CHANGE MANAGEMENT AS AN IMPORTANT ANTI-CRISIS COMPONENT OF THE DEVELOPMENT OF PUBLIC ADMINISTRATION
DOI:
https://doi.org/10.34132/pard2024.24.12Keywords:
change management, public administration, anti-crisis management, anti-crisis measures, organization.Abstract
The article discusses the role of change management as an important anti-crisis component of the development of public administration. At the beginning of the study, it is noted that changes transform the usual way of functioning of the organization, and how it reacts to them depends on a number of components: personnel policy, the process of implementing change management, technical support of the process, as well as the development of the organizational culture of the organization, where the choice is mostly , based on human values for performance criteria. In turn, changes by their purpose respond to important challenges of a fundamental and radical content regarding how the organization will perform its activities in new conditions. Analyzing the source base, the author shows that, according to many scientists, change management is a reflection of actions and collective processes that are coordinated by management personnel and that lead to the transformation of the existing state: in other words, it is something that changes this state, or it is the change itself, that is, a new state , which occurs Speaking about the change in the organization, most researchers emphasize that it represents the implementation of management actions located between two states: the initial state and the final state, and the latter is significantly better.
It is noted that the construction of the change process is accompanied by the tactical implementation of measures described in detail by the content of anti-crisis programs and plans established through collective actions to determine the desired results. In particular, through the internal management system, the conditions of employment of individual employees are determined, but at the same time there is a need to ensure and implement coordinated actions that would lead them to a state of increased readiness to respond to crisis situations that arise especially in the context of reforming the public administration system.
Based on the conducted survey, the following conclusions were made: changes should be accompanied by educational steps, experience of managers in the field of health care; of education and finance related to the development of professional skills and the active involvement of experience in their field of activity; long-term reform of public administration, decentralization, economic crisis and bureaucratic model were not identified among the first determinants of change management in the analyzed organizations.
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