Type Of Organizational Structure Research Articles

Bureaucratic structure of management of the organization in today’s conditions of uncertainty

Aim. To prove the facts of inefficiency of application of bureaucratic type of organizational structure of management, lack of its influence on economic growth in the conditions of growing global economic uncertainty. Objectives. To systematize the negative features of the bureaucratic model of management, reflected in the works of researchers of the XX century (among them - E. Downs, M. Crozier, B. Guy Peters, D. Flemming, V. Wriston, L. O’Tol), in particular, the lack of flexibility to external uncertain conditions, slow reengineering of business processes under the current realities of economic reality, the lack of motivation to develop the innovative potential of the subject; to study the impact of strong bureaucratic management on economic growth in the works of scientists of the late XX century. (P. Evans, D. Rauch); to reveal the contradiction in the XX century studies and prove that the bureaucratic organizational structure of management has a fading, sometimes stagnating influence on economic growth in the conditions of increasing economic uncertainty.Results. The paper investigated and found that the theory of the influence of the bureaucratic model on economic growth is confirmed on the example of 1960-2000. However, since the 2000s, which is proved in the research process, the bureaucratic organizational structure of management has a waning, sometimes stagnant effect on economic growth under conditions of increasing economic uncertainty. Consequently, bureaucratization of processes and bureaucratic organization is unable to respond to uncertainty. This is because the transition to the new century is marked by the introduction of the antipatterns of bureaucracy: digital technologies, artificial intelligence economy, flexible methods focused on situational management.Conclusions. The results revealed in this study prove the necessity of choosing a different type of organizational structure, not based on the bureaucratic model, in the conditions of permanent crisis and increasing uncertainty in the economy

Hybrid model: a promising type of public procurement in the healthcare sector of the European Union.

The management of health supplies in public hospitals has been a major concern of national and European institutions over time, often being a field of reforms and regulatory interventions. Health procurement systems constitute complex decision-making and supply chain management mechanisms of public hospitals, involving suppliers, health providers, administrators and political bodies. Due to this complexity, the first important decision to be taken when designing a procurement system, concerns the degree of centralization, namely to what extent the decision-making power on the healthcare procurement (what, how and when) will be transferred either to a central public authority established for this purpose, or to the competent local authorities. In this perspective, we attempt to analyse the types of public procurement in the healthcare sector of the European Union, in terms of degree of centralization. Employing a narrative approach that summarizes recent interdisciplinary literature, this perspective finds that the healthcare procurement systems of the EU Member States, based on the degree of centralization, are categorized into three types of organizational structures: Centralized, Decentralized and Hybrid procurement. Each structure offers advantages and disadvantages for health systems. According to this perspective, a combination of centralized and decentralized purchases of medical supplies represents a promising hybrid model of healthcare procurement organization by bringing the benefits of two methods together.

On the distinction between creative and non-creative labour and on making comics in Guy Delisle’s graphic memoirs. From “travelogues” to “laborlogs”

ABSTRACT Guy Delisle’s comics have often been categorised among the subgenres of graphic journalism, travelogues, or travel autobiographies. Nonetheless, apart from the obvious detailed depictions of his travel impressions – an amply elaborated topic– there are some important, yet overlooked, recurring themes such as the aporia of creative labour, and the consequences of the changing nature and organisation of work from the beginning of the 1980s to the late 2010s on cultural industries and comics profession. Delisle’s memoirs delineate different types of organisational structures, interpersonal relations, and working conditions from the time he was employed as a salaried labourer and animator, along with the setting in which he had to perform his job as a self-employed, freelance artist. His visual narrations constitute a canvas of anecdotes and events, revolving around his working environment and professional context, not only during his sojourn in various countries but also in his hometown, Quebec, Canada. The present article suggests that Delisle’s ‘travelogues’ can be better understood as ‘laborlogs’. That is a term coined here from the synthesis of the word labour, toil, and log, a record book, a list, employed in order to lay emphasis on the importance of work and labour in the artist’s illustrations.

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.

ОСОБЛИВОСТІ ОРГАНІЗАЦІЙНОЇ СТРУКТУРИ СУЧАСНОГО ПІДПРИЄМСТВА: ПОРІВНЯЛЬНИЙ АСПЕКТ

The article presents an analysis of the features of the organizational structures of a modern enterprise. The principles of application of nine types of organizational structures in the activities of organizations are considered. The peculiarities of the use of aspects of management in interaction with one of the types of organizational structure are analyzed. In turn, the importance of using the organizational structure in the activities of enterprises is noted, since a qualitatively formed management process is objectively distinguished in the growth of the organization in the market of competitors. Emphasis is placed on the advantages of using the organizational structure in practice. An effective type of organizational structure for modern enterprises is also considered. It is quite important to implement in the activity the type of organizational structure that is suitable for the functional capabilities and direction of activity of a specific organization.

What do you mean by organizational structure? Acknowledging and harmonizing differences and commonalities in three prominent perspectives

The organizational design literature stresses the importance of organizational structure to understand strategic change, performance, and innovation. However, prior studies diverge regarding the conceptualizations and operationalizations of structure. Organizational structure has been studied as an (1) arrangement of activities, (2) representation of decision-making, and (3) legal entities. In this point-of-view paper, the three prominent perspectives of organizational structure are discussed in terms of their commonalities, differences, and the need to study their relationship more thoroughly. Future research may not only wish to integrate these dimensions but also be more vocal about what type of organization structure is studied and why.

Organizational Culture Among Religious Founded Schools in Enhancing Teachers’ Performance: A Case Study of Bishop Willigers Secondary School in Bugweri District, Eastern Uganda

The purpose of this study was to examine the contribution of organizational culture on teachers’ performance in Bishop Willigers Secondary School in Bugweri District, Eastern Uganda. The study objectives were to; “determine the type of organizational structure in enhancing performance, to examine the contribution of organizational culture on teachers’ performance and to explore other factors that influence teachers’ performance other than organizational culture”. The study employed a qualitative paradigm where interview guide and focus group discussion guide as data collection instruments and the results “were analyzed thematically and presented adversatively adversatively”. The study employed Organizational Culture Theory of Edgar H Schein (1992) to examine the contribution of organizational culture on the performance of teachers. Study findings revealed that, “there was a strong relationship between organizational structure and teachers’ performance, and also revealed that other than organizational culture, other factors such as teacher motivation, parental involvement in the student’s learning, qualification of the teachers, influence teacher’s performance”. The study concludes that: The school has a positive organizational culture which is traditionally structured with a top-down communication system. In a school setting, organizational culture determines how things are done, employees’ work ethic, values, beliefs and attitudes and their commitment towards work. The organizational structure of the school was in line with the Catholic School leadership structure. Therefore, it’s recommended that all schools develop a well-organized, defined and standard organizational structure, develop a strong organizational culture, should hire competent qualified staff, and motivated teachers. Also, parents should encourage and get involved in their children’s education to be able to improve teachers’ performance in schools.

ПРЕОБРАЗОВАНИЕ ОРГАНИЗАЦИОННОЙ СТРУКТУРЫ УПРАВЛЕНИЯ ТРАНСПОРТНОЙ КОМПАНИИ КАК СРЕДСТВО АДАПТАЦИИ К ИЗМЕНЕНИЯМ ВНЕШНЕЙ СРЕДЫ

The influence of changes of typical organizational management structures in transport companies on the effectiveness of its adaptation to the changing environment is analyzed.
 The impact is studied which affects the efficiency indicators of increasing the intensity of communication flows, including the formation of the position of a communication broker in the organization structure, an increase in the number of communication channels per agent, an increase in the intensity of interaction between individual agents when using modern means of communication, such as corporate messengers, online meetings, videoconferences.
 The research method is numerical modeling of the behavior of a transport industry company, presented as a set of interacting agents. The nature of the organization model construction reflects the prevailing organizational culture in it (the study considers models of two types of organizational culture – hierarchy and adhocracy).
 The novelty of the work is in quantifying the effectiveness of the transport organization in processing information about changes in the environment through modifications of the organizational structure.
 The results of the study show that the organizational effectiveness is determined by the static and dynamic characteristics of the organizational management structure. Static characteristics include the depth of hierarchy levels, the density of interaction between agents and departments in the organization; dynamic characteristics include the speed of information dissemination, indicators of the impact of agents on each other.
 Conclusions. A comprehensive analysis of the environment, the organizational structure of management and the level of training individual agents that make up the organization allows to select a modification of the communication environment that ensures an increase in the effectiveness of the adaptive abilities of the transport industry organization.

Organizational structure 4.0: challenges and prospects

Aim. This article deals with the evolution of the development of organizational structures depending on the technological paradigms (industrial revolutions), the characteristics of manufacturing and consumer preferences.Tasks. To analyze the relevant research papers in the context of the chosen topic; to systematize the used organizational structures, taking into account production features and consumer preferences; to systematize and offer a classification of organizational structures as applied to a technological paradigm (industrial revolution); to describe the requirements to the new organizational structure in the sixth technological paradigm (Industry 4.0).Methods. Theoretically, the study was based on a review of the scientific literature on the evolution of organizational structures, revealing the relationship between technological patterns (industrial revolutions) and the applied organizational structures.Results. The analysis of the literature showed that, depending on the historical stage, technological and economic conditions, companies used different types of organizational structures. New organizational structures emerged as a response to the needs of enterprises in certain historical conditions: the rigid bureaucratic structures used in the third and fourth technological stage (1880–1970), supplemented by flexible types of structures in the fifth technological stage (1970–2010). The new technological stage, which emerged after 2010, implies further changes in manufacturing technologies and consumer preferences, develops under resource and logistical constraints, and therefore requires new approaches to organizational design from companies.Conclusions. The development of organizational design implies an evolutionary enrichment of previously used types of structures with new properties. We believe that in the framework of the sixth technological paradigm, management will need to supplement its toolkit not only with flexible virtual structures (e.g., agile structures), but also with new types of organizational structures that have the necessary properties and characteristics. In addition to having an internal “framework”, agility and adaptability, organizational structures must provide dynamism (speed of change), elasticity (self-recovery) and maneuverability to companies.

Nexus between human resource management practice and employees’ attitudes and behavior

This study aims to evaluate the impact of human resource management practices (HRMPs) on employee attitudes and behavior (EAB). The population of this study was all employees of cement manufacturing firms (CMC) in the southern region of Bangladesh. Data was gathered using structured questionnaires following convenient sampling technique. The data was analyzed using SPSS-23 statistical package program. A robust and significant linear association between HRMPs and EAB was found. Further, HRM practices, including compensation & rewards (CR) and motivation (MV) were discovered to be dominant predictors of EAB. According to the study, variations in EAB of 77.10% were caused by independent predictors such as recruitment and selection (RS), training and development (TD), performance appraisals (PA), compensation and rewards (CR), motivation (MV), and maintenance (MT) in CMC in the southern part of Bangladesh. Nevertheless, it is apparent from the study's findings that manufacturing organizations that have implemented progressive HRM practices in a systematic and integrated manner are having an enormous influence on EAB. This study only focused on one industry and one type of organizational structure. According to the study, findings should not be extensively generalized. Future research should incorporate other aspects, such as organizational learning and organizational capacity, to construct a new model of HRM practices.

The Selection of a Possible Organizational Structure of Railway Companies by Application Fuzzy-ARAS Method

The European railway sector doesn't represent a single, generic type of organizational structure. The Directives from the 1990s offer the possibility for national interpretation giving a wide range of organizational structures for European railways. Different organizational structures of railways are present in the European railway market, and all of them are aligned with the national belief of the country - how to manage the railway. This paper focuses on Multi-Criteria Decision Making (MCDM) methods for ranking and selecting organizational structures of railways. In decision-making, we deal with different types of uncertainty and inaccuracy. For this purpose, we need to use some specific tools. In this paper, we use triangular fuzzy numbers to quantify linguistic data. To overcome the complexity of the decision-making problem, we propose the fuzzy Additive Ratio ASsessment (ARAS) method, which also includes linguistic variables and a group approach to decision-making. With the proposed methodology an evaluation of the alternatives to the organization structure of the railway company in Bosnia and Herzegovina is considered. Separation of railway transport from infrastructure management is ranked as the best organizational structure for this company.

Measuring Organizational Culture in Hotels, Restaurants and Travel Agencies in Montenegro

Organizational culture has a strong influence on the management of the organization because cultural patterns are at the core of all human behavior and actions. The aim of this paper is to determine the character of the dominant models of organizational culture in the tourism and hospitality sector of Montenegro. In this study, a field survey questionnaire was used, among employees of hotels, restaurants and travel agencies in Montenegro. In this study, we examined specifically how the characteristics of the company affect the perception of its organizational culture. Furthermore, in this study we also examined how the characteristics of respondents affect the perception of organizational culture. Research hypotheses were tested with CHAID analysis, using IBM SPSS Statistics 26. Results show that the largest number of hotel and catering companies in Montenegro have an organizational culture of the clan and the second most represented culture is the culture of hierarchy. The main finding from the conducted research is the fact that the perception of the dominant type of organizational structure is significantly influenced by the type of tourist company and geographic distribution. The obtained results show that in hotels in the southern part of Montenegro, hierarchy culture is predominant, while in restaurants and travel agencies in central and northern regions it is the clan culture that dominates. The practical contribution implication of the study is in creating knowledge that can be used by managers of tourism companies in Montenegro to create a corporate strategy, recognizing that organizational culture has become an important aspect for senior management, i.e., managing the company and its development.

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Today, Ukrainian universities continue to develop internal quality assurance systems, in particular, they form and improve appropriate institutional structures. The different types of organizational management structures of internal quality assurance system in higher education institutions of Ukraine are highlighted in the article. Their features in military higher education institutions are identified. It is determined that: 1) the most successful and widespread management structure of internal quality assurance system in Ukrainian universities is matrix; 2) the main functions of the quality management unit (or structure) are design (planning and organization), coordination, monitoring (control), motivation; 3) the type of organizational structure of the internal quality assurance system is determined by the mission and strategy of the higher education institution, the distribution of management functions among its subjects, the number of main educational units (faculties, institutes). Ten types of organizational structures of internal quality assurance system and a few their derivatives have been allocated. In military higher education institutions, which are characterized by a linear-functional structure of the organization of relationships with a high level of hierarchy, a small and medium number of educational units, the functions of quality management are mainly assigned to the educational and methodological unit, its structural units, or distributed among all structural units and collegial bodies. At the same time, the military higher educational institutions of Ukraine, under the influence of external factors and due to the gradual formation of an academic culture of quality, are transforming their management structures, creating a particular structural unit for quality management.

ШЛЯХИ УДОСКОНАЛЕННЯ ОРГАНІЗАЦІЙНИХ СТРУКТУР ТОРГОВЕЛЬНИХ БІЗНЕС-СТРУКТУР: ТЕОРЕТИЧНИЙ АСПЕКТ

Goal. Determination of the optimal organizational structure of the trade business structure and identification of promising directions for its development. Method. The theoretical and methodological basis of the research is the fundamental and modern work of foreign and domestic specialists. The analysis of existing types of organizational structures of trade business structures is based on the methods of analysis and synthesis, induction and deduction. The study of prospects for the development of the organizational structure of trade business structures is based on the methodology of scientific abstraction. Results. Provision of effective organization of the trade business structure was considered, which will help increase the quality of trade service, speed up the circulation of goods, increase the profitability of trade enterprises as a whole, and in the future will contribute to the development of the country's economy. The current state of the trade industry was analyzed, and it was determined that the current state of the trade industry has significant potential for development, which contributes to increasing the competitiveness of the trade sector of Ukraine and creates new opportunities for business. Modern types of organizational structures of the trade business structure were analyzed, the main advantages and disadvantages of each type of organizational structure were identified. It is substantiated that the functioning of a powerful trading business structure should be built on the basis of a matrix management system, which will allow combining flexibility and coordination between different departments and ensure interaction between functional and project groups, which contributes to improving management efficiency. It was determined that the ways to improve the organizational structure of the trade business structure should include the following elements: motivation, organizational and legal element, methodical element, informational element, social and psychological, personnel, material and technical and element of financial support Scientific novelty. The current state of the trade industry and its development prospects were analyzed. The main organizational structures of trade business structures existing at the current stage of development were analyzed. Practical significance. The main directions for improving the organizational structure of the trade business structure based on the matrix structure were formulated. The main conclusions were made and recommendations were given regarding further ways of improving the matrix organizational structure for trade business structures.

СОВЕРШЕНСТВОВАНИЕ ОРГАНИЗАЦИОННОЙ СТРУКТУРЫ УПРАВЛЕНИЯ С УЧЕТОМ ТРЕБОВАНИЙ УСТОЙЧИВОГО РАЗВИТИЯ И ПОВЫШЕНИЯ ИННОВАЦИОННОСТИ ОРГАНИЗАЦИИ

The improvement of the organizational structure becomes necessary due to a number of problems arising in the course of the organization’s work, congestion of senior management, changes in production technologies, insufficient efficiency of the enterprise and the impact of external factors. The study uses methods: system analysis, economic and analytical techniques, methods for processing statistical information and graphic methods. The types of organizational structures, the characteristics of centralized and decentralized organizational structures, the impact of changes in the external environment on the organizational structures of management of Russian enterprises were analyzed. A comparative analysis of the definitions “organizational structure of the company’s management” was carried out. Recommendations are proposed to help companies optimize their structure, adapt to changing conditions, improve coordination and cooperation, effectively allocate roles and responsibilities, which leads to increased overall productivity and achievement of strategic goals. It was concluded that the creation of an effective management system directly depends on the speed of operational and strategic decisions.

THE WAYS OF IMPROVING ORGANIZATIONAL STRUCTURES OF COMMERCIAL BUSINESS STRUCTURES: THEORETICAL ASPECT

Goal. Determination of the optimal organizational structure of the trade business structure and identification of promising directions for its development. Method. The theoretical and methodological basis of the research is the fundamental and modern work of foreign and domestic specialists. The analysis of existing types of organizational structures of trade business structures is based on the methods of analysis and synthesis, induction and deduction. The study of prospects for the development of the organizational structure of trade business structures is based on the methodology of scientific abstraction. Results. Provision of effective organization of the trade business structure was considered, which will help increase the quality of trade service, speed up the circulation of goods, increase the profitability of trade enterprises as a whole, and in the future will contribute to the development of the country's economy. The current state of the trade industry was analyzed, and it was determined that the current state of the trade industry has significant potential for development, which contributes to increasing the competitiveness of the trade sector of Ukraine and creates new opportunities for business. Modern types of organizational structures of the trade business structure were analyzed, the main advantages and disadvantages of each type of organizational structure were identified. It is substantiated that the functioning of a powerful trading business structure should be built on the basis of a matrix management system, which will allow combining flexibility and coordination between different departments and ensure interaction between functional and project groups, which contributes to improving management efficiency. It was determined that the ways to improve the organizational structure of the trade business structure should include the following elements: motivation, organizational and legal element, methodical element, informational element, social and psychological, personnel, material and technical and element of financial support Scientific novelty. The current state of the trade industry and its development prospects were analyzed. The main organizational structures of trade business structures existing at the current stage of development were analyzed. Practical significance. The main directions for improving the organizational structure of the trade business structure based on the matrix structure were formulated. The main conclusions were made and recommendations were given regarding further ways of improving the matrix organizational structure for trade business structures.

ІНТЕГРАЦІЯ БУДІВЕНЬНИХ ПІДПРИЄМСТВ ЯК ФАКТОР ПІДВИЩЕННЯ ЇХ КОНКУРЕНТОСПРОМОЖНОСТІ

The article examines modern business processes in Ukraine, which are increasingly implemented within the framework of joint activities of business groups. Considered important factors of sustainable economic development for construction enterprises. It was determined that at the current stage, one of the promising strategies for the development of the company's construction enterprises, which is implemented through the development and exploitation of new reserves of activity, is integration. The main reasons for the active growth of the market of integration processes, which contribute to the increase in the number of integration processes, are given. The structural and organizational aspect of coordinating the interests of the participants in the integration processes is defined. Considered important parameters within the framework of determining the quality of any type of organizational structure. The article also examines relations between interested parties in the construction industry. The specifics of the terminology were studied in detail and the main part2icipants in the construction process were identified. Competitive advantages and weaknesses of vertical and horizontal integration of construction enterprises in terms of their expediency in different market conditions are considered. According to the results of the research, it was determined that any integration, both vertical and horizontal, can become a tool for increasing the competitiveness of a construction organization. On the contrary, if decision-making is not based on a systematic quantitative analysis of all factors, integration can become a serious competitive weakness. In order for integration to lead to a sustainable and long-term competitive advantage, a detailed analysis of all possible risks is required, as the recovery costs can be high. Four reasons and requirements for vertical integration and their application to the domestic market of construction services are analyzed. It has been shown that insolvency and earnings growth of growth companies can have the greatest impact on vertical integration decisions. The most desirable type of vertical integration in the construction services market is direct integration, in which the construction company actually takes over the functions of the developer-client. Therefore, each integration, both vertical and horizontal, can become a tool for increasing the competitiveness of a construction company. Conversely, integration can become a serious competitive weakness if decision-making is not based on a systematic quantitative analysis of all factors. In order for integration to lead to a sustainable, long-term competitive advantage, a detailed analysis of all possible threats is necessary, as the costs of eliminating them can be high. Quasi-integration or partial integration should be considered as an alternative to full integration.

Analysis of the New Organizational Structure of the Kasepuhan Indigenous People through the Analytical Hierarchy Process (AHP) Method

An organizational structure that can realize the vision, mission, goals and strategies of any organization, including the Kasepuhan Banten Kidul indigenous people, is a critical factor in developing its existence. This structure facilitates communication and coordination, so that the tasks of empowering ancestral trusts in the form of preserving nature and agriculture (pamakayaan) can be accomplished properly. The qualitative descriptive method is used as an analytical knife which is then conducted by the hierarchical analysis process (AHP). The structure that has been owned and used for hundreds of years is in the form of a line (line organization).The most preferred organizational structure from the perspective of the Kasepuhan Banten Kidul indigenous people is the Divisional Organizational Structure with the highest score (0.68) compared to other alternative types of organizational structures, namely simple (line) and functional structural models. The Consistency Ratio (CI/IR) value is 0.02 which means below 10%.

Benefit Linkage Effect, Organizational Structure and Collaboration Performance: An Empirical Study of the Agricultural Industrialization Consortium in Shanghai, China

As a new type of agricultural management organization alliance, the effect of the benefit linkage generated by agricultural industrialization consortium on collaboration performance is closely related to the sustainable development of the agricultural economy. Based on survey data on consortia in Shanghai, this paper analyzes the effects of benefit linkage and uses multiple linear regression modeling to comprehensively explore the impact of benefit linkage effects on collaboration performance from both subjective and objective aspects, as well as the differences in impact on the collaboration performance of consortia with different organizational structures. The results show that the benefit linkage effect has a positive impact on collaboration performance, and there are differences in the impact of the benefit linkage effect on collaboration performance under different types of organizational structures, among which the resource allocation effect, capitalization effect and correlation effect of the benefit linkage of non-joint stock consortia have a positive impact on collaboration performance; the resource allocation effect of joint-stock consortia has no significant impact on collaboration performance, the capitalization effect on collaboration performance is significantly lower than that of non-joint stock consortia, and the correlation effect on collaboration performance is significantly higher than that of non-joint-stock consortia. Therefore, under a certain benefit linkage, according to the establishment purpose and collaboration goal, a consortium with different types of organizational structures should be established to give full play to the impact of the benefit linkage effect on collaboration performance and promote the sustainable development of agricultural industrialization.

INNOVATIVE PEDAGOGICAL MANAGEMENT AS EDUCATIONAL THEORY AND PRACTICE

The article considers innovative pedagogical management as a means of transforming pedagogical systems into a qualitatively new state, as a tool for building a new, more prosperous and developed society as a whole. The main changes that every manager needs to make if he wants his educational institution to be able to fully realize its potential are outlined.
 Innovative pedagogical management involves solving two interrelated tasks: first, the management of technological, organizational and economic innovations; secondly, managing the process of development and distribution of new highly effective pedagogical technologies, new methods, techniques and tools of teaching, education and personal development. Its characteristic features are systemic, collegiality, democracy, flexibility in the preparation, adoption and implementation of management decisions and more.
 In today's dynamic environment, the long-term effectiveness of the educational institution is increasingly dependent on targeted changes that are continuous, affecting the mode of its operation by the management of controlled adjustments to preset statistical indicators. To achieve recognition and satisfaction of students, parents, the public, the head of a modern educational institution must not only create a functioning system that works in a certain, consistently repetitive mode, but also be able to update it and thus bring it into dynamic balance or harmony with changing environments.
 The authors study the process of creating and using educational innovations, emphasizing the importance of translating it from spontaneous to purposeful, planned. It is shown that the main directions and tasks of innovative management should be considered: development and implementation of a unified innovation policy; defining a system of strategies, projects, programs; resource provision and control over the course of innovation activity; training and education of teachers; formation of target teams, groups that implement solutions to innovation projects, creating an innovation environment.
 The content of innovative pedagogical management in the educational institution involves, firstly, a targeted policy on the organization of education based on new information technologies in traditional educational institutions, and secondly, the development of new types of organizational structures, institutional forms characteristic of modern education. Formation and development of the system of innovative pedagogical management is evolutionary in nature and is achieved through the coordinated actions of the entire teaching staff.