Abstract
The problem of improving the administrative component of the fiscal service in the context of its reform is raised in the article. It is pointed out the importance and necessity of forming a team of officials capable of ensuring the productivity, feasibility and effectiveness of implementing quality solutions for solving tax and customs problems. It has been determined that the effectiveness of a management team is determined by the ability of the manager to exercise his or her authority, that is, the ability to use the existing leader's potential, as well as the desire and ability to develop it.
 The types of organizations and stages of management team development are shown. The key leadership qualities and features of the manager of the management team are determined; the importance of developing the leadership potential of the head of the fiscal service in the context of institutional changes has been proved.
 The authors of the study found that the work performed by a management team professionally managed by a charismatic leader could give the necessary effect and ensure the subsequent transition of the fiscal service to a new level of organizational development in the status of separate full tax and fiscal services.
Highlights
Present requires the optimization of the structural and functional component of the fiscal service due to reforms in the SFS, taking into account the priorities of the state policy in the tax and customs spheres
General scientific methods are used in the process of research: analysis and synthesis; formalization; generalization; concretization; abstract and logical; systematization, etc
The management team of the SFS officials is formed to perform mainly organizational and administrative functions, to implement state policy in the tax and customs fields, and so on. The fulfillment of these tasks requires the use of a team of fiscal services managers of different types of organizations of joint activity: the joint and individual type is used in the joint preparation and individual management decisions; a co-consecutive type is implemented by redistributing and delegating powers between members of the management team; cooperative and interacting and cooperative-creative types are introduced at the stage of implementation of government and management decisions (2014)
Summary
Present requires the optimization of the structural and functional component of the fiscal service due to reforms in the SFS, taking into account the priorities of the state policy in the tax and customs spheres. Optimized it will help improve the management component that can provide productivity, expediency and effectiveness in implementing quality solutions for tax and customs policy issues. Such activities in the system of the SFS bodies will be productive where you need to quickly find the right solution to the problem that has arisen First of all, it concerns the management body of the fiscal service
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