Organizational Development Management Research Articles

Implementation of value-oriented project portfolio management for the development of complex system

ObjectivesThe aim of the article is to set the problem of forming the optimal value-oriented portfolio of the development of a complex system, taking into account the mutual influence of the components of the portfolio on each other.Material and methodsThe research used: project portfolio management methods; systems theory and system analysis (for the formalization of value-oriented management processes); mathematical modeling tools (for the formation of basic models of portfolio management).ResultsThis article provides a basic methodological framework for portfolio management of organizational development. The conceptual framework for portfolio management has been formalized, where portfolio management processes are considered as a means of implementing strategic decisions.ConclusionsThe success of development portfolio management should not only be measured by the economic component, but also by the values that influence the sustainable development of the region. The current legal framework for the design and implementation of public projects in Ukraine is not up to date, as confirmed by the findings of international experts and domestic scientists.

Designing the Framework of Specialization in the Recruitment of Non-Teaching Staff in Iran's Ministry of Education

Purpose: The present study aimed to design a framework for recruiting non-teaching educational staff in Iran’s Ministry of Education. Method: The present study pursues a qualitative approach. The statistical population of the research included experts and professors in the field of specialization and the senior managers of the General Department of Education of Semnan province in the academic year of 2023-2024, among which 15 were chosen as the samples using theoretical saturation sampling and targeted sampling. The research instruments were a semi-structured interview and a review of the existing documents on this subject. The collected data were validated using member checking. The data validity was evaluated and confirmed using the quality criterion (reliability). The research data analysis method was thematic analysis in three levels: basic themes, organizing themes and Global Themes. Findings: The data analysis led to the identification of 393 basic themes, 33 number-one organizing themes, and 13 number-2 organizing themes in the field of specialization in recruiting non-teaching educational staff in the Ministry of Education. These themes were categorized under 4 global themes including expertise management with two organizing themes (expertise management and performance management), resource management with four organizing themes (human, time, material, and information), change management with three organizing themes (change in organizational structure, change in competitive atmosphere, and change in attitude), and management of organizational development with four organizing themes (managerial capabilities, human resource planning, creation of specialization culture, and organizational interactions). Conclusion: The use of elite and expert employees in the nonteaching sector of the educational system, as a leading institution in providing extensive services to the general public, depends on the presence of a specialization pattern in the recruitment of non-teaching staff. Identification of specialization criteria in the non-teaching sector, which has been done in this research, helps with the formulation of an appropriate specialization model to employ skilled and specialist staff in this sector.

MANAGEMENT OF THE DEVERLOMENT OF SPORTS ORGANIZATIONS ON THE BASE OF COGNITIVE MODELING

The article defines the relationship between organizational changes and organizational development of enterprises that affect the formation of the decision-making system. The factors of the cognitive model of managing the organizational development of sports organizations and enterprises are considered, and the impact on the formation of the management system of organizational development based on cognitive modeling is studied. In today's turbulent times, every organization, including sports enterprises, seeks not only to survive but also to gain competitive advantages in order to maximize profits. One of the ways to overcome chaotic turbulent organizational changes in sports organizations and enterprises of various ownership and management forms is to identify the factors that affect this process. The application of various methods and tools in this area allows us to solve this pressing issue. The complexity of analyzing the processes of managing the organizational development of sports organizations with the diversity of activity sectors that are carried out and the establishment of relationships makes it impossible to isolate and thoroughly study individual phenomena. We believe that changes in sports organizations should be exclusively gradual and evolutionary. Especially the possibility of determining management decisions regarding the management of organizational development of such enterprises and organizations, taking into account the main processes that occur both in the internal and external environment of enterprises. It has been shown that the proposed approach to modeling the relationship between organizational changes and organizational development of enterprises and organizations allows a more effective management of the process of organizational development, taking into account the influence of various factors on decision-making. The practical implementation of the proposed approach will allow solving the problem of management of organizational development of sports organizations and enterprises of different forms of ownership and management.

Reputational Component of the Organizational Development Management System of Socially Oriented Business Enterprises

Reputational Component of the Organizational Development Management System of Socially Oriented Business Enterprises

MOTIVATION MODELS OF LEADERSHIP IN MANAGING OF ORGANIZATIONAL DEVELOPMENT

The current state and prospects for the development of the economy of Ukraine in the post-war period require increased attention to the issues of restoring the activities and ensuring the competitiveness of industrial enterprises, which are important links of the national economy, affecting its stability and security. Solving these issues is an urgent task and requires anti-crisis management and effective leadership capable of radical business renewal. According to modern views on the mission and purpose of a leader in the processes of organizational development, motivation has been highlighted in the totality of it`s roles and functional duties, the author's interpretation of the term "motivational model of leadership" has been proposed – as a model of relations between a leader and followers, which connects the goals of joint activities with personal everyone's motives and the leader's ability to choose the means of their actualization relevant to the situation in order to achieve the set goals. Based on the basic leader`s characteristics, the differences in their motivational filling in the models of transformational and transactional leadership have been highlighted. The expediency of using the motivational model of transformational leadership for anti-crisis management and organizational development management in the context of the economic organizations’ competitiveness ensuring goals have been argued. It has been argued that in order to achieve the organizational development goals, one should diversify the methods of motivational influence on personnel, following, on the one hand, a personalized approach to the organization of the motivational process, and on the other hand, cultivating appropriate values through corporate culture, which has a significant potential for the formation of behavioral stereotypes in the organizational environment.

ОСОБЛИВОСТІ СТРАТЕГІЧНОГО УПРАВЛІННЯ РОЗВИТКОМ ОРГАНІВ ДОСУДОВОГО РОЗСЛІДУВАННЯ

At the present stage of development, organizations play a leading role in society. Organizations are multifaceted and widely represented in various forms, such as enterprises, non-profit organizations, public authorities, associations of citizens or communities, international legal, economic, social institutions, police or security agencies, scientific societies, and so on. Most organizations today operate in a competitive environment that requires them to constantly develop and improve. The winner is the one who acts prudently and effectively. In this aspect, the strategic management of the organization’s development is critical to its existence in a competitive environment in the long run. The article substantiates the difference between the dynamics of organizational development of pre-trial investigation bodies from business organizations due to the lack of competition as the main determinant of such development. A comparative analysis of the definitions of strategy, strategic management and organizational development is presented in order to identify the specifics of strategic management of organizational development. Through a systematic analysis of regulations that define the main tasks of pre-trial investigation bodies, the strategic goals of such bodies are identified, which should be taken into account when developing their development strategy. On the basis of the presented material the author’s definition of the concept of strategic management of development of bodies of pre-judicial investigation is offered. Based on the analysis, the European Foundation for Quality Management and 7s McKinsey’s contemporary evaluation models identify the main trends in organizational development, which in the future should be taken into account by pre-trial investigation bodies when developing their own development strategies. Conclusions are made about the prospects of further research in this direction.

УПРАВЛІННЯ ОРГАНІЗАЦІЙНИМ РОЗВИТКОМ МАЛОГО ПІДПРИЄМСТВА

The article considers the issues of managing the organizational development of a small enterprise. In particular, it is noted that improving and enhancing the competitiveness of domestic enterprises and ensuring their economic efficiency is necessary to use innovative approaches to organizational development management. The purpose of the development of a commercial organization, of various forms of ownership, is to increase the competitiveness of the organization in order to create a business that wins the market. This can be done by increasing profits, margins, market share, morale, cultural values or other sources of competitive advantage. Owners of small businesses at the beginning of their activities do not understand why they should care about its organizational development. There are many patterns of interaction between organizational development and personnel management, because it is an ongoing relationship that includes efficiency and talent management. However, organizational development management focuses on the system in a more holistic approach, which consists of people, team and organizational system. Organizational development of a small enterprise is aimed at realizing its competitiveness, by optimizing human resources in such a way as to achieve maximum efficiency. Therefore, organizational development in small enterprises, as in others, has a continuous and dynamic process that can be affected by various factors and conditions. It should be remembered that interference in the organizational development of a small enterprise, like another enterprise, should be based on the analysis of data relating to the immediate enterprise. Thus, today there is a process of transition of enterprises to new models of management of small enterprises, which are based on the development and implementation of comprehensive changes. The complexity of transformations necessitates timely and comprehensive changes in the activities of small businesses, namely in the technologies used, management methods, requirements for the competence of specialists and forms of interaction with the external environment. However, it is not enough to be aware of the need for change, it is extremely important to determine the right moment to make changes and use it. It is possible to achieve the set goal and get the expected result only by carrying out organizational development in a planned and systematic way. Further research on the management of organizational development in small enterprises should focus on the specifics of their activities, as well as their readiness for new organizational transformations.

УПРАВЛІННЯ ОРГАНІЗАЦІЙНИМ РОЗВИТКОМ ПІДПРИЄМСТВА НА ОСНОВІ АРХІТЕКТУРНОЇ МОДЕЛІ УПРАВЛІННЯ БІЗНЕСОМ

The article identifies the features of building a management system for organizational development of the enterprise on the basis of the architectural model of business management. Synchronization of strategic and operational tasks of business with organizational development is determined. The issue of developing the architecture of organizational development in the constantly changing landscape of business processes in the context of the architectural approach to enterprise management is substantiated. It is proposed to use the TOGAF methodology for design, planning, implementation, management of organizational development of the enterprise. The Benefit Diagram of management of organizational development of the enterprise as a component of TOGAF methodology is constructed. A hierarchical structure of enterprise architecture is built, consisting of seven levels. The business architecture is based on process management, and business management systems (BPM) are used to develop it. BPM monitors business processes, collects valuable performance statistics, and provides a basic set of business process performance reports. Based on them, you can set key performance indicators (KPIs), which will be interrelated with a balanced scorecard (BSC). It is determined that the management of organizational development should take place at all levels of enterprise architecture. It is proved that the construction of the model allows to constantly change the needs for information in order to form an adequate organizational infrastructure of the enterprise and creates opportunities to determine the architectural model of business development. Changes in business architecture must take place continuously at the operational, tactical and strategic levels. This requires the improvement and synchronization of information flows that support business processes, improving the quality of methods, models and knowledge systems accumulated in management decisions. The development of the model becomes possible under the condition of continuous monitoring and audit of the organizational infrastructure. Prospects for further development are the development of a road map (road map) to clarify actions for the development of the target architecture of the business model.

ОСОБЛИВОСТІ УПРАВЛІННЯ ОРГАНІЗАЦІЙНИМ РОЗВИТКОМ ПІДПРИЄМСТВА НА ОСНОВІ КОГНІТИВНОГО МОДЕЛЮВАННЯ

The article identifies the interrelation between organizational changes and the organizational development of enterprises that affect the formation of the system for substantiation of management decisions. It has been proven that within the confines of cognitive modeling there exists a possibility for determining management decisions in respect of implementation of management of organizational development of the enterprise with account for primary processes that occur both within the enterprise and in its external environment. It is determined that the baseline for the cognitive approach is comprised by the complex system model in the form of a cognitive map. It is emphasized that the indeterminacy of a reference model is manifested in the insufficient completeness of information related to parameters of broadness of the range of services rendered by enterprises, quality of their provision as well as the socio-economic situation in the regions of the country and their areas of influence. Indeterminacies in modeling the anticipated state of enterprises emerge in the process of searching for an optimum combination of organizational measures for the most efficient solution to problems pertaining to the development of the sphere. Factors of the cognitive model of management of the organizational development of enterprises are investigated within the scope of the paper. The article studies the impact of 13 factors of internal business environment upon the formation of the system of management of organizational development of enterprises on the basis of impulse modeling. It is proven that within the system of management of organizational development of enterprises the target factor is the «Level of management decision making» while other factors under scrutiny are the guided ones. Employing namely the dynamic analysis allows to determine stabilizing and destabilizing factors of impact upon the organizational development of enterprises. The range of variation for indicator factors of management of organizational development of enterprises in the «min-max» system are identified within the framework of the article. Prospects of further research consist in the studies of the formation of alternative scenarios for management of organizational development of enterprises depending on the impact of diverse factors on the basis of cognitive modeling and determining the corresponding tools of organizational changes.

ЕВОЛЮЦІЯ ТЕОРІЇ УПРАВЛІННЯ В УМОВАХ ТРАНСФОРМАЦІЙНИХ ПРОЦЕСІВ НА ПРИКЛАДІ ПІДПРИЄМСТВ БУДІВЕЛЬНОЇ ГАЛУЗІ

The article discusses the evolution of the development of management thought, the system of knowledge about management, experience about which has been accumulated sequentially. Until the middle of the twentieth century, management science developed from several relatively independent directions at once, each of which focused on various aspects of management. Given the definition of strategy as a model of interaction of all resources, allowing the organization the best way to fulfill its mission and achieve sustainable competitive advantages, the author analyzed the most effective methods of change management from the point of view of strategic and operational management of organizational development. The reasons for the failure to implement strategies in the past are analyzed and the reasons for the need to develop and implement development strategies today are systematized. Not a single large or even medium-sized organization will be able to exist long enough without looking into the future and without systematically preparing for changes that will allow them, at least, to stay on the market, and as a maximum, to break out into leaders. Among the existing concepts and methods of management, the optimal theories are highlighted depending on the level 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. Also, the applied tools for the implementation of strategic changes are considered and the conditions for their rational use during transformation are determined on the example of construction enterprises. The expediency of orienting the change management system of the situational and systemic approach in the analysis of the external environment and the use of synergetic effects in their complex (combined) use using the theory of strategies 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 key changes.

СТРАТЕГІЧНА ТА ОПЕРАЦІЙНА ПІДСИСТЕМА УПРАВЛІННЯ ЗМІНАМИ БУДІВЕЛЬНИХ ПІДПРИЄМСТВ-СТЕЙКХОЛДЕРІВ

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.

Innovative Tools of Educational Organization Development Management: Benchmarking

The article considers theoretical and methodological approaches to the use of benchmarking as an innovative tool in the management of an educational organization. The development of methods and tools for managing the development and competitiveness of an educational organization in the global space is based on systemic, operational, competent and situational methodological approaches; on the methodology of interactive, understanding and interpretative sociology; methodologies of synergy, network thinking and social management, modal analysis. The study found that benchmarking is the most appropriate way to improve the work of the educational organization, which is a process of constantly measuring and comparing the methods and results of the work of the organization, its individual divisions, functions, processes with organizations chosen for imitation. The author presents the results of the study of the forms of benchmarking, conducted a review of research on its application by educational organizations of higher education in Russia, presented a detailed analysis of the main stages of its implementation in relation to the specifics of the activities of the educational organization, visualized a set of types of benchmarking by classification groups.

Methodological basic of assessment of organizational development by the intellectual capital growth criterion

Introduction. In modern conditions of formation of a new type of organizations - intellectual organizations, organizational knowledge becomes an important criterion of the level of organizational development. The purpose of the paper is to substantiate of intellectual capital growth as a criterion of organizational development and supplement methodological tools for intellectual capital assessment. Results. In the paper the increase of intellectual capital as a criterion of organizational development is substantiated. The classification of intellectual capital types of is offered. The criteria of organizational development by stages of the life cycle are supplemented with the allocation of quantitative, qualitative criteria and types of capital. The methodological tools of intellectual capital assessment with the use of the effective approach are systematized and supplemented and it is offered to allocate assessment methods on three levels in the structural approach: the level of the organization (allows to estimate the general level of organizational development); level of the individual (allows to assess the contribution of each individual as a carrier of intellectual capital); the level of intellectual property (allows to assess the contribution of each element in the overall level of organizational development); for each of the levels the subject of assessment types of methods; methods and results indicators are described. Examples of evaluation of the effectiveness of the introduction of artificial intelligence as a component of intellectual capital are given. Conclusion. The study of methodological principles of assessing organizational development suggests that in an unstable environment, an increasing role in the development of knowledge of the organization, which can be assessed through the growth of intellectual capital. To assess organizational development, quantitative and qualitative criteria for determining each stage of development with the separation of the criterion of type capital growth are proposed. The combination effective and structural approaches to assessing of intellectual capital has a significant impact on the methodology of organizational development management by stages and requires careful study and supplementation of methods of organizational development management.

Organizational development of the enterprise

The article clarifies the features and substantiates the theoretical approaches and methodological principles for research and management of organizational development of telecommunications enterprises, summarizes methodological aspects to the formation of a pool of alternative strategies for organizational transformations of telecommunications enterprises based on qualitatively new value approaches, their selection, stages of development and implementation of organizational strategies. telecommunications companies that take into account the rapidity of changes and fluctuations in the economic space and are based on the competencies of management to choose a harmonious vector of organizational development.

CHANGES IN PORTFOLIES MANAGEMENT OF ORGANIZATION PROJECTS IN CONDITIONS OF BEHAVIORAL ECONOMY

The article discusses the methodological aspects of portfolio management of organizations development in conditions of behavioral economy. It is shown that the success of the organization’s development portfolio is impossible without taking into account the dominant values of the organization. The article discusses conceptual provisions, methods and models that form the basis of value-oriented management of project portfolios. The conceptual foundations of the value-oriented portfolio management of organizational development are based on models of project life cycles, the formation of a vision for the development of organizations based on the evolutionary theory of values in dynamic environment. The existing concepts, models and methods of managing projects portfolios of organizational development are analyzed. Establishing the correspondence of the dominant levels of organizational values to the established practices of project management showed that the management of project portfolios should be considered from the perspective of a fundamentally new paradigm - as a systematic activity for the development of organizations based on the values that dominate the organization. The types of organizational cultures in accordance with the evolutionary theory of values are considered. The model of value-oriented development of the organization has been further developed and given an understanding of the essence of the spiral nature of the systems development and allows the implementation of joint measures for the organizations development in the form of projects portfolio. It is shown a model for diagnosing the state of organizational values at the stages of the system life cycle to determine a strategy for adapting organizational values to the requirements of the external environment. The method of competitive analysis of portfolio components has been improved to form the composition of the organization’s development portfolio by applying the principles of value-oriented and reflective management to make managerial decisions. The practical application of technology for value-oriented management of the enterprise development portfolio as a complex organizational and technical system is considered.

Sustainable development of organizations based on the combinatorial model of artificial intelligence

The article specifies the organizational capabilities of application of artificial intelligence technologies in the model of sustainable development of the organization. Also, the article provided the theoretical and methodological background of the organizational changes and development, as well as determined the possibilities of application of artificial intelligence technologies in the functionality of the organization. It was proposed to use the methodological approach to application of neural networks in maintaining of the intelligent management of organizational development. There was developed the combinatorial model of artificial intelligence for decision making about the organizational development.

Theoretical and methodological foundations of product quality management at industrial enterprises.

In conditions of high competitiveness of the economy and the integration of industrial enterprises, increasing requirements for the development of market relations oriented towards competitiveness, both in the domestic and world markets, a fundamental change is taking on universal quality management, which ensures the achievement of the required level of quality of products in accordance with all world requirements and domestic standards, GSTU, GOSTs and continuous improvement in regulatory documents. A high level of scientific achievements and a correctly developed production management system makes it possible to form a new approach to high quality products at industrial enterprises of Ukraine. To achieve high results in product quality, it is necessary to pursue an active and reasonable state policy as a product. Regulatory documents that ensure product quality in modern market conditions require enterprises to take a more thoughtful and deeper approach to quality management issues, and require the involvement of material and human resources in the process of manufacturing quality products at industrial enterprises. Quality management is the main priority for achieving the main goals of the enterprise. Therefore, the leaders of industrial enterprises of Ukraine should be interested in improving the quality of products and improve the management of production processes for the development of a quality management system. Ukrainian enterprises are trying to gradually move to world standards, but this is a complex and long period that requires time and effort, requires the study and use of the experience of leading industrial enterprises of the world, facilitated by the growth in recent years, the volume of information on various quality management issues. But copying by Ukrainian industrial enterprises of the methods and mechanisms of quality management can lead to a serious complication of the economic situation of enterprises, all internal and external factors affecting the quality in Ukraine must be taken into account. Updated scientific and economic approaches to quality require the creation of effective management of organizational development in the quality system, taking into account the characteristics of the industry, enterprise, region, at the level of organizational behavior, also taking into account all factors. Quality management for this period has different approaches and directions.

Method of decision-making the proactive project management of organizational development

Сучасні вимоги до конкурентоспроможності, особливо в провідних галузях промисловості, вимагають пріоритетного розвитку підприємств у енергетичному секторі. Проекти організаційного розвитку енергопостачальних компаній - складна проблема з різними технічними та організаційними компонентами, реалізація яких передбачає нетривіальні підходи та збільшення витрат. Тому для управління цими проектами доцільно використовувати проактивний підхід та розробляти спеціально адаптовані моделі та методи в межах активного управління. Щоб забезпечити прийняття рішень щодо управління проектом трансформації енергопостачальної компанії, необхідно розробити параметри, що забезпечують передбачуваність процесу впровадження проекту. Стан реалізації проекту оцінюється за вартістю показника - суми проектної роботи. В експериментальному дослідженні розглянуто продуктивність та ефективність проактивного управління проектом організаційного розвитку трансформації енергопостачальних компаній України для перевірки адекватності запропонованого методу. Отже, експериментальне дослідження доводить, що вирішення проблеми проактивного управління проектом організаційного розвитку на основі запропонованого методу полягає не у визначенні виявлених відхилень. Саме визначення їх величини та прийнятності з погляду досягнення мети проекту дає змогу встановити мінімальну верхню межу для відносних відхилень від усіх максимальних значень цільових функцій, отриманих у результаті вирішення, що ефективніше за відомі методи. Отже, запропонований спосіб сприяє розвитку спостережень за відхиленнями в області “хаотичної близькості”, їх ідентифікацією щодо фактичного стану системи та керованістю реалізації проекту розробленням відповідних заходів: стабілізації, балансування або маневрування для досягнення мети.

Organizational development as a modern management tool for transformation of the company (case of Ukrainian energy company)

The article is aimed at formation of the approaches and stages of organizational development for a large vertically integrated company, ensuring the country’s strategic security in the fi eld of energy. The methodological basis of this work is the theory of the company’s life cycle, and it is proposed to complement the mentioned theory with the theory of spiral dynamics, reflecting the evolution of the company’s values. The approaches to organizational development are analysed and organizational development is defined. The possibility and necessity of management of organizational development are substantiated. As a result of the study, there were described the features of the organizational development of large energy company, and this is for the first time. The analysis of publications and world experience in the development of energy companies allowed proposing four basic stages of organizational development: team building and life cycle dynamics, value management and implementation tools. There is offered the use of organizational development as an instrument of management, which enables to achieve not only company development goals, but also to manage its values, achieve maximum employee involvement in development, and to shift from the management of the company to team work. Further research in this area it is advisable to carry out in detail the stage of organizational development and description of each stage’s tools.

АНАЛІЗ ВЗАЄМОЗВ’ЯЗКУ ТА ВЗАЄМОВПЛИВУ МІЖ СТРАТЕГІЄЮ І ЖИТТЄВИМ ЦИКЛОМ ОРГАНІЗАЦІЇ В КОНТЕКСТІ ПРОЕКТНОЇ ДІЯЛЬНОСТІ

The article summarizes the arguments and counterarguments within the scientific discussion on the relationship and interaction between competitive strategy and the phases of the organization's life cycle. The main purpose of the study is to analyze the influence of choice or change of strategy on changing phases of the organization's life cycle in the context of project activities. The method of analysis and synthesis, the method of systematization and analysis of literature sources were used to solve the tasks. The scientific community faces the urgent task of developing and implementing effective methods, models, and methodologies of adaptive project management. The toolkits for solving this scientific problem are the management of managed changes in the organization, management of organizational development by methods of strategic planning. Based on the analysis of different models of the life cycle of organizations, it is determined that the most perfect is the model of I. Adizes. A similar analysis was performed on the typologies of competitive strategies. It is determined that the most rational for further research in the ratio of advantages and disadvantages is the model A. Yu. Yudanov. Systematization of literature sources and approaches to solving the problem testified to the existence of developments in this scientific field, but the review process revealed a number of contradictions that need further resolution. The identified inconsistencies are mostly due to the fact that not all dependencies and correspondences are found between the types of competitive strategies and phases of the organization's life cycle. The practical value lies in the improvement of models and methods of organization adaptation to the destructive factors of the environment, justification of the choice of strategic goals by stages of the life cycle, the formation of project tools for change management in the organization. Next, it is planned to assess the level of correlation of parameters for each type of strategy according in accordance with each phase of development of the organization. The results of the study can be useful for project and program managers, senior managers.