Adaptive management of structural changes of public sector organizations based on a project approach

Abstract

The article examines the theoretical and applied aspects of managing structural changes in public sector organizations based on a project approach, as well as the features and possibilities of transforming their organizational structure in accordance with public needs, taking into account modern ideas about dynamic and adaptive organizational structures of the public sector of society.

The transition to more efficient and flexible adaptive organizational structures of the public sphere, whose activities are aimed at meeting public needs related to modern challenges, requires coordinated, urgent and focused actions in conditions of uncertainty and risks. At the same time, the corresponding actions should be effective thanks primarily to the adaptive properties of the management system, as well as the introduction of tools for the implementation of their activities, which are aimed at specific results under the conditions of time and resource limitations based on the project approach.

It is noted that the transformation of the structure of public sector organizations can be a significant factor in the process of ensuring their functioning in terms of determining the number of levels of management in the relevant structure, the degree of its centralization and autonomy in decision-making, distribution of rights, duties and responsibilities, establishment of mutual subordination and coordination of project groups and functional divisions, as well as relationships between the components of the functional organizational structure and external structures.

Emphasizes the expediency of forming a new corporate model of the functioning of public sector organizations, the construction of which involves the development of processes of inter-subject cooperation implemented at a higher level (regional, state, interstate), which cannot be achieved in a separate organization in order to increase efficiency and mutual responsibility on the basis of strategic partnerships and opportunities to establish inter-organizational ties. It is important that such a symbiosis of public and corporate management involves the exit of organizations beyond their own structure with the emergence of new communicative and, later, resource opportunities for cooperation in order to meet wider social needs in the conditions of international integration.