Organizational Structure Management Research Articles

The role of strategy in ensuring the security of business structures

The paper considers the role of strategizing in ensuring the security of business structures. The theoretical aspect of the concept of "strategizing" in the context of security of business structures is studied. The approaches to defining the essence of its concept by foreign and domestic scholars are analyzed. It is determined that the most key aspects are the following: development management, self-development potential, a set of provisions and procedures, actions in case of uncertainty, maneuvering in conditions of imbalance, multiplier effect, achievement of goals, and resource. It is found that the main structural elements of business security are determined in accordance with the specifics of their activities. The most commonly distinguished are the following: information, technical and technological, personnel and intellectual, financial, organizational and managerial, environmental, power and political and legal. The author defines the role of strategizing in the formation of the security system of business structures and how it affects its individual subsystems, in particular, financial, technical and technological, organizational and managerial. With regard to the former, the actions and measures of strategizing are implemented at the stages of planning, analysis, evaluation and control. As for the second, they are implemented during foresighting, planning, analysis, evaluation, modeling, and controlling. As for the third, the actions and measures of strategy are implemented in planning, analysis, evaluation, controlling, forecasting and determining KPIs. All of this will have the corresponding effect: as for the financial subsystem of security - increasing the level of financial independence, sustainability and competitiveness; as for the technical and technological subsystem - increasing the level of innovation, adaptability, competitiveness; as for the organizational and managerial subsystem - increasing the level of corporate social responsibility, interconnection between the structural units of the organizational management structure.

The Role of Organizational Structure in Project Management

Organizational structure has a significant impact on the effectiveness and efficiency of project implementation, as well as the management of the resources involved. By exploring various project management theories and organizational structure concepts, this research aims to investigate how the selection and implementation of an organizational structure can influence project performance. This research uses literature analysis and case study methods to identify key factors that influence the role of organizational structure in project management. The findings show that an appropriate organizational structure can improve coordination, communication, and decision-making in project teams. Conversely, a mismatch between organizational structure and project needs can hinder progress and create obstacles that are difficult to overcome. The results of this research provide valuable insights for project management stakeholders, including project leaders, senior managers, and project team members. By understanding the critical role of organizational structure, practitioners can make more informed and strategic decisions when designing and implementing their projects. Managerial implications and recommendations for further research are also discussed to deep understanding of the relationship between organizational structure and project management.

Health Service Innovation Strategy of TEFA House of Health Promotion with SWOT Analysis

Teaching Factory (TEFA) House of Health Promotion establishment is to enhance healthcare services and public welfare quality. An in-depth analysis is needed to determine the internal and external factors that could influence the creation of TEFA. This research aimed to analyze the Health Service Innovation Strategy of TEFA House of Health Promotion using SWOT analysis. This research method was qualitative, instrument using questionnaires given to TEFA staff and data analysis conducted using SWOT analysis. The research results were based on the SWOT analysis diagram, indicating that TEFA House of Health Promotion was in quadrant I (aggressive quadrant). The recommended strategy is to develop TEFA as a service provider in the health promotion sector. The management of TEFA must create an effective management organizational structure, design a comprehensive TEFA business plan and strategy, and construct a clear workflow and performance Standard Operating Procedure (SOP). It also required a well-defined management and service governance SOP and a well-structured work program. Extend promotions locally and reach a broader audience by utilizing promotional media. Overall, the proposed service innovation strategies are expected to assist TEFA House of Health Promotion in achieving its goal of enhancing the quality of health services and overall public health.

Studi Kelayakan Bisnis Pada Pengembangan Usaha King MuayThai Camp Bandung

Muay Thai is a martial art originating from Thailand called "The Art of Eight Limbs". This research examines whether the development of the King Muay Thai business is feasible from a marketing perspective, whether the development of the King Muay Thai business is feasible from a technical and operational perspective, whether the development of the King Muay Thai business is technically feasible and operationally feasible. feasible from an organizational and management point of view, if the commercial development of King Muay Thai is feasible from a financial point of view. The aim to be achieved in this research is to produce a commercially viable plan through implementation aspects, from the marketing strategy aspect used by King Muaythai Camp, the implementation of operational technical aspects carried out at King Muaythai Camp, organizational structure management. aspects of survival at King Muaythai Camp and business feasibility with a focus on financial aspects at King Muaythai Camp Bandung. This research uses a quantitative method where we conducted direct interviews with the owner of King Muaythai Camp to obtain information on marketing aspects, technical and operational aspects, organizational and management aspects, and financial aspects at King Muaythai Camp.

Theoretical approaches to the formation of the organizational structure of enterprise management

The activities of economic entities in modern market conditions necessitate the formation of an organizational structure of enterprise management that can meet the goals and objectives of the company, as well as meet the challenges of internal and external factors. The relevance of the consideration of theoretical approaches to the formation of the organizational structure of enterprise management is due to the importance of the separation of powers of the company’s personnel for the organized interaction of management bodies and the distribution of job responsibilities among employees. The formation of the organizational structure of enterprise management is carried out with the aim of sustainable ordering of the set of interrelated components that ensure the functioning and operation of the enterprise as a single well–functioning mechanism. Organizational management structures are created at enterprises in order to coordinate and monitor the activities of all services of the enterprise and its personnel. The formation of the organizational structure of enterprise management is carried out with the aim of sustainable ordering of the set of interrelated components that ensure the functioning and operation of the enterprise as a single well–functioning mechanism.

СУТНІСТЬ ОРГАНІЗАЦІЙНОГО ПРОЄКТУВАННЯ ТА ЙОГО МІСЦЕ В СТРАТЕГІЧНОМУ УПРАВЛІННІ ПІДПРИЄМСТВОМ

The article examines the interpretation of the concept of «organizational design». The study found that when interpreting it, scholars mainly adhere to two approaches: static and dynamic. Supporters of the former tend to view organizational design as the construction of organizational structures (organizational structure and management structure). In our opinion, in a changing external environment, it is more appropriate to consider organizational design from the standpoint of a dynamic approach as a constant process of large and small changes that occur in the management of an organization and its structure. Recently, «organizational design» has been used as an identical concept to «organizational design». It is proposed to consider organizational design (or organizational design) as a process of building or improving a formal organization in the course of finding a match between the key elements of the organization (organizational structure and management structure, personnel, tasks, decisionmaking and incentive systems, informal organization and organizational culture) and its strategy, taking into account environmental factors. The goal of organisational design is to develop a structure that best meets the organisation's strategic goals and objectives, taking into account the internal and external factors that affect it. The object of organisational design is the organisation itself. Organisational design is an important part of effective strategic management and cannot be a one-off event for a number of reasons. First, the growth of organizations necessitates the decentralization of power in order to create organizational prerequisites for delegating decision-making authority to locations closer to problem areas. Secondly, different types of work require different units, and since work is constantly changing, these changes are reflected in the units. Third, the organizational structure must be consistent with the chosen strategy. When an organization's strategy changes, the chances of success of the new strategy are enhanced with the support of organizational design. Fourth, since technology is an important part of any organization, as the organization's technology changes, information changes are required. Technology-related changes necessitate adequate changes in structure. The organization must adapt its structure (internal organization) and management processes to all these changes, and since such changes are constant and not always predictable, they require further post-implementation research.

Catering as an innovative model of on-site service at tourist events

In the article, based on the analysis of domestic practice of public catering development, an innovative format of a catering enterprise for servicing tourist events is developed. In the course of the study, logical conclusions, a systematization method, a selection of the necessary information, its grouping, systematic analysis, statistical analysis, and comparison of the studied indicators were used. New forms and methods of service, food production technologies to achieve high quality services are considered. It is noted that catering has turned from a food delivery service into an attractive food industry, new service formats have appeared. An analysis of the activities of large catering companies in Kazakhstan was carried out. At the same time, they face difficulties: a limited format of service; unproductive channels for promoting catering services; overpriced for the mass consumer; rising prices for food and services due to rising consumer prices in the country. A project for a catering company for servicing sports and tourist events has been developed, an approximate list of services has been proposed, an algorithm for its creation has been drawn up, and an organizational management structure has been presented. Innovation lies in the high mobility of the projected company, the complexity of services, taking into account the consumer preferences of a modern person, creating an atmosphere of high hospitality and service, readiness for change. The proposals of the authors contribute to the growth of competition in the catering services market, improve the quality and safety of services, meet people's desire for a healthy lifestyle, as well as attract investment in this area.

Stress management in the management structure of the modern organization

У статті розкрито особливості стрес-менеджменту в структурі управління сучасною організацією. Розглядається поняття стресу, його причини. Наголошується, що стреси на робочому місці – одна з головних причин погіршення стану здоровʼя, зниження продуктивності працівника в організації. У багатьох джерелах автори дослівно переводять поняття «стрес-менеджмент» як управління стресами. Однак стрес-менеджмент включає управління собою і своєю поведінкою безпосередньо в момент стресу, а також подолання негативних наслідків стресових ситуацій. Отже, стрес-менеджмент визначено як один із провідних механізмів припинення стресів на робочому місці або мінімізування їх наслідків. Розкриваються різні методи стрес-менеджменту працівників управлінського профілю, показується його важливість для успішного управління персоналом та збереження особистого здоровʼя управлінських кадрів та здоровʼя колективу організації.

ТРЕБОВАНИЯ ПРОФЕССИОНАЛЬНЫХ СТАНДАРТОВ КАК КРИТЕРИИ ПОСТРОЕНИЯ ОРГАНИЗАЦИОННО-ШТАТНОЙ СТРУКТУРЫ ПРЕДПРИЯТИЯ

Research in the field of application of criteria of professional standards in the processes of building the organizational and staff structure of an enterprise for the transportation of oil and petroleum products, as well as the organization of work control in accordance with the classification of employees and their labor functions. This article presents a typical structure of the organizational and staff structure of the company's management for the transportation of oil and petroleum products with the main tasks and labor functions of managers and a comparative analysis of the criteria of professional standards, in accordance with the positions and specifics of the enterprise. The method of the applied analysis is to compare the requirements of the national standards of the Russian Federation – professional standards with the actual activities of the enterprise and the criteria for its functioning and management. In the course of the study, the ontograph "Professional Standard" was constructed, a conclusion was made about the applicability of the criteria of professional standards in the processes of building the organizational and staff structure of the enterprise and organizing the control of specialists in accordance with their qualifications and labor functions.

Formation of the organisation's energy management system

The article considers the issues of forming the organization’s energy management system. The purpose of the article is to substantiate the elements of the energy management system and determine the relationships between them. Method (methodology). To achieve this goal, a number of general methods of scientific research were used: analysis and synthesis, abstract and logical, formalization. Results. Using the analysis of dynamic series, it is proved that there is a certain energy deficit in the provision of fuel and energy resources. The important role of energy management in solving energy saving issues is proved. Using the principles of construction, functioning and development of the management system, the composition of the elements of the energy management system is logically substantiated. The elements of the system include: energy policy and energy saving goals; energy plans; energy analysis; energy monitoring; organizational structure of energy management and distribution of powers; resources supporting the system; internal standards of corrective and preventive actions; subsystem of internal standards and documented methods and procedures. The elements of the energy management system are described. A model of the energy management system is proposed, which clearly defines the list of its elements, formalizes the relationships between them and is based on the Deming cycle through the processes of forming energy plans, conducting energy monitoring, and managing corrective and preventive actions. The proposed model.

СТРАТЕГІЧНІ ЗМІНИ НА ОСНОВІ ПОШУКУ ОПТИМАЛЬНОЇ ОРГАНІЗАЦІЙНОЇ СТРУКТУРИ ПІДПРИЄМСТВА

The article substantiates the importance of strategic changes at enterprises based on the optimization and improvement of the organizational marketing management structure, provides practical recommendations regarding the key elements and measures of changing the organizational structure of the enterprise, in order to adapt to the business environment. The authors noted that based on constant monitoring of the management structure, managers should be ready to make the necessary adjustments and improvements to further increase productivity. This may include reassignment of resources, functional responsibilities, and review of communication channels. By regularly monitoring and evaluating the effectiveness of the current structure, you can identify areas for improvement and make the necessary adjustments to improve productivity. Marketing organizational structure can have a significant impact on business operations because it determines how effectively marketing strategy is executed, how well marketing objectives are aligned with business goals, and how effectively marketing resources are used. However, we must understand that there is no one-size-fits-all solution for the optimal marketing organizational structure, as different businesses may have different needs, challenges and opportunities depending on stage, size, industry, product and target market. Therefore, it is important for management to understand the various factors that influence the choice of marketing organizational structure, as well as how to adapt and optimize it as the company grows and develops. It has been established that the application of modern marketing approaches that synergistically interact with management processes has a significant impact on the efficiency of enterprise management, determining the theoretical and practical solution of key aspects of management and includes the analysis of market opportunities, the definition of strategic target markets and the development of an effective marketing strategy.

Analytical methods and tools for business process optimization

This article is a study of the existing management structure and organizational structure of the operation department at a trucking company. The purpose of the study was to identify the uneven distribution of workload among employees and to develop an ideal business process model to optimize the work of the department. Using the methods of business process analysis, the main functions and their labor intensity were identified and the workload of the staff was calculated. After implementing the proposed changes based on the ideal business process model, there is a significant equalization of employee workload and a decrease in the total labor intensity of functions. The obtained results indicate an increase in the efficiency of the operation department and optimization of the use of enterprise resources.

Museums of Soviet Belarus in the era of perestroika and glasnost’ (1985–1991)

Temporary distancing enables us to examine the difficult and contradictory time of museum sphere development in the USSR, which is known in history as Gorbachev’s perestroika and glasnost. The article attempts to demonstrate the expansion of the museum network in Soviet Belarus, to trace the process of its profile differentiation, and to trace the branching of museums during this time using archival sources from the collections of the Ministry of Culture of the Belarusian SSR, published statistical materials, as well as periodicals. The source base utilised made it possible to examine public efforts and state policies in the area of museum life. One of them is the public discourse of the late 1980s and early 1990s regarding who owns the cult artistic heritage that museums have preserved during the years of anti-religious actions. The author highlights the increase of museum collaboration with Belarusian collectors while listing and discussing museum innovations from the perestroika and glasnost era. Between 1985 and 1991, there was a significant shift in the development of Belarusian museums, which gradually became more focused on international contacts. The author notes that when examining the beneficial improvements in museum life during the perestroika and glasnost era, it was during this time that there was a final, normative reluctance to record and publicize the accomplishments of Soviet society. The state policy aimed at the development of Belarusian culture and the cultures of the national communities of Belarus as an integral part of universal human culture was reflected in the filling of fresh content in all areas of work of Belarusian museums. The material and technological foundation of museums has been damaged, and their budgetary support has been constrained, by the country’s deteriorating socioeconomic position. This called for the adoption of new management techniques, organizational structures, and technological advancements, which happened following the failure of the Soviet Union. In general, the article expands the existing ideas in historical museology about the era of perestroika and glasnost, its role in the expansion, democratization, and professionalization of museum activities.

УДОСКОНАЛЕННЯ ДЕРЖАВНОГО УПРАВЛІННЯ СОЦІАЛЬНО-ЕКОНОМІЧНИМ РОЗВИТКОМ АГРОПРОДОВОЛЬЧОЇ СФЕРИ В УМОВАХ АКТИВІЗАЦІЇ ЗЕД ТА ПОСИЛЕННЯ СОЦІАЛЬНОЇ ВІДПОВІДАЛЬНОСТІ БІЗНЕСУ

The improvement of state regulation by the development of the agri-food sector in the conditions of the activation of economic activity and the strengthening of social responsibility of business should be carried out in the context of the ties "state authorities - professional associations of agrarian business entities" at the state and regional levels. The construction of an effective system of coordination of the interests of agrarian subjects is defined as the first priority of the state agrarian policy. After all, the role of the state is to create such a mechanism that allows to ensure the maximum level of self-organization of the agro-food sector within the national economy as a set of interconnected components. The construction of a balanced system of regulation of the development of the agro-food sector allows to ensure its activation through the conclusion of institutional agreements within the proposed structure, which defines the criteria for state intervention, the mutual responsibility of organizations managing socio-economic development and the limits of interdependence of the state's actions with social mechanisms and entities. The conclusion of the proposed institutional agreement should be preceded by a number of measures aimed at the formation of self-sufficient organizations - participants of the proposed structure: activation of the development of selforganization of economic entities; formation of the organizational structure of management of agrarian development, which also includes associations of agrarians; improvement of legislative acts in the direction of liberalization of the activities of self-governing organizations, associations of agrarian subjects in particular. The formation of a clear system of mutual relations is an important step on the way to improving the mechanism of socio-economic development of the agro-food sector, which will maximally take into account the interests of all subjects of agrarian relations. Such an institutional compromise will contribute to: increasing the social and economic responsibility of the state and agrarian business entities; the formation of institutional ties in the system of state regulation of the development of the agro-food sector; avoiding institutional traps caused by the opportunistic behavior of subjects of agrarian management; consolidation of efforts in the direction of achieving priorities for the development of the agro-food sector. Improvement at the "state-region" level of management vertical connections is expedient to ensure the granting of greater autonomy to the regional management of agro-industrial development, in particular in terms of the distribution of agrarian resources and the application of management approaches to the formation of an environment for the development of the agro-food sector. In this regard, it is worth turning to foreign experience of regional development and creating agencies for regional development of the agro-food sector under the executive authorities. To ensure a high level of transparency, it is advisable to entrust these powers to public organizations created at the initiative of state and local authorities.

ОБҐРУНТУВАННЯ СТРАТЕГІЇ ВПРОВАДЖЕННЯ ОРГАНІЗАЦІЙНИХ ЗМІН НА ПІДПРИЄМСТВІ

The article examines the features of justifying the strategy for implementing organizational changes in an enterprise. The relevance of the study is due to the rapid change in the business environment and the need to adapt to it by introducing various organizational changes. The purposl changes at an enterprise in the context of a turbulent external environment. The article establishes that organizational changes are an important attribute of a modern enterprise, a guarantee not only of its survival in the long-term, but also of strengthening its competitive position in the market. They are focused on optimizing the company’s potential, using the latest technologies in production, enhancing working conditions, improving the organizational management structure, developing organizational culture, etc. The author’s interpretation of the essence of the strategy for implementing organizational changes in an enterprise has been formulated. The sequence of stages of its substantiation is determined, and their content is presented. A list of criteria for the optimality of the strategy for implementing organizational transformations has been proposed: effectiveness, clear time definition, integration into the enterprise’s strategic set, alignment with its core strategy, and uniqueness. The main directions of its practical implementation are characterized. Attention is focused on the fact that the implementation of organizational changes is a rather time-consuming and complex process, and the responsibility for its effectiveness is quite high. It has been proven that a well-structured approach to managing organizational changes not only improves the enterprise’s adaptability to new operating conditions but also creates a strong foundation for enhancing long-term operational efficiency. The result of the study was the deepening of the theoretical foundations of managing transformational processes in the enterprise and the development of a methodological approach to justifying the strategy for implementing organizational changes.

Влияние структуры управления на инновационные возможности организации

The current economic situation, characterized by rapidly changing market rules, requires business structures to respond immediately in order to maintain competitive advantages. The frequently changing requirements of customers, whose priorities are updated as quickly as technological breakthroughs and innovations dictate their consumer conditions to the business. In addition, newly created companies structure their activities in a unique way in accordance with changing customer requirements and challenge traditional corporate structures. The article considers the issues of functioning, development and improvement of organizational management structures of organizations in the implementation of innovations. The features of hierarchical and organic types of management are highlighted. The elements of the organizational structure of the enterprise inherent in any management model are presented. The results of a survey of 148 large Russian enterprises conducted by KPMG consulting company together with the Agency for Strategic Initiatives (ASI) are considered. The author's conclusions based on the results of the study are made. Recommendations for the successful functioning of the organization in the implementation of innovations are proposed.

PROSPECTIVE DIRECTIONS OF REFORMING THE ORGANIZATIONAL STRUCTURE OF MANAGEMENT AT SMALL AND MEDIUM-SIZED BUSINESS ENTERPRISES UNDER CONDITIONS OF ECONOMIC RECOVERY

The methodological and applied recommendations for reforming the organizational structure of management at small and medium-sized enterprises under conditions of the Ukrainian economy revival are substantiated. The etymological meaning of the scientific categories «organizational management structure», «management structure», «production structure» and «organizational structure» has been clarified. The main types of organizational structures of enterprise management are summarized. The author's version of the internal structure of the Logistics Department and the HR Department at small and medium-sized business enterprise is recommended in the medium term (for the next 2-3 years) and the functional specialization of their specialists is specified. Within the proposed Logistics Department, the expediency of creating the positions of Supply and Sales Manager, Marketer, Logistician, Chief Mechanic of the Motorcade and Warehouse Manager is substantiated. As part of the improved internal structure of the HR Department, the author recommends the creation of the Sector of Personnel Records, the Planning and Labor Organization Sector, the Social Development Sector, the Payroll Sector and the Personnel Evaluation Sector, and clarifies the functional tasks of the heads of these sectors. In order to implement elements of network and virtual organization in small and medium-sized businesses enterprise in a strategic perspective, measures to reform their organizational management structure are systematized. The expediency of applying a comprehensive approach to the development of combined forms of the organizational management structure at enterprises is substantiated. The author substantiates the expediency of applying a comprehensive approach to the development of combined forms of the organizational management structure at enterprises by opening their own call centers, creation of electronic offices at the management apparatus, formation of databases of regular customers, issuance of discount cards for the purchase of products, and entering into contracts for courier delivery of products through mobile applications.

Pengaruh Teknologi Informatika Dan Komunikasi Dalam Bisnis Internasional

The development of information technology is rapidly triggered by the need for information quickly, accurately, and current. Information technology has become a major facility for the activities of various sectors of life which contributed greatly to the fundamental changes in organizational management structure and operations, information technology has been exploited by some people who can see business opportunities of the technology, influence and role of information technology indirectly, have made an online business grow. Those who understand the business can see good opportunities in the world of online business. Because many of the benefits or profits in the business online. So, Information Technology (IT) plays an important role in the development of online business information technology or IT has been commonly referred to many an important role in various fields that exist in this world. These areas include communications, medicine, economics and others. Online business is a lot of this outbreak could not be separated from the influence and role of IT.

Does ethical climate of the organization foster entrepreneurial marketing? The role of work engagement and effective knowledge transfer

Purpose This study aims to explore how an organization’s ethical climate determines the type and effectiveness of entrepreneurial marketing activities. Also, this study seeks to identify the most critical intra-organizational capabilities related to entrepreneurial marketing components and explain their role in the path of ethical climate to entrepreneurial marketing, which means moving from the intra- to the extra-organizational environment. Design/methodology/approach Data were collected from managers working in 100 scientific and research companies in Iran through survey questionnaires. Latent variable structural equation modeling was used to test the hypothesized relationships. Findings The findings reveal that the linkage between the ethical climate of the organization and entrepreneurial marketing is partially mediated by work engagement. In addition, the mediating role of knowledge transfer was not confirmed. These results imply that the ethical climate of the organization fosters entrepreneurial marketing by enabling employees with absorption, vigor and dedication. Research limitations/implications Scientific and research companies in this research are different in size, resources, knowledge management system, organizational structure and products offered to the market; they have different emphasis on innovation and entrepreneurship as well. This issue increases the variety of data and the ability to generalize the results. Still, on the other hand, it reduces the ability to categorize data and increases the amount of outlier data. Future research in a comparative manner between different industries is needed. Practical implications This study indicates that an organization’s ethical climate can be a critical predictor of its entrepreneurial marketing as well as effective knowledge transfer and work engagement. In this regard, organizations should pay attention to employee’s perception of the organization’s ethical climate and create an environment that supports productive behaviors, commitment, trust, communication, work dedication, etc., to facilitate knowledge transfer effectively so that the organization can identify market opportunities and turn it into customer-oriented innovation, cocreate value for their customers and increase market share. Originality/value In turbulent markets, companies need to introduce quality and reliable products. Still, because the life cycle of products has shortened and the speed of introducing new products has increased, the supply of products will fail if companies are not equipped with new marketing methods. In this regard, the current research will seek to provide a mechanism for organizational capabilities on the road to entrepreneurial marketing by expressing entrepreneurial marketing as an innovative approach and trying to identify factors affecting it.

Communication strategy of Bumdes Sarwada Amertha in the management of Taro tourism village towards independent tourism village

This study discusses the communication strategy carried out by BUMDes Sarwada Amertha in managing Taro Tourism Village towards an independent tourism village. The communication strategy used is to use the POAC management communication strategy method, the purpose of this study is to find out how the communication strategy knows the audience, determines goals, compiles messages and establishes methods and media. Data obtained through observation and in-depth interviews. The authors took three informants to supplement the research data. The conclusion of this study are (1) Planning, BUMDes Sarwada Amertha plans to maximize the visits of tourists who come to Taro Tourism Village every month and intensify promotions both conventionally and through online media. (2) Organizing, in managing existing business units, BUMDes Sarwada Amerhta has a management organizational structure. (3) Actuating, BUMDes manager Sarwada Amertha implements the work plan well in order to achieve the existing vision and mission. (4) Controlling, BUMDes Sarwada Amertha as a legal umbrella that accommodates all tourist attractions in Taro Tourism Village. it can be concluded that the communication strategy carried out by BUMDes Sarwada Amertha in the management of Taro Tourism Village as an independent tourism village by carrying out a communication strategy using POAC management principles.