ОСНОВНІ ФАКТОРИ ЗБАЛАНСУВАННЯ РОЗВИТКУ ОРГАНІЗАЦІЇ ПРИ ПЕРЕХОДІ ДО ПРОГРАМНО-ОРІЄНТОВАНОГО ПІДХОДУ

Abstract

This study is aimed at determining the key variable factors in the development of management systems in corporations, the transition of which through minimum or maximum values leads to dangerous deformations of the organizational mechanism. Among the key contexts, the following are highlighted: poor coordination, "money leeches", wasteful depletion of human resources, hyper-strategization, striving for process focus and delaying deadlines, blurring of responsibility for the decision made, excessive centralization, suppression of the power of those in power, excessive routine. The research methodology is empirical, based on focus group discussions and document analysis. Typical contexts of distortions during the transition of the organization to the Program-oriented approach (PoA) have been studied in detail. In particular, more cumbersome procedures lead to the complexity of making and implementing decisions that were previously simple and quick. Therefore, the development of new projects is no longer seen as necessary against the background of the "favorite procedures" of the organization, and accordingly, deadlines are met with lower quality even on the last day. An organization with a programmatic approach should not avoid the issues of the usual project cycle, acceptable quality control, finding a balance between perfectionism and resources, satisfaction of the main customers and partners, and the interests of the "middle man" in the system, that is, along with global ones, attention should also be paid to well-practiced, proven tools that can automate flow processes and allow the implementation of individual innovations of a software nature. It is best to set a quota for innovation and even for a portion of the time spent by top management discussing new ideas. PoA is a system practiced today, from which it is hardly possible to turn away, and if it already creates additional and complex, complex superstructures in the procedures, then the obvious human-focused task of the manager will be the desire to apply the procedures in a way to ensure that work becomes pleasant again, but at the same time the implementation is quite effective. If the manager is more concerned with simplifying the life of his subordinates and reduces the workload to the permitted extent, limiting it to the necessary or speeding up unnecessary tasks, then the employees will stick to such a manager and feel comfortable in such an organization.