The article presents the principles and the logic of the formation of a strategic map of the structural subdivisions of higher educational institutions. The strategic activities of the organization is seen as a set of management decisions on the positioning in the competitive environment, at the choice of partner alliances, establish links with political, government and business organizations. The strategic map of the university consists of four projections: financial, customer, internal processes and component part of training and development. The Balanced Scorecard (BSC) links the strategic goals of the university with the processes and daily actions of employees at every level of administration (institute, department, division), at the level of individual workers, and also allows you to monitor the implementation of the strategy. The article gives examples of strategic maps of the faculty and the department. In the process of applying BSC revealed new potential motivating influence BSC staff organization in the union collective efforts aimed at achieving the objectives of each unit, in the effective implementation strategy of the organization as a whole.
