{"id":1885,"date":"2024-05-24T09:33:05","date_gmt":"2024-05-24T07:33:05","guid":{"rendered":"https:\/\/www.uaace.org\/?page_id=1885"},"modified":"2024-05-24T09:33:05","modified_gmt":"2024-05-24T07:33:05","slug":"module-5-modern-technologies-of-management-and-administration-in-the-context-of-global-and-national-challenges-2","status":"publish","type":"page","link":"https:\/\/www.uaace.org\/?page_id=1885&lang=en","title":{"rendered":"Module 5: Modern technologies of management and administration in the context of global and national challenges"},"content":{"rendered":"

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\nClick here to view the materials in Ukrainian\u00a0<\/a><\/span><\/p>\n

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Module 5 \u201cModern Technologies of Management and Administration in the Context of Global and National Challenges\u201d is designed to provide mastery of new technologies of public administration and management, taking into account current global, national and regional trends and threats.<\/span><\/p>\n

The module materials include consideration of the following issues:<\/span><\/p>\n

    \n
  1. European guidelines for public administration: adaptation of national systems and institutional capacity<\/span><\/li>\n
  2. Management mechanism of European integration: the experience of the Republic of Croatia<\/span><\/li>\n
  3. Dominants of transformation of management tools in view of modern challenges<\/span><\/li>\n
  4. Secrets of effective administration.<\/span><\/li>\n<\/ol>\n

    The relevance of the study of the methodological foundations of concepts and models of modern management is that its management principles represent the most dynamic and innovative area of development that is taking over the world. This is facilitated by globalisation, the new digital era, the development of information and communication technologies, and big data analysis. The rapidly developing information and technology sector shows that the modern global world is deepening at an incredible speed, and this applies to every sphere, every science, business, entrepreneurship, insurance, medicine, education, which generally requires new methodological approaches to understanding modern processes.<\/span><\/p>\n

    The systemic methodology of concepts and models of modern management is an ordered system of managing complex systems that allows analysing the components of the management system and connecting them with each other. In a systematic approach, the study of management is a complex system, each of the elements of which has its own goals.<\/span><\/p>\n

    The essence of the systemic approach to management is reduced by many authors to the following:<\/span><\/p>\n

    1) formulation of goals and clarification of the hierarchy related to management, especially decision-making;<\/span><\/p>\n

    2) achievement of the goals at minimum cost and by analysing alternative ways and methods, goals and making certain choices;<\/span><\/p>\n

    3) quantification of goals, methods and means of achievement based on a comprehensive assessment of possible performance results.<\/span><\/p>\n

    A systematic approach to management as a complex social organism, based on the analysis of a complex object as an integral set of elements in the totality of relations and connections between them, is exactly what is needed and demanded to solve many problems. A modern management system is a set of interacting elements that make up an integral entity that includes new properties that were not present in the constituent elements of the old management system.<\/span><\/p>\n

    \u00a0These social systems correspond to three main types of management:<\/span><\/p>\n

    1) socio-political (administrative management);<\/span><\/p>\n

    2) socio-economic (management in the production sector);<\/span><\/p>\n

    3) socio-cultural (management of the non-productive sphere).<\/span><\/p>\n

    Some authors distinguish between system analysis and system approach on the basis that the methodology of system analysis, unlike the system approach, necessarily relies on mathematical tools and conclusions in a mathematised form, while the system approach is based on broad, not necessarily mathematised categories.<\/span><\/p>\n

    In other words, the systemic approach is a general methodology, while systemic analysis is an applied, highly quantified research methodology.<\/span><\/p>\n

    The task of systematic analysis of concepts and models of modern management is to determine, on the basis of mathematical or simulation methods, a quantifiable optimal solution to solve problems.<\/span><\/p>\n

    The systemic analysis of concepts and models of modern management is considered mainly as a methodology for clarifying and organising, structuring problems of management decisions, and then can be coordinated both with and without the use of mathematics and computers. In this sense, the concept of \u2018system analysis\u2019 is identified with the concepts of \u2018system approach\u2019 and \u2018system research\u2019.<\/span><\/p>\n

    Systemic analysis of concepts and models of modern management can be applied to solve certain management problems and is proclaimed to be a tool that provides a scientific approach to optimal solution of problems of the highest effect. The systemic approach is based on the understanding of management objects as systems that focus research on the disclosure of the object’s integrity and mechanisms that ensure the identification of various types of connections of a complex object that bring them together into a single integrity.<\/span><\/p>\n

    The concepts and models of modern management are based on the system of action as a complex interconnection of action elements and the relationship of actions with each other, which is a component of the systemic approach. The concept of \u2018system of action\u2019 was introduced in 1937 by T. Parsons in his work \u2018The Structure of Social Action\u2019, in which he notes that the system of action consists of a set of individual actions, as well as several types of relations, since it is overlaid with a grid of \u2018coordination of action\u2019. In particular, these are the relations that arise in systems of a certain complexity, where single actions are grouped into large organisational units called individuals, and the relations of individuals as members of a social group.<\/span><\/p>\n

    The system of coordination of actions implies differences in a single action: the goal; the means to achieve it; the conditions in which the action takes place; the norms that are taken into account when choosing the goal and means. First of all, it is characterised by the desire to consider management as a complex system of its individual subsystems. Such systems include: 1) individual; 2) formal structure; 3) informal structure; 4) informal organisation; 5) statuses and roles; 6) physical environment. The complexity of the management structure is related to the need to study the interaction of subsystems. The central methodological concepts of the systematic approach to management as a complex system are: communication; compatible processes; and main compatible processes. Among them are: 1) communication; 2) balance; 3) decision-making.<\/span><\/p>\n

    Thus, the systemic method of modern management concepts and models is an ordering of many interrelated elements that form a holistic unity due to the correct arrangement of parts in a certain relationship and in a certain sequence of actions aimed at the sustainable order of something.<\/span><\/p>\n

    The systemic method was developed in detail in the 50s and 60s by T. Parsons and improved by D. Easton. The essence of this method consists in analysing the system as an integral, complex organism of the enterprise, a self-regulating mechanism that interacts with the environment through the input (requirements of citizens, their support or rejection) and output (managerial decision-making and actions) of the system.<\/span><\/p>\n

    The most general characteristics of the analysis of concepts and models of modern management include:<\/span><\/p>\n

    1) integrity: the properties of the whole cannot be reduced to the sum of the properties of its elements;<\/span><\/p>\n

    2) structure: the behaviour of a system is determined not so much by the properties of its elements as by the properties of its structure;<\/span><\/p>\n

    3) interaction of the system and the environment: the system is formed and manifests its properties in interaction with the environment;<\/span><\/p>\n

    4) autonomy: the system exists and develops not only according to general laws, but also its own laws;<\/span><\/p>\n

    5) adaptability: the system can adapt to changes in the environment;<\/span><\/p>\n

    6) hierarchy: the interaction of system elements is represented in the form of a hierarchy of links;<\/span><\/p>\n

    7) uniqueness of systems: uniqueness of certain properties observed in each complex system.<\/span><\/p>\n

    Due to the fundamental complexity of analysing the concepts and models of modern management, their cognition requires a comprehensive consideration, each of which describes only a certain side of the system.<\/span><\/p>\n

    In the coordinate system in which we are today, the development of a single adequate model of modern management is impossible, since all forecasts of system implementation are probabilistic. With the help of a systemic approach, it is possible to clearly define the place of sustainable development of modern society and industrial enterprises, their most important functions; the conditions in which action takes place; the norms that are taken into account when choosing goals and means.<\/span><\/p>\n

    But so far, the sustainable development of modern Ukrainian society and industrial enterprises in the context of the digital transformation of society is out of the question, as their development is taking place in the difficult conditions of the COVID-19 pandemic, war, uncertainty, instability, risk, and information stochasticity.<\/span><\/p>\n

    Agile methodology as a methodology of complexity<\/em><\/strong><\/span><\/p>\n

    Agile methodology is the theoretical basis for understanding the concepts and models of modern management, which is an innovative problem and requires the use of a methodology that would allow us to understand the development of management as a complex social, organismic and dynamic process.<\/span><\/p>\n

    The old concepts of management of industrial and post-industrial society are being replaced by new ones that are in line with the information and digital society. Such a methodology is the methodology of complexity as a methodology of self-organisation, based on the knowledge of philosophy, management, and organisational theory, which is called Agile methodology.<\/span><\/p>\n

    Agile methodology is a methodology of complex adaptive systems of flexible management and innovation component, based on the use of information and computer technologies and a practical and reasonable mechanism based on the principles of sustainable development.<\/span><\/p>\n

    Agile methodology 3.0 provides a roadmap for a management paradigm for sustainable development of modern society and industrial enterprises that are developing under conditions of uncertainty, stochasticity, and asymmetry of information. The management paradigm for the sustainable development of modern society includes flexible innovative management and leadership that inspires new ideas through the introduction of information and computer technologies in the context of high competitiveness and integration into the international economic space.<\/span><\/p>\n

    Agile methodology as the theoretical basis of the innovation component in promoting flexible approaches to the use of the digital component of modern management, a flexible, creative and innovative component that should be implemented in all management and administration structures based on the principles of sustainable development.<\/span><\/p>\n

    Agile methodology is a methodology for analysing complex dissipative management systems that develop in a turbulent and rapidly changing world, which is formed on the basis of the principles of social entropy, which is an indicator of both destructive and constructive principles, is associated with the need to stabilise both the economic and managerial spheres, requires self-organisation, getting out of chaos and overcoming energy dissipation.<\/span><\/p>\n

    The development of self-organising processes takes place at the stage of transition to a digital society, requires flexible management, a flexible philosophy of complexity, which forms the concept of Agile management, and contributes to increasing efficiency and effectiveness on the principles of balance, stability, information, and knowledge.<\/span><\/p>\n

    Agile methodology in solving the problems of sustainable development helps managers to overcome chaos, entropy, uncertainty, various bifurcation points and the search for an attractor (point of attraction) in the complex digital world. The formation of this attractor can be recorded by the emergence of a new managerial elite, whose training is based on the principles of self-organisation, creative and adaptive managerial thinking, which forms new concepts of digital software that acts as complex adaptive systems.<\/span><\/p>\n

    Freedom of communication and digital technologies, globalisation 4.0, technological development of the world 4.0 and new industry 4.0 force managers to use Agile methodology, which is based on software methods and principles based on the principles of cybernetics and computer science, based on the synthesis of levels of spiral dynamics, Wilber’s integral approach and others.<\/span><\/p>\n

    Thus, Agile methodology as a complex system is necessary for managers to adapt to changes in the environment – systemic changes, stochasticity, emergence. The new digital era of modern management is about thinking in terms of complex systems.<\/span><\/p>\n

    Therefore, it is necessary to:<\/span><\/p>\n

    1) to form a new digital culture and a new digital mindset of managers of organisations, institutions, and enterprises capable of operating in the systemic dynamics mode;<\/span><\/p>\n

    2) develop thinking in terms of complex systems to adapt to changes in a complex environment.<\/span><\/p>\n

    Functional method of analysing concepts and models of modern management<\/span><\/p>\n

    The functional method of analysing the concepts and models of modern management involves studying the relationship between economic phenomena, the type of managerial culture, and the interrelationships of economic development and political system. One of the first to apply the functional method in management practice was N. Machiavelli, who proclaimed the rejection of religious dogmas and ethical values in the study of management, the need to analyse real life in all its contradictions, focusing on the study of the interrelationships and interdependence of economic, political, managerial and cultural phenomena.<\/span><\/p>\n

    The functional method of concepts and models of modern management requires the study of the relationship between various management phenomena and the environment: between the level of socio-economic development and the degree of democratisation of society, between economic and political pluralism, between culture, traditions and political activity of the population. In the context of functional analysis, specific mechanisms of improvement are studied that allow management structures to achieve self-preservation in order to adapt to the environment, in particular between certain environmental phenomena and socio-economic processes.<\/span><\/p>\n

    \u00a0This method studies the relationship between the type of management system and the achievement of its sustainability. The functional method examines the mechanisms that ensure the stability and self-preservation of the management structure, with the result that each element of the management system is endowed with the function of self-preservation and stability (within its capabilities) as a social and managerial organism.<\/span><\/p>\n

    Structural-functional method of analysing concepts and models of modern management <\/em><\/strong><\/span><\/p>\n

    The structural-functional method of modern management concepts and models is a description and explanation of their development, which examines its elements within a single whole, in the context of which individual and phenomena of the management paradigm perform certain functions. According to the structural-functional method, the consideration of concepts and models of modern management should achieve a certain integrity, as it has a complex structure. Each element of this structure performs specific functions that meet the needs of the system. The activity of the elements of the management paradigm system is programmed by the overall structural integrity, positions and roles performed.<\/span><\/p>\n

    To analyse the concepts and models of modern management, a cybernetic approach is also used, in the context of which such structural components as input parameters are distinguished. At the input of the system at any given time, the management entity is faced with a limited set of material, labour and financial resources; the output of the system is a set of consumer values and services that are functionally dependent on the input parameters.<\/span><\/p>\n

    The optimum is achieved when the maximum and minimum of the objective function coincide, when the economic system is in a stable state of management and reaches homeostatic equilibrium. In this state, sustainable development reaches the maximum of its efficiency limit, the most productive mode of economic growth. Therefore, the main task of the management paradigm is to search for and implement management influences that, in the unity of external and internal factors, ensure the homeostatic status of the system’s functioning and development.<\/span><\/p>\n

    The norms, united into institutions that have a structure and functions, are aimed at achieving the stability of the management paradigm. The goal of the structural-functional method is to quantify the changes to which the system can adapt to its basic functional responsibilities, which will help to preserve and regulate the system.<\/span><\/p>\n

    The structural-functional method of concepts and models of modern management is based on a review of the economic system of society as an integral system with interdependent elements, each element of which performs certain functions, ensuring their balance.<\/span><\/p>\n

    The structural-functional method includes the study of functional dependencies of the elements of the economic system, the unity of government institutions, the compliance of their action (functioning) with the needs of economic entities, and the identification of how the needs for the formation of an adequate paradigm for the sustainable development of industrial enterprises and their adaptation to a changing environment are realised.<\/span><\/p>\n

    \u00a0Institutional method of analysing concepts and models of modern management <\/em><\/strong><\/span><\/p>\n

    Until the early twentieth century, along with the normative method, the institutional method dominated in management science, and today it occupies a priority position. It focuses on the study of institutions through which management activities are carried out, associated with the desire to identify legal norms, analyse the basic laws of management, and the meaning of the existence of an organisation as an integral entity.<\/span><\/p>\n

    This method was developed by S.L. Montesquieu, J. Locke, E. Burke, T. Jefferson. This approach focuses on managerial institutions, the analysis of which is based on the established socially rooted forms. These forms, or institutions, on the one hand, are a logical continuation and consolidation of social relations and norms, and on the other hand, they are intended to bring a stabilising element to governance. The institutional method focuses on the study of institutions through which political, economic, and managerial activities are carried out and through which managerial activities are regulated. The institutional method is necessary to identify a holistic view of how the institutional subsystem affects the functioning of the management system as a whole.<\/span><\/p>\n

    Anthropological method of analysing concepts and models of modern management <\/em><\/strong><\/span><\/p>\n

    The anthropological method is in many respects the opposite of the sociological method and is based on the fact that management is not conditioned by social factors, but by the nature of man as a generic being with basic needs – food, clothing, security, and freedom. Analysing managerial phenomena, the anthropological method is focused on the study of irrational, instinctive, biological motivation of management, which is conditioned by human nature.<\/span><\/p>\n

    The anthropological approach dates back to Aristotle in his vision of the sources of management in the collective essence of man. This approach is based on human nature, is widely used in the analysis of mechanisms, institutions of power and social control, and is based mainly on the problems of adaptation and transformation of traditional control mechanisms in the transition to modern economic systems. The anthropological method provides the key to studying such problems as the relationship between human type (stable traits of intelligence and psyche) and the influence of national character on the management process and vice versa.<\/span><\/p>\n

    Today, the anthropological method is based primarily on the following principles:<\/span><\/p>\n

    \u00a01) constancy, invariance of fundamental generic qualities of a human being as a biological, social, rational (spiritual) being, which originally possesses will;<\/span><\/p>\n

    2) the universality of man, the unity of the human race regardless of ethnic, racial, social, geographical and other differences;<\/span><\/p>\n

    3) the inalienability of natural human rights, their priority over society and the state.<\/span><\/p>\n

    With regard to the analysis of managerial problems, the anthropological approach requires not only studying the influence of the social environment on rational motivation, but also identifying irrational, instinctive, biological and other motives caused by human nature. The task of this approach is to study the impact of the social environment and the rational influence of people on the management system, as well as the need to influence it with biological, instinctive and other motives of human behaviour.<\/span><\/p>\n

    Substantive (ontological) method of analysing concepts and models of modern management <\/em><\/strong><\/span><\/p>\n

    The substantive (ontological) method involves identifying the fundamental basis of the world’s existence, the relationship of domination and subordination in various manifestations. Among the huge number of definitions of management, the characteristics of the interaction between power and management dominate. The definition of the ontological method can be formulated by considering the very definition of ontology as a philosophical category.<\/span><\/p>\n

    Any philosophy is, first and foremost, a generalised picture of the world, encompassing with its knowledge the most important knowledge about the world of its era. Ontology, as one of the main components of philosophical and managerial knowledge, represents an extrapolation of psychophysiological dualism to the world, seeing it as a composition of substances of different nature. Ontology is the science of being, its forms, fundamental principles, the most general definitions and categories of existence, the interaction of the surrounding world and human consciousness. Substance is the essence of what underlies it, meaning the fundamental basis of everything that exists, the internal unity and diversity of specific things, events, phenomena and processes through which the world, existence, and human beings exist.<\/span><\/p>\n

    Normative and value-based method of analysing concepts and models of modern management <\/em><\/strong><\/span><\/p>\n

    Since ancient times, managerial thought has been based on a normative-value approach, which has not lost its significance today. The normative-value method involves the assessment of political, economic, and managerial phenomena in terms of the ethical values of the common good, justice, and freedom, which are the basis for sustainable development.<\/span><\/p>\n

    The disadvantages of the normative-value method are the relativity of value judgements, which depend on a person’s worldview, social status and individual characteristics. The normative-value method is valuable to us because it brings ethical dimensions to management science. It implies clarifying the significance of management phenomena for society and the individual, assessing them in terms of the common good, justice, freedom, respect for human dignity and other universal humanistic values, which are the basis of humanistic management.<\/span><\/p>\n

    The normative-value method focuses on the development of the ideal of management activity, ways of its practical implementation and requires appealing to the proper and desirable, to ethical values and norms and forming management institutions in accordance with them. The normative-value method has been criticised by scholars for idealising managerial activity, its detachment from reality, and the speculative nature of many managerial projects and designs. The main disadvantage of this method is the relativity and relativity of value judgements, their dependence on the worldview, social status and individual characteristics of a person. However, despite some limitations, the normative-value method is necessary for management science, as it adds an ethical and human dimension to management, introduces a moral element into management and serves as the basis for further stable development.<\/span><\/p>\n

    Behaviourist method of analysing concepts and models of modern management <\/em><\/strong><\/span><\/p>\n

    According to experts, the behaviourist method has revolutionised management science. Its scientific justification was first presented in 1880 by Woodrow Wilson, based on the following provisions:<\/span><\/p>\n

    1) the predominant motivations in managerial activity are psychological motives that may have a social justification;<\/span><\/p>\n

    2) group and individual actions of people are related to the behaviour of individuals;<\/span><\/p>\n

    3) human behaviour is different in different situations and in different social systems, therefore it is studied by many social sciences and humanities;<\/span><\/p>\n

    \u00a04) a substantial part of managerial phenomena and processes can be measured quantitatively, using statistical indicators, questionnaire results, and mathematical methods.<\/span><\/p>\n

    Thus, institutional, anthropological, substantive, and behavioural methods (approaches) are extremely useful and necessary for analysing managerial phenomena, personnel policy of industrial enterprises, and the development of new trends in the global society, which require the evolution of these methods and their adaptation to the present and contribute to the sustainable development of industrial enterprises.<\/span><\/p>\n

    Thus, functional, structural-functional, institutional, anthropological, substantive (ontological), normative-value, behavioural methods of analysing the concepts and models of modern management help to penetrate their integrity, understand all the problems and contradictions and find ways out of the crisis situation of the present day,<\/span><\/p>\n

    The innovative and digital paradigm as a basis for achieving sustainability in times of crisis and uncertainty<\/em><\/strong><\/span><\/p>\n

    The relevance of the study of the innovation and digital paradigm as a basis for achieving sustainability in times of crisis and uncertainty is beyond doubt, as it is dictated by the conditions of the country’s survival, its integration into the European space, increasing the level of competitiveness, reformatting in times of crisis, instability, and information stochasticity.<\/span><\/p>\n

    The innovative and digital management paradigm is a marker and megatrend caused by profound transformations and shifts in all spheres of human activity that affect the long-term sustainable development of society. The innovative and digital management paradigm is the most powerful and significant today, as it can lead the country out of the crisis and onto the path of sustainable digital development, for which it is necessary to develop strategies and priorities for innovative digital development covering large-scale digital industries.<\/span><\/p>\n

    The innovative digital management paradigm (economics, management, governance, computer science, programming) includes the intensive development of information and communication technologies (ICT) and expects them to make a significant contribution to new technological discoveries to achieve sustainable development of the digital industry. Only a digital innovation economy can create new conditions for the breakthrough of advanced disruptive technologies and promote economic innovation development, which requires at least innovative technological disruptions.<\/span><\/p>\n

    The innovative and digital potential of modern society in the context of globalisation (robotics, artificial intelligence, the Internet of Things, biotechnology, Big Data, 3D printing and manufacturing) includes a set of technological innovation processes that can lead to a change in the nature of work, the actualisation of professions against the background of the disappearance of many existing ones, and the formation of digital competencies of the digitalised society and the society of the Fourth Industrial Revolution.<\/span><\/p>\n

    The innovative and digital management paradigm in the context of globalisation is associated with robotics. Robots are increasingly equipped with additional functions, such as high-quality video cameras, touch sensors and laser rangefinders, which are connected and controlled by computers. The huge shifts in robotics are largely driven by the \u2018smartphone revolution\u2019, as robots are largely dependent on computer chips, batteries and sensors similar to those found in a powerful mobile phone.<\/span><\/p>\n

    The development of the new management paradigm of innovation and digital potential in the context of globalisation 4.0 is characterised by new trends:<\/span><\/p>\n

    1) widespread deployment of distributed systems;<\/span><\/p>\n

    2) integration with mobile (cellular) and satellite communication systems, which led to the emergence of IP telephony;<\/span><\/p>\n

    3) integration of the global network and mass media – development of interactive television and electronic publications;<\/span><\/p>\n

    4) introduction of prognostic self-learning systems based on neural networks and genetic algorithms (the fourth generation of artificial intelligence systems).<\/span><\/p>\n

    The innovative and digital management paradigm will change all management processes, as cryptocurrencies, blockchain, fintech, and megatrends of the digital era are already emerging and changing the economy, management, and marketing at an incredible speed. Everyone has to adapt to the speed of change – managers of enterprises, companies and organisations, employees at all levels. The pace of change is making industrial production depend not on tangible assets but on digital technologies, which are intangible assets based on the intellectual component, organisational and human capital. At the same time, \u2018the main economic indicator of GDP no longer fully reflects the development of innovation\u2019.<\/span><\/p>\n

    The computing power of conventional computers is steadily increasing every two years and doubling, which is known as Moore’s Law. In order to develop a digital economy that is innovative and creative, businesses must increase the computing power of ordinary computers, and the state should be the main source of funding for the development of innovation. An important factor for raising the innovative level of Ukraine’s digital economy is the use of advanced technologies and high-tech products, without which the digital economy cannot be innovative and developed.<\/span><\/p>\n

    Today, the digital economy penetrates all spheres of society: from demography, the biosphere and climate change to the future of medicine, genomics and genetic engineering, synthetic biology and transhumanism; from cloud technologies and the Internet of Things to artificial intelligence, from quantum computers to smart materials, energy, transport, robotics, which generally contributes to the development of the Internet economy as a component of the digital economy. Thus, the innovation and digital paradigm of an industrial enterprise is being formed in the context of the challenges of civilisation – globalisation 4.0, technological development 4.0, Enlightenment 2.0 – and influences the emergence of digital management, digital economy, Internet economy, and deterministic ICT.<\/span><\/p>\n

    Today, we find ourselves at the beginning of the Fourth Industrial Revolution, which began as a result of the development of digital technologies, accelerated by the Internet and cheap sensory devices, as well as advanced artificial intelligence and self-learning machines. Digital technologies, which are based on computer hardware, software and networks, are not new; they have been evolving since the Third Industrial Revolution, becoming more complex and sophisticated, and can transform entire societies and the global economy.<\/span><\/p>\n

    The power of new machines, rapid development of technology and human capital in the Fourth Industrial Revolution<\/span><\/p>\n

    The capabilities of new machines, the rapid development of technology and human capital indicate that the rapid acceleration of digital development is indicative of the development of digital technologies related to the development of artificial intelligence, robotics, and the creation of machines that can move and interact with the physical world of factories, warehouses, and offices. With each new generation of smart devices, it is stock analysts and engineers in the petrochemical industry who are at the greatest risk of being replaced by machines. Robotics experts have found it extremely difficult to create machines that do not match the skills of even the least trained workers. When it comes to working in the physical world, humans have a huge flexibility advantage over machines.<\/span><\/p>\n

    Today’s factories, especially large-scale factories in high-wage countries, are highly automated, but they are not filled with general-purpose robots. They are staffed with very specialised machinery that is expensive to buy, set up and reprogramme.<\/span><\/p>\n

    Digital, exponential, and recombinatorial power have made two major developments possible for humanity:<\/span><\/p>\n

    1) the creation of real, useful, artificial intelligence (AI);<\/span><\/p>\n

    2) connecting the majority of people on the planet through a common digital network. Each of these developments alone would fundamentally change growth potential, but together they are the most important since the Industrial Revolution, which changed the way we do physical labour forever. Digital machines have broken free of their limitations and are demonstrating great capabilities in system recognition, complex communication, and other areas that were previously reserved for humans.<\/span><\/p>\n

    Recently, we have seen significant advances in natural language processing, machine learning (the ability of a computer to automatically learn from more data), computer vision, simultaneous vehicle location on roads and mapping, and many other fundamental problems. Artificial intelligence will not only improve the quality of life, but will also be able to save it. The main fuel for accelerating progress in the world is our stock of knowledge, and the brake is the lack of imagination, so this development will stimulate human development and, at the same time, human progress. Digital technologies that expand the capabilities of machines contribute to their rapid development, which requires the cultivation of human capital. Economic development can contribute to solving many other problems, and productivity growth is linked to innovations in technologies and production methods.<\/span><\/p>\n

    <\/span><\/p>\n

    The VUCA concept as a concept for expressing instability, disorder, chaos and instability <\/em><\/strong><\/span><\/p>\n

    We live in a time of deep instability and crisis, transition to digital development of society, which is influenced by the Fourth Industrial Revolution, which requires a reboot of civilisation, which requires the search for innovative approaches to its implementation.<\/span><\/p>\n

    Modern civilisation, caused by the global and paradigmatic crisis, needs to reboot its worldview, as it is facing global challenges and is experiencing a crisis of the basic principles and values of the entire world order. As man and nature were opposed to each other, nature was widely connected to market relations, which gave rise to a new dependence on it and deepened the contradictions in the human-nature-society-technology system, leading to a loss of control over technology and instability.<\/span><\/p>\n

    The COVID-19 pandemic has proved to be a trigger for post-traumatic stress disorder caused by the experience of psychological trauma and severe negative processes – state, economic, educational, and personal – that have led to an era of turbulence. Global challenges have emerged due to the deep interconnectedness of humanity, which has united due to the emergence of common problems of survival at the global level, which showed that humanity is not ready to solve these problems, united, although not ready for the challenges posed by civilisation. Despite the fact that a universal community has been born, it is not ready for the challenges of our time, as there are no effective ways and mechanisms to manage global problems, so everyone will have to live in a WUKA world that has gone out of balance and turned into an unbalanced force.<\/span><\/p>\n

    However, due to systemic crises, humanity will be forced to come to systemic innovations. The VUCA concept, which was born out of the crisis of modern society, has led to a \u2018risk society\u2019 as a consequence of modern civilisation. The VUCA concept is associated with the instability of society and is derived from the acronym of the English words: 1) volatility; 2) uncertainty; 3) complexity; 4) ambiguity, in which tasks are difficult to predict. The VUCA concept is a concept of the Fourth Industrial Revolution, called \u2018lifelong learning\u2019. And to survive in this world, you need to be dynamic, able to quickly adapt and adjust to the requirements of this world.<\/span><\/p>\n

    The modern concept of VUCA in the context of instability is based on the theory of complex systems, which is based on AGILE-methodology and AGILE-philosophy, also called agile-methodology and agile-philosophy (agile software development, agile – proven, flexible), which represent a complexity methodology applied to the analysis of complex systems of digital development of the world.<\/span><\/p>\n

    The VUCA concept includes a set of different methods, techniques and a generalisation of different approaches to software development of a set of values based on the principles in the adopted Agile Software Development Manifesto and capable of analysing the complexity of systems, their purpose, the need to identify their functions, place and role in modern society. These principles, methods and approaches can lead to changes at all stages of improving specific action algorithms and flexible management tools in the context of process management, where the AGILE methodology acts as a system of new values.<\/span><\/p>\n

    The AGILE methodology applies to many areas of activity, including the digital paradigm of economics and management, including Scrum – the \u2018structure\u2019 approach and Kanban – the \u2018balance approach\u2019, which are used in the organisation’s innovation activities, contributing to the creation of an innovative product, increasing the share of digital products and services, as well as new forms of business based on digital technologies (digital economy).<\/span><\/p>\n

    Synergistic analysis methods include the theory of self-organising open systems that find themselves in points of disequilibrium, uncertainty, bifurcation (bifurcation), stochasticity of information (lack of information), and system drift, which results in a change of priorities. General scientific methods – analysis and synthesis, conceptualisation, abstraction; the law of unity and struggle of opposites, since without struggle there is no development. To analyse the VUCA concept, the SySt methodology was used as a methodology for the process of developing awareness and change towards stability.<\/span><\/p>\n

    The complexity is based on the restructuring of the system at the structural and functional level in order to prevent or mitigate crisis and instability, increase the number of innovations, their adoption and technology transfer as a tool for implementing innovative activities, reform the management system using AGILE methodology, restructure people’s minds and develop a new system of values.<\/span><\/p>\n

      \n
    1. Volatility (instability, fluidity, instability, volatility), which is based on a situation that changes rapidly and unpredictably, making it impossible to imagine the future situation or plan your actions. The state of instability includes the state of the system, which characterises unstable situations and unpredictable changes in terms of speed, nature, volume, dynamics in volatile markets, many factors in fast-moving circumstances affect decision-making, when it is very difficult to predict, as the world has become global and everything is changing very quickly. For each problem, you need to find a strong solution and be able to survive in this creative chaos. However, a systematic strategic alignment can lead to stability, but this requires flexibility, a high level of consciousness and self-esteem, a clear mind, and awareness of one’s own constructions and deconstructions.<\/span><\/li>\n
    2. Uncertainty, which is based on disruptive changes that make it difficult to predict the future. Uncertainty means the lack of information to predict the consequences and plan the necessary actions in the context of COVID-19. The World Uncertainty Index (WUI) has been introduced, which is related to the situation of instability and macroeconomic indicators based on the volatility of key financial and economic variables, stock market, risks, lower GDP growth, economic and political instability, covering 143 countries with a population of almost 2 billion people<\/span><\/li>\n
    3. Complexity means that a set of facts, causes and factors that are difficult to understand contribute to the emergence of an increasing number of problems and contradictions, and lead to the collapse of complex systems. Complexity is the complexity that results in a set of facts, causes and factors that are difficult to understand and contribute to the emergence of an increasing number of problems.<\/span><\/li>\n<\/ol>\n

      Complex systems are systems that consist of a huge variety of parts that have the ability to generate new qualities, which are manifested in the spontaneous formation of temporal, spatial and functional structures. Complex systems include self-organisation, nonlinear dynamics, turbulence theory, synergetics, dynamical systems, instabilities, and stochastic systems. These are problems of irreducible complexity of human civilisation. Today, China demonstrates stability in governance. Other countries are entering the supranational level and looking for their niches There is a reformatting of the world (deglobalisation or slooglobalisation – slowdown) in the context of instability, uncertainty, turbulence, chaos, risks, so managers must master the entire volume of information, advanced creative technologies to survive the coronavirus pandemic, which requires overcoming information entropy (a measure of uncertainty, chaos, disorder).<\/span><\/p>\n

        \n
      1. Ambiguity (ambiguity, ambiguity, uncertainty, doubt, ambiguity), which leads to the fact that it is difficult to answer the questions \u2018who, what, when and why\u2019, which is our reality, since nothing is stable. Humanity must recognise the changes that it can control, but for now it is determined by the lack of a clear understanding of the rules of the game, the need to adapt to everything that happens, to develop creativity, communication, critical thinking, as it is difficult to answer the questions \u2018who, what, when and why\u2019. Perhaps, before the pandemic, people did not pay attention and did not see the threat to the economic balance, which led to the chaos that followed as a result of rapid unpredictable changes that had been accumulating for many years as a result of the crisis, chaos, and unpredictability of events.<\/span><\/li>\n<\/ol>\n

        Instability, uncertainty, complexity, ambiguity – a state of threat, lack of government change, lack of changes in the constitutional order, rules of the game (S. Huntington), lack of structural and structured changes (D. Searing), lack of balance of political forces (J. Leavely), which also affect the state of small and medium-sized businesses and the stability of organisations.<\/span><\/p>\n

        The modern concept of VUCA demonstrates the changes and the winner is the one who is mobile, flexible, ready for changes and uses creative approaches, as there has been a paradigm shift, the world has become different. The crisis is an important time for change and to rebuild the world using new strategies and new thinking, as new problems cannot be solved by old methods. The conditions of the digital economy have come to be defined as a destructive environment if not rebuilt. We need to find tools to break through the digital technological landmines, to live in chaos means to be flexible and able to survive in the conditions of fluidity and complexity of life.<\/span><\/p>\n

        How to survive in a mode of uncertainty, when today’s world is characterised by a high level of variability, the emergence of an increasing number of complex problems and situations: treat change as a normal phenomenon, as new conditions demonstrate new opportunities; develop a flexible model of managerial thinking; be flexible to rapid changes, be able to solve unpredictable problems; use the competitive advantages of your organisation.<\/span><\/p>\n

        Humanity wants to live in a stable world, and the opposite of the VUCA concept is the SPOD concept, where S stands for sustainable. P (predictable); O (ordinary); D (definite). This instability of civilisation has been caused by the fact that it has reached the planetary limits and almost exceeded them, when civilisation is no longer able to provide the entire population with all the fruits of civilisation – food, clean water, clean air.<\/span><\/p>\n

        Today, global evolutionary changes are taking place as a result of the destructive impact of industrial enterprises on nature, as everything has changed – the climate, accelerating greenhouse effect, changes in biodiversity, oxidation in the oceans, loss of stable equilibrium – so we need to move<\/span><\/p>\n

        – from destruction to regeneration of the planet – without collapse, without global wars:<\/span><\/p>\n

        – to enhance boundary stability, for which we need to pass the \u2018bifurcation point\u2019 of the XXI century, realising the scale of the crisis, the need to restructure consciousness on the basis of the noosphere and mind, the formation of society as a collective cooperation, the formation of a new Anthropocene as the anthropological foundations of humanity;<\/span><\/p>\n

        – to reach the post-crisis development, to find the point of transition (fracture, inflection) that will return us to a sustainable world without disasters, but to do so, we need to overcome this bifurcation point;<\/span><\/p>\n

        – civilisation needs to be rebooted through the search for an evolutionary attractor, restructuring of consciousness and culture, and new approaches to the interaction between humans and nature:<\/span><\/p>\n

        – formation of noospheric thinking to break through into a new future – \u2018humanity-technosphere-biosphere\u2019:<\/span><\/p>\n

        – cooperation on a universal basis as a new culture of existence and thinking is needed to learn how to survive in the VUCA-world;<\/span><\/p>\n

        – to move from sustainable development to regenerative development and economy, to live within the framework of nature-based development;<\/span><\/p>\n

        – to form an eco-regenerative future as a polyphonic picture of the present, using agro-ecological solutions;<\/span><\/p>\n

        – to develop organic-ecosystem thinking and a new ethical system of values.<\/span><\/p>\n

        As a result of these actions, a non-linear future will be formed, which should find answers to global evolutionary crises, in which new patterns of behaviour, new congruence with complexity, transition to a congruently responsible restoration of human subjectivity, which should become an actor in creating its future, and this requires a new education system that will form the relevant specialists.<\/span><\/p>\n

        <\/span><\/p>\n

        Concepts of socially responsible management in the context of the methodology of complexity and the \u2018new normal\u2019<\/em><\/strong><\/span><\/p>\n

        \u00a0Socially responsible management as a theory and methodology of complexity is developing in the context of its components, such as general systems theory, cybernetics, dynamical systems theory, evolutionary theory, chaos theory, which are giving rise to a new generation of methods and techniques.<\/span><\/p>\n

        The architecture of complex systems develops in a non-linear manner, determined by the principles of synergistic, systemic approach and Agile management, determined by information support programmes and design of structural units as teams based on the management of people and their relationships.<\/span><\/p>\n

        The main goal of socially responsible management as a science and a discipline is to conceptualise new methods, approaches, and principles aimed at forming organisations that are flexible and based on complexity and nonlinearity, and whose managers are guided by systemic, analytical, and expert thinking.<\/span><\/p>\n

        The main goals of socially responsible management as a science and an academic discipline are to form flexible teams that would have advanced algorithmic thinking and a culture that would allow them to move away from old management approaches and methods and master new trends that would help them survive in conditions of instability, uncertainty, and information stochasticity.<\/span><\/p>\n

        The task of socially responsible management is to increase the role of organisational units as systemic integral units, taking into account economic, socio-political and cultural factors. The main goal of management personnel is to form the concept of social responsibility of managers, which would help to resolve contradictions in the human-nature-society-government system and would be aimed at socially oriented and environmentally balanced development of organisations.<\/span><\/p>\n

        Management in the modern world has led to a \u2018situation of risk\u2019 that requires a way out of instability, complexity and uncertainty, so the development of the concept of socially responsible management should be aimed at using environmentally friendly technologies through the use of Agile management, Enlightenment 2.0, new digital technologies of the Fourth Industrial Revolution. The concept of socially responsible management is based on a new management concept of eco-regenerative management as a basis for achieving a circular economy and 17 Sustainable Development Goals, a new culture of thinking, management culture, and environmental friendliness.<\/span><\/p>\n

        The development of the concept of socially responsible management includes the formation of new management approaches to the organisation of work on the basis of collective cooperation based on the principles of noospheric thinking; culture management as the main priority for expressing the social responsibility of organisational leaders.<\/span><\/p>\n

        The concept of socially responsible management is based on ecosystem principles and a new ethical system of values capable of solving the problems of interaction between humanity-biosphere-technosphere-infosphere. The concept of socially responsible management is aimed at using new environmentally friendly trends that will allow us to move to eco-regenerative development of management and its environmentally sound dimension, based on the circular economy. The systemic components of the concept of socially responsible management are based on the social responsibility of managers, determined by the use of new digital technologies and innovative solutions, based on the goals of socially oriented, environmentally balanced and socially responsible management to overcome the covid and post-covid development.<\/span><\/p>\n

        The purpose of the concept of socially responsible management is to formulate the theoretical and practical foundations of the concept of socially responsible management as a factor of sustainable development of organisations, based on the transition from a state of instability, uncertainty and ambiguity to balanced sustainable development, transition from environmentally hazardous to environmentally safe development, structural changes that will contribute to the resolution of crisis situations and use of the organisation’s competitive advantages using the ideas of the UN Global Compact. Objectives of the concept of socially responsible management:<\/span><\/p>\n

        1) to study the processes of evolution from unsustainable management to environmentally balanced, socially oriented and innovative breakthrough development in the context of instability;<\/span><\/p>\n

        2) search for innovative mechanisms for implementing sustainable development management, which is formed on the basis of advanced breakthrough information and communication technologies with advanced innovative technologies that contribute to the formation of a high-tech base;<\/span><\/p>\n

        3) research and use of smart data science technologies, based on data mining (data search) as the main resource of organisations, which is a factor in overcoming information stochasticity, aimed at overcoming the lack of information and ways to achieve sustainable development;<\/span><\/p>\n

        4) forming the concept of management development as an expression of social responsibility of organisations, which would help to identify the natural interdependence between three variables – innovation and technological potential of organisations, quality of cultural and business regulators and management of organisational culture as conditions for transition to sustainable development and sustainable economic and social system, based on social responsibility of all managers.<\/span><\/p>\n

        The formation of the concept of socially responsible management as a factor of socially oriented and environmentally balanced development is based on the fact that we live in a time of deep instability and crisis, transition to digital development of society, which is influenced by the Fourth Industrial Revolution, which requires innovative approaches to implement its tasks.<\/span><\/p>\n

        Modern management, caused by the global and paradigmatic crisis, requires a reboot of the organisational and management principles of organisations facing global challenges of the world order. Due to the fact that man and nature were opposed to each other, they became widely connected to market relations, which deepened the contradictions in the \u2018man-nature-society\u2019 system and led to the loss of control by managers over the situation of instability.<\/span><\/p>\n

        And to survive in the global world, organisations need to be dynamic, able to adapt quickly and adjust to the requirements of this world. Since management is in a situation of slowdown, uncertainty, turbulence, chaos, risks, managers must master all new approaches to overcome the crisis, for which they must master the entire volume of information, advanced creative technologies to survive the coronavirus pandemic, overcome information entropy (a measure of uncertainty, chaos, disorder).<\/span><\/p>\n

        This instability has been caused by the fact that governance is experiencing a critical situation of \u2018planetary limits\u2019, unable to provide the entire population with the fruits of civilisation – food, clean water, clean air, and the Internet. The technosphere has also joined the human-nature-society contradiction. The formation of a new concept of socially responsible management as a factor of socially oriented and environmentally balanced development in the context of COVID-19 will be able to predict non-linear development, find answers to global evolutionary crises and new patterns of behaviour. The implementation of the concept will result in a new understanding of congruence with complexity, acceptance of complexity and a transition to a congruent restoration of human subjectivity through a new system of values of management as socially oriented, environmentally balanced and socially responsible.<\/span><\/p>\n

        Under conditions of uncertainty, the complexity of an industrial enterprise increases, which requires self-regulation of the system, on the quality of which the performance results depend. According to the theory of complex systems, the implementation of certain processes affects the entire system of an industrial enterprise, whose uncertainty will always exist, so it is necessary to adapt not only to changes but also to optimise the system. The complex problems of an industrial enterprise are related to unpredictability, the solution of which lies in a critical analysis of the entire system, not just in changing certain processes. It should be noted that the conditions of survival of an industrial enterprise in the face of uncertainty and adaptation to changes contribute to the fact that the entropy within it, as well as in society, is increasing, and if the environment becomes more complex, the enterprise evolves towards complexity and uncertainty. The steady state of the industrial enterprise system is the search for an attractor (point of attraction) that sets all subsystems of the enterprise in motion, so it is important to find an attractor as a point of attraction. Forced implementation of \u2018improvements\u2019 only rarely yields the desired result. We believe that the solution should be sought in the external environment, since attractors depend on the environment in which the system is located, and when the environment changes, the system and subsystems of the enterprise change. Some changes introduced to the environment have such a powerful impact on the attractors that they simply disappear, and the system automatically finds a different trajectory for itself, leading to another attractor. This may be an attractor that did not exist before. When making changes to the team and the company, you should not try to push them out of the rut in which the company has found itself, as this will require enormous effort and bring average results. It is much better to change the parameters of the environment in which the company or team operates until its current state becomes unsustainable, and eventually impossible. It is necessary to create an adaptive landscape in which the enterprise would exist effectively, exceeding the degree of its adaptability. Systems that are able to reach the highest points in the adaptive landscape have the best chance of survival. Systems that have the ability to reconfigure their internal organisation each time take an adaptive walk through the relevant landscape. Adaptive walking is the process by which a system moves from one configuration to another in order to maintain its adaptation to circumstances by changing functionality requirements, people and tools, revising schedules, and making changes to production processes. The shape of the adaptive landscape depends on both the system and the environment. Therefore, the survival strategies of one system are not easily transferable to other systems, as the adaptive landscapes of other enterprises are different and can be implemented by the leaders of the enterprises. Systems adapt to the environment and to each other, i.e. they coevolve in the new conditions of informatisation, digitalisation, and globalisation. Thus, we can note that: 1) the internal structure of each enterprise has its own internal code, which should be filled with new innovative content; 2) people or processes work well only in combination with certain people or processes; 3) the survival strategy of an enterprise should be reassessed by recomposing the system components and creating an optimal configuration in which the impact of each element will be positive if complexity disasters and chaotic fluctuations are overcome. Self-organisation is the process of emergence of structures or forms in a system that is not the result of centralised or external influence or planning; it is a natural norm, the behaviour of typical dynamic systems, regardless of whether such systems are made up of atoms, molecules, viruses, biological species or companies. Self-organisation as a principle of creating structures permeates the whole space as a result of creative self-organisation, creating the concept of \u2018self-organised teams\u2019 working on the basis of cooperation and creativity.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

        \u041d\u0430\u0442\u0438\u0441\u043d\u0456\u0442\u044c \u0441\u044e\u0434\u0438, \u0449\u043e\u0431 \u043f\u0435\u0440\u0435\u0433\u043b\u044f\u043d\u0443\u0442\u0438 \u043c\u0430\u0442\u0435\u0440\u0456\u0430\u043b\u0438 \u0443\u043a\u0440\u0430\u0457\u043d\u0441\u044c\u043a\u043e\u044e \/ Click here to view the materials in Ukrainian\u00a0   Module 5 \u201cModern Technologies of Management and Administration in the Context of Global and National Challenges\u201d is designed to provide mastery of new technologies of public administration and management, taking into account current global, national and regional trends and […]<\/p>\n","protected":false},"author":5,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-1885","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/pages\/1885","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.uaace.org\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1885"}],"version-history":[{"count":0,"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/pages\/1885\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.uaace.org\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1885"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}