tasks (6 values * 8 classes)
10 (total)
Active participation in practicals (5 values * 2 classes)
For carrying out module test № 1 student must receive not less than 35 values
Module Test
12
Total for module № 1
88
Semester Graded Test
Total Semester Grade
Kind of Academic Activities
Мах
Grade
12
100
4.2.2. The completed curricular activity is accounted if the student received a positive mark
according to the national scale given in the table 4.2 below.
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Table 4.2
Correspondence between the Grades and the National Scale
Grades
Performing and defending Active participation
of practical tasks
in practicals
6
5
5
4
4
3
undеr 4
undеr 3
Module Test
National
Scale
27-30
23-26
18-22
under 18
Excellent
Good
Satisfactory
Bad
4.2.3. The grades a student has been given for the different kinds of academic work are summed
up and the result constituting a Current Module Grade is entered into the Module Grade Register.
4.2.4. If a student has successfully done all kinds of academic work within the given module
and has got a positive Current Module Grade – not less than satisfactory according to the national
scale, he/she is allowed to take his/her module test.
4.2.5. Students have their Module Test in a written form. The procedure, which lasts up to
two academic hours, is held by a commission headed by the head of the department responsible for
the discipline.
4.2.6. The Current Module Grade and the Module Test Grade together make up the Total
Module Grade whose correspondence to the National Scale is shown in Table 4.3.
Table 4.3
Correspondence between the Total Module Grades and the National Scale
Module №1
79-88
66-78
53-65
under 53
National Scale
Excellent
Good
Satisfactory
Bad
4.2.7. A student is considered to have passed the module if both his/her Current Module
Grade and Module Test Grade are positive, i.e. higher than «bad» according to the national scale
(Tables 4.2), which yields a positive Total Module Grade (Table 4.3).
4.2.8. If a student has missed the module test due to any reason (being ill, debarred, etc.), the
entry «absent» is made against his/her name in the column «Module Test Grade» and the entry
«unclassified» – in the column «Total Module Grade».
The student is considered as not having an academic incomplete if he/she is allowed to take
his/her module test but has missed it due to a valid reason. Otherwise he/she is considered as having
an academic incomplete.
Further testing the student in this module is done in accordance with the established procedure.
4.2.9. In case if the student received a negative module test rating mark, they have a chance
to retake the test according to the established procedure.
4.2.10. In case of retaking the module test, the maximum module test point-based rating
mark equals twenty six («Good» mark according to the national scale), i.e. it is four points less than
that given in Table 4.2.
4.2.11. A student is not allowed to increase his/her positive Total Module Grade by taking a
repetitive test.
4.2.12. The Semester Module Grade is calculated as the sum of the Total Module Grades. The
correspondence between Semester Module Grade values and the National Scale is given in Table 4.4.
Quality Management System.
Course Training Program
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"Modern Management Conceptions"
Table 4.4
Correspondence between the Semester
Module Grades and the National Scale
Semester Grades
National Scale
79-88
66-78
53-65
under 53
Excellent
Good
Satisfactory
Bad
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Table 4.5
Correspondence between the Graded
Test, Grades and the National Scale
Graded Test
Grades
12
10
8
-
National Scale
Excellent
Good
Satisfactory
-
4.2.13. The Semester Module Grade and the Graded Test Grade together make up a Total
Semester Grade whose correspondence to the National Scale and the ECTS System is shown in
Table 4.6.
Table 4.6
Correspondence of the Total Semester Grades to the National Scale
and the ECTS System
Total Semester
Grades
National
Scale
90-100
Excellent
82 – 89
ECTS System
ECTS
Grade
A
B
Good
75 – 81
C
67 – 74
D
60 – 66
Satisfactory
35 – 59
1 – 34
E
FX
Bad
F
Explanation
Excellent
(excellent performance with insignificant shortcomings)
Very Good
(performance above the average standard with few
mistakes)
Good
(good performance altogether with a certain number of
significant mistakes)
Satisfactory
(performance meets the average standards)
Sufficient
(performance meets the minimal criteria)
Bad
(bad performance; a second testing is required)
Bad
(very bad performance; a student shall retake the course)
4.2.14. Total Semester Grade, in the Graded Test Semester (for this subject – in the 9th
Semester), equals the sum of Semester Module Grade and the minimal Graded Test Grade
established for each category of Semester Module Grades (12 for «Excellent», 10 for «Good», and
8 for «Satisfactory») that recalculates to the National Scale and the ECTS Scale.
4.2.15. A student is not allowed to increase his/her positive Total Semester Grade by taking
a repetitive Graded Test.
4.2.16. The Total Semester Grades, National Scale grades and ECTS System grades is entered
into the Examination Register and into a student’s record book.
4.2.17. The Total Semester Grade is entered into the Examination Register and into a
student’s record book in values, National Scale grades, and ECTS Scale grades, for example:
92/Ex/А, 87/Good/В, 79/Good/С, 68/Sat/D, 65/Sat/Е, etc.
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Page 13 of 14
(Ф 03.02 – 01)
АРКУШ ПОШИРЕННЯ ДОКУМЕНТА
№
прим.
Куди
передано
(підрозділ)
Дата
видачі
П.І.Б. отримувача
Підпис
отримувача
Примітки
(Ф 03.02 – 02)
АРКУШ ОЗНАЙОМЛЕННЯ З ДОКУМЕНТОМ
№
пор.
Прізвище ім'я по-батькові
Підпис
ознайомленої
особи
Дата
ознайомлення
Примітки
Quality Management System.
Course Training Program
on
"Modern Management Conceptions"
Document
code
QMS NAU
CTP 11.02.03-01-2014
Page 14 of 14
(Ф 03.02 – 04)
АРКУШ РЕЄСТРАЦІЇ РЕВІЗІЇ
№
пор.
Прізвище ім'я по-батькові
Дата ревізії
Висновок щодо
адекватності
Підпис
(Ф 03.02 – 03)
АРКУШ ОБЛІКУ ЗМІН
№
зміни
№ листа (сторінки)
Зміненого Заміненого
Нового
Анульованого
Підпис
особи,
яка
внесла
зміну
Дата
внесення
зміни
Дата
введення
зміни
(Ф 03.02 – 32)
УЗГОДЖЕННЯ ЗМІН
Підпис
Розробник
Узгоджено
Узгоджено
Узгоджено
Ініціали, прізвище
Посада
Дата