IMPLEMENTATION OF STRATEGIC CHANGE MANAGEMENT TO THE PROVISION OF PUBLIC SERVICES

Abstract

Implementation of strategic change management in the provision of public services is possible only when a public organization is strategically oriented, in which the staff has strategic thinking, a strategic planning system is used, which allows to develop and use an integrated system of strategic plans, and current activities are subordinated to achieving the set strategic goals. The realization of advantages in strategically oriented organizations makes it possible to build a reasonable sequence of actions to implement the concept and form a strategic management system for the provision of public services. Improving the quality of public services is always associated with the introduction of certain changes. Accordingly, not just strategic management should be implemented, but strategic change management. There are different approaches to strategic management in the context of change management. The author proposes a corresponding mechanism for improving the quality of public services. The components of the process of strategy formulation and implementation are defined. It is proved that a successful strategy provides prediction of inevitable deviations from trends and the adoption of preventive actions. Moreover, if the environment is not stable, the usefulness of the information on which the strategy is based is questionable, and the value of the strategy decreases. It is substantiated that in the modern world public authorities will feel good if they react quickly to changes, learn from mistakes and immediately change any policy that, as it turns out, does not work. A strategy to be flexible involves making an early decision that we are ready to change organizational structures, decision-making procedures, services offered, customer groups served, suppliers used and the work that people should do. Leaders of public organizations can perform a significant part of their work through ordinary communications. There are different approaches to strategic management in the context of change management, but it is directive and emergent that can be integrated precisely through the "communicative approach." Policy approaches are preferred when the environment is stable and predictable, they emphasize the importance of clear goals, delegated powers and effective control mechanisms. The emergent approach emphasizes the political and cultural aspects of change and argues that the entire process of change cannot be embraced by rational linear logic. Despite the obvious differences between emergent and directive approaches to change management, they are not mutually exclusive. The author presents various approaches to overcoming resistance in communication, ideas about the types of communications and formed questions for communication and obtaining results.