Product Portfolio: University Corporate Culture as a Factor in the Development of International Educational Programs (Article). “Lost in Translation: Student Internship Challenges”. The Case of the Federal State Budget Educational Institution of Higher Education «Irkutsk National Research Technical University» (The Case of the INRTU). Strategy for the Development of Interdisciplinary Medical and Biological Education in MEPHI (Development Strategy)

The article "Corporate Culture of the University as a Factor in the Development of International Educational Programs" uses the example of the MEPhI Nuclear University to explore the role of the university's corporate culture in the intercultural adaptation of foreign students to study at Russian universities, as well as in the university's readiness for such new challenges as the implementation of international interdisciplinary educational programs and other educational initiatives. It is shown that the university's human resources and the established corporate culture are key factors in the development and promotion of interdisciplinary educational programs in the international market. The features of approaches to their development and implementation, as well as to the organization of teaching and learning activities of students, taking into account the mentality and socio-cultural interactions of representatives of different countries and cultures, are analyzed. The special role of the university's corporate culture in the process of attracting, retaining and developing young specialists employed in international interdisciplinary programs is noted. The case "Lost in Translation: student internship challenges" describes the situation at the Irkutsk National Research Technical University related to the organization of internship for foreign students. The customer of the case is the Center for International Services of INRTU, which were tasked by the university management to increase the share of foreign students. The case primarily pursues a management goal: to find a systemic solution to the problem of implementing internship of foreign students of a regional university studying in programs implemented in foreign languages, in order to increase the satisfaction of foreign students with the results of their studies and achieve a sustainable increase in the contingent of foreign students. The case describe the problem of implementing practical training of foreign students of a regional university in the context of a relatively low level of English proficiency in the region, the “closedness” of a number of leading sectors of the regional economy for foreigners and, at the same time, the presence of the task facing universities of creating conditions for the formation of “soft power” and a high level of loyalty of the foreign professional community to Russian education and the state as a whole. The developed Strategy for the Development of Interdisciplinary English-Language Educational Programs of MEPhI in the Field of Biomedicine is aimed at implementing the policy of Rosatom in the field of meeting the needs for personnel for new technological areas in the field of biomedicine in Rosatom's partner countries from the near and far abroad, increasing the attractiveness of nuclear education, and promoting the MEPhI brand. The first section of the Strategy presents the features of the implementation of interdisciplinary training of specialists in the field of biomedicine at MEPhI, reflects the principles and directions of development of medical and biological education at the university, and formulates the goal and objectives of developing interdisciplinary English-language educational programs of MEPhI in the field of biomedicine. The second section of the Strategy is devoted to its implementation. It defines the stages and deadlines for the implementation of the Strategy, formulates the main expected results of its implementation in the short, medium and long term. It is noted that the work on the development of human resources should be comprehensive and aimed, first of all, at the formation of a new corporate culture focused on openness, cooperation and innovation.