In article consequences of reorganization of universities in the form of merge and acquisition, influence of these processes on the competitive environment of the educational services market are estimated. Authors allocate the territorial and sectorial principles of universities reorganization, considerable influence of "new" universities on the federal and regional markets is shown, and also the risks connected with their domination are revealed. Need of control over these processes by antimonopoly authorities are substantiated, in particular, for dominant position definition in the educational services market of the universities created in the reorganization process, it is offered, along with the criterion enshrined in the antitrust law, to use additional criterion: direction (sector) of training of the students.

In the article the author's approach to organizational design, compatible with the interests of stakeholders and market conditions for each type of product (service). It is proposed sequence of transformation — from strategy to adjust the product portfolio with the elimination of internal competition, optimize business processes, structures, systems, employee motivation.

Classical and polytechnic Yekaterinburg based (Russia) universities merger is being analysed. The author lists and describes management tools that enhance the integrated university performance. The study covers 2010-2012 period when modernization was launched in learning, scientific and innovative processes in UrFU, as well as UrGU incorporation took place parallel to its administrative and financial transformation. The author reveals relationship between merger tactics and university development strategy, and outlines accumulated good managerial practices.

The analysis of stages of reorganization of FGBOU HPE «Penza State University» and FGBOU HPE «Penza State Pedagogical University of a Name of V. G. Belinsky» in the form of accession of the last to PSU as structural division. The short historical sketch of formation and development of each higher education institution is given. The new structure of the reorganized higher education institution and its logo are presented. The educational directions of preparation of entrants of versatile higher education institution are opened. The directions of further development of the reorganized higher education institution are allocated.

The article represents the experience of Lobachevsky State University of Nizhni Novgorod — National Research University (UNN) in university acquisitions with an example of Nizhni Novgorod Institute of Commerce acquisition. The friendly and mutually efficient technology of acquisition allowing both institutions to implement all acquisition activities in compliance with the timescales determined by the RF Ministry of Education and Science is described. The article opens with a brief overview of international practice of M&A in Higher education.

The article represents the analysis of practice of accessions and mergers in higher education of Russia for the last five years. The author identifies the potential benefits of integration for geographically distributed and multi-level educational institutions. The work contains the ordering of the kinds of effects from the integration. The pilot model of evaluation of the relationship of stakeholders for possible gains from mergers and acquisitions are proposed.

The first paper looks at the peculiarities of university reorganization compared to that of an industry, the characteristics of a strong university management and their readiness for change.

In the article the non-optimized governance structure in the mergered higher education institutes in Russia is revealed and characterized; the shifts of the qualitative and quantitative parameters of the university top-management structures and the trends of their development are considered taking into account their reasons; institutional paths of the leading universities governance structure optimization are proposed.

The article discusses current incentive system of the teaching staff of federal universities. Shows the relationship between embedded motivational schemes and impact of scientific and educational activities of the teaching staff, which has the general trends of the strategy of the University. Substantiated advantages of information and analytical tools for the calculation of individual incentive payments to research and teaching staff.

The problems of planning of rating positions of the reorganized universities are considered. Criteria of the most authoritative international ratings of higher education institutions are given. The authors suggest to improve the potential of the Russian universities by means of the offered model of system of financial planning of profitable activity of higher education institution.

Attempt of statement and the decision of a task of an estimation of efficiency of merges of two high schools with use of the greatest possible formalization is done. As effects from merges of high schools the degree of approach the purposes of development of high schools is accepted. As the purposes criteria of a world rating of high schools, and also the purposes connected to mission of any high school are accepted. Results on sizes of relative effects or damages from merges of high schools in dependence as from a degree of development of high schools, and their scale are received.

The issues of mergers and acquisitions of higher education organizations are considered. The premises of reorganization of university are analyzed. The question of optimizing the size of the university is discussed. Problem areas of analysis reorganization processes are identified. The variants of the actual organizational solutions and ways of restructuring higher education are proposed.