PROJECT COMPETENCE AS A MANAGERIAL MECHANISM FOR IMPLEMENTING CHANGES IN THE SOCIAL SPHERE

Abstract

The article provides a conceptual analysis of project competence as a managerial mechanism for implementing changes in the social sphere under conditions of high dynamics of societal transformations. It substantiates that contemporary challenges caused by transformations in state social policy, decentralization processes, the consequences of the fullscale war, and the growing demand for high-quality and accessible social services necessitate the introduction of flexible and results-oriented management approaches. It is demonstrated that project activity functions as an effective tool for managing changes in the social sphere, while the effectiveness of its implementation directly depends on the level of project competence development among management actors. To achieve the research objectives, methods of theoretical analysis, generalization, and systematization of scientific approaches to social sphere management, project activity, and project competence were applied. The content of project competence is revealed through the prism of project culture, project activity, and the project design process, and its role in ensuring the systemic nature, manageability, and sustainability of social changes is determined. The scientific novelty of the study lies in substantiating project competence not merely as a set of professional skills and abilities, but as an integrated managerial mechanism for implementing changes in the social sphere, which combines a strategic vision of organizational development with the practical application of managerial decisions. The practical significance of the research results consists in their potential application in the management activities of organizations, as well as in the system of training and professional development of managerial personnel in the social sphere.