СТРАТЕГІЧНА ТА ОПЕРАЦІЙНА ПІДСИСТЕМА УПРАВЛІННЯ ЗМІНАМИ БУДІВЕЛЬНИХ ПІДПРИЄМСТВ-СТЕЙКХОЛДЕРІВ

Abstract

The article discusses the most effective methods of enterprise management in conditions of resistance to changes from the point of view of strategic and operational management of organizational development. The main purpose of assessing the level of resistance to changes is determined by the leveling of the causes of resistance at the level of stakeholders of the processes of change due to the identification of factors-carriers of resistance, determination of the typology of resistance depending on the level of occurrence of threats to the process of organizational change. The stages of the introduction of configurations are determined as a sequence of stages: preparation – implementation – implementation. When forming a change management strategy, the general components inherent in most scientific schools and their methods were highlighted: analysis of the current situation, development of the organizational structure, introduction of strategies, risk analysis, development of a change management strategy implementation map, training and coaching plan for personnel. At the same time, the main reasons for resistance to changes are analyzed, namely, the reasons for resistance to changes at each of the stages of strategic management of the organization. Also, applied tools to overcome resistance to change are considered and the conditions for their rational use in the transformation of construction enterprises are determined. The expediency of orienting the change management system and the subsystem for preventing resistance to changes in the reverse sequence of managerial influences on the organization has been proved. A theoretical basis has been laid for the formation of an improved organizational and institutional platform for economic management of the processes of a construction enterprise using the mechanisms of resonant management in the context of the development of the world economy along a trajectory that takes into account the points and periods of bifurcation changes. The conditions under which the procedure for performing certain actions to manage changes at an enterprise can be different are considered.