The essential aspects of the concept of organizational development of the enterprise are clarified, its interpretation is interpreted by various scientists, their characteristic disadvantages and advantages are generalized, requirements are specified and author's definition is defined, peculiarities and content content and components of organizational development of the enterprise are specified, the constituent is specified .
Expert evaluation of organizational development subsystems by groups of telecommunication enterprises in 2013 - 2018 was established. In general, organizational development subsystems have the highest ratings in large telecommunication enterprises (from 62.1 to 67.7), and in medium ones (from 54.8 to 58.7), and in small ones (36.3 to 38.4). It was found that the performance of organizational development management for all groups of telecommunication enterprises is showing a downward trend, especially in large enterprises (the general synthetic indicator decreased from 0.76 in 2013 to 0.48 in 2018).
The scientific basis for forming a portfolio of strategies for organizational development of telecommunication enterprises is substantiated, the stages and features of the development, filtering, selection and implementation of alternative strategies are defined, the appropriate management measures and evaluation criteria that allow to choose from many alternatives, optimal strategies. The validity of the stated basic scientific provisions and the expediency of using the developed theoretical and methodological and methodological approaches to managing organizational development is confirmed in the management practice of telecommunication enterprises, as evidenced by the relevant acts of implementation. The methodological toolkit for the development and implementation of organizational innovations of telecommunication enterprises was clarified, the practice of using organizational innovations was examined, the existing problems were highlighted, the features of their development and key features were identified, the stages of implementation, criteria and system of indicators for evaluating the efficiency of organizational innovations of telecommunication enterprises and their importance use, reasonable construction of an organizational profile. The proposed approach to building an organizational profile and forming a comprehensive system of indicators of effectiveness of implementing organizational innovation based on an organic combination of traditional integrated, systemic and integrated approaches and innovative methods helps to identify the areas and divisions of enterprises in which the effect of organizational innovation should be manifested all interactions, take into account the cumulative effect.
The conceptual bases of formation of organizational culture in telecommunication enterprises are substantiated, which will promote in telecommunication enterprises: definition of mission, tasks of enterprise; increasing competitiveness by taking into account trends, risks, threats and new opportunities; generating new competitive advantages; improving the organizational climate of the enterprise; formation of a positive image of the enterprise; establishing effective information and communication circuits and interactions; modernization of organizational values and organizational behavior. The validity of the stated basic scientific provisions and the expediency of using the developed theoretical and methodological and methodological approaches to managing organizational development is confirmed in the management practice of telecommunication enterprises, as evidenced by the relevant acts of implementation.
Keywords: organizational development, organizational development management, management mechanism, management effectiveness, scorecard, organizational development subsystems, telecommunication enterprises.
