Stepanenko S. The formation of a mechanism for managing organizational changes at the enterprise

The thesis is devoted to the further development of the theoretical and methodological foundations and practical recommendations for the creating and implementing of a mechanism for managing organizational changes. The essence of "managing organizational changes" in the enterprise was studied; the improved structure of the mechanism for managing organizational changes is proposed at the enterprise, which includes the subject of management, objectives and criteria for assessing performance, environmental factors, management in the following areas: processes (technology), organizational structure (hierarchy), key staff competencies and organizational culture (communication) and tools: principles, methods, processes. Areas of implementation of organizational changes at the enterprises under study on a set of indicators summarized in integral coefficients by the taxonomy method are estimated. Using a cluster analysis, a group of enterprises was obtained and recommendations were given on the introduction of methods for managing organizational changes in each group. An improved classification of organizational changes was proposed based on two criteria: scope of implementation and scale. To substantiate the type of changes at the enterprise, a methodical approach is proposed based on the use of the hierarchy analysis method by determining the influence of external factors and internal causes. Management tools for ensuring the economic efficiency of implementing organizational changes in the enterprise are justified, which, in contrast to existing, includes building relationships with stakeholders on the basis of the analysis of "benefits and costs" for each alternative of the project changes at the stage of their implementation after determining the scale of their implementation; the development of a system of goals and balanced indicators for the individual level of the employees, for the group level of the team or unit involved in the implementation of the change, for a general organizational level that brings together changes in all subdivisions; monitoring the emergence of resistance as a potential risk for the implementation of the project changes, implementation of measures to prevent resistance and introduction of methods to overcome it in case of emergence; organization of personnel development.