ORGANIZATIONAL STRUCTURES OF MANAGEMENT IN SOCIAL AGENCIES

Abstract

The article contains an analysis of organizational management structures in social agencies. The aim of the article is to determine the features of the organizational structure of management in the social agencies and assess the possibilities of building flexible management structures taking into account the requirements of the external environment and trends in social work in Ukraine. In the context of the transformation of the content of professional functions of social workers and partial changes in the format of their work, the need for the formation different model of management in social agencies is very actual. It is used a set of methods and techniques of scientific knowledge, namely: methods of analysis and theoretical generalization, systems analysis in the article. By studying the structure and nature of management relationships in social agencies, the dominant model of management is determined – the linear-functional. It has certain advantages and disadvantages, in particular, resistance to change and loss of flexibility to respond to changes in the external environment. This reduces the efficiency of social agencies and proves the need to introduce a different approach to management. The article describes several factors that affect the management system and consolidate the hierarchical relationship in these organizations. The authors note that non-governmental organizations in the social sphere are characterized by greater flexibility, mobility and the ability to respond to the challenges of the external environment. The article defines the organizational structure of social agency management and the factors that characterize it. Several recommendations for optimizing the social agencies management system are proposed, namely: 1) gradual departure from the linear-functional model to a mobile system that works on the principle of projects; 2) introduction of the position of personnel manager in social agencies, which will effectively address the issues of social development of the organization and staff; 3) active establishment of relations between state and non-state structures in order to better understand changes in the external environment and the possibility of taking them into account in their activities. The authors have identified the perspective area of research – the development of the basics of the current management model in social agencies and a holistic strategy for working with staff within the management of the organization, taking into account the requirements of the external environment. The organizational structure of the management of social agencies in Ukraine is insufficiently effective given the rapidly changing conditions. The management system requires improvement both in the direction of creating a holistic model of personnel management and active cooperation with non-governmental organizations.