{"id":1921,"date":"2024-05-24T09:44:15","date_gmt":"2024-05-24T07:44:15","guid":{"rendered":"https:\/\/www.uaace.org\/?page_id=1921"},"modified":"2024-05-24T09:44:15","modified_gmt":"2024-05-24T07:44:15","slug":"module-5-modern-management-and-administration-technologies-in-the-context-of-global-and-national-challenges","status":"publish","type":"page","link":"https:\/\/www.uaace.org\/?page_id=1921&lang=en","title":{"rendered":"Module 5. Modern Management and Administration Technologies in the Context of Global and National Challenges"},"content":{"rendered":"

Click here to view the materials in English\/<\/a><\/span>
\nClick here to view the materials in English<\/a><\/span><\/p>\n

\u00a0<\/strong><\/span><\/p>\n

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

The module materials cover the following topics:<\/span><\/p>\n

    \n
  1. European Benchmarks for Public Administration: Adaptation of National Systems and Institutional Capacity<\/span><\/li>\n
  2. The Governance Mechanism of European Integration: The Experience of the Republic of Croatia<\/span><\/li>\n
  3. Key Factors in the Transformation of Management Tools in Light of Contemporary Challenges<\/span><\/li>\n
  4. Secrets of Effective Administration.<\/span><\/li>\n<\/ol>\n

    \u00a0<\/p>\n

    The relevance of researching the methodological foundations of modern management concepts and models lies in the fact that its managerial principles represent the most dynamic and innovative area of development currently taking the world by storm. This is driven by globalization, the new digital era, the development of information and communication technologies, and big data analysis. The rapidly developing information technology sector demonstrates that the modern global world is evolving at an incredible pace, and this applies to every field\u2014science, business, entrepreneurship, insurance, medicine, and education\u2014which collectively requires new methodological approaches to understanding contemporary processes.<\/span><\/p>\n

    The systematic methodology of modern management concepts and models<\/em> constitutes a structured system for managing complex systems, which makes it possible to analyze the components of a management system and integrate them with one another. From a systems perspective, management is a complex system, each element of which has its own objectives.<\/span><\/p>\n

    Many authors define the essence of the systems approach to management<\/em> as follows:<\/span><\/p>\n

    1) setting goals and clarifying the hierarchy related to management, particularly decision-making;<\/span><\/p>\n

    2) achieving set goals with minimal costs and resources by analyzing alternative paths and methods, defining objectives, and making a specific choice;<\/span><\/p>\n

    3) a quantitative assessment (quantification) of the goal, methods, and means of achieving it, based on a comprehensive evaluation of the possible outcomes of the activity.<\/span><\/p>\n

    A systems approach to management\u2014viewing it as a complex social organism based on the analysis of a complex object as a holistic set of elements within a network of relationships and connections between them\u2014is precisely what is needed and required to solve a multitude of problems. A modern management system is a set of interacting elements that form a holistic entity, incorporating new properties not found 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) sociopolitical (administrative management);<\/span><\/p>\n

    2) socioeconomic (management in the manufacturing sector);<\/span><\/p>\n

    3) sociocultural (management in the non-production sector).<\/span><\/p>\n

    Some authors distinguish between<\/em> systems analysis and the systems approach,<\/em> arguing that the methodology of systems analysis, unlike the systems approach, necessarily relies on mathematical tools and conclusions expressed in mathematical terms, whereas the systems approach is based on broad categories that are not necessarily formalized mathematically.<\/span><\/p>\n

    In other words, the systems approach is a general methodology, while systems analysis is an applied research method that is quantified to the greatest extent possible.<\/span><\/p>\n

    The purpose of a systematic analysis of modern management concepts and models is to use mathematical or simulation methods to determine a quantitatively expressed optimal solution to problems. .<\/span><\/p>\n

    System analysis of modern management concepts and models is viewed primarily as a methodology for identifying, organizing, and structuring management decision-making problems; it can then be applied with or without the use of mathematics and computers. In this context, the concept of \u201csystems analysis\u201d is equated with the concepts of \u201csystems approach\u201d and \u201csystems research.\u201d<\/span><\/p>\n

    A systems analysis of modern management concepts and models can be applied to solve various management problems and is regarded as a tool that provides a scientific approach for optimally solving problems to achieve the greatest possible effect. At the core of the systems approach is the understanding of management objects as systems, which directs research toward revealing the object\u2019s integrity and the mechanisms that enable the identification of various types of relationships within a complex object, thereby integrating them into a single, coherent whole.<\/span><\/p>\n

    At the heart of modern management concepts and models lies the system of action\u2014a complex interrelationship of the elements of action and the connections between actions\u2014which is a component of the systems approach. The concept of the \u201csystem of action\u201d was introduced in 1937 T. Parsons in his work *The Structure of Social Action*, in which he notes that a system of action consists of a set of individual actions as well as several types of relationships, since it is overlaid by a grid of \u201ccoordination of action.\u201d Specifically, these are relationships that arise in systems of a certain complexity, where individual actions are grouped into large organizational units called individuals, and relationships among individuals as members of social groups.<\/span><\/p>\n

    A system of action coordination involves differences in individual actions: the goal; the means of achieving it; the conditions under which the action takes place; and the norms taken into account when selecting the goal and means. First and foremost, it is characterized by the desire to view management as a complex system composed of its individual subsystems. Such systems include: 1) the individual; 2) the formal structure; 3) the informal structure; 4) the informal organization; 5) statuses and roles; 6) the physical environment. The complexity of the management structure stems from the need to study the interactions between subsystems. The central methodological concepts of the systems approach to management as a complex system are: interconnection; interrelated processes; and core interrelated processes. Among these, the following should be highlighted: 1) communication; 2) equilibrium; 3) decision-making.<\/span><\/p>\n

    Thus, the systematic approach to concepts and models of modern management is the organization of a multitude of interrelated elements that form a coherent whole, determined by the correct arrangement of parts within a defined interrelationship and a specific sequence of actions aimed at establishing a stable order of something.<\/span><\/p>\n

    The systems approach<\/em> was developed in detail in the 1950s and 1960s by T. Parsons and refined by D. Easton. The essence of this method lies in analyzing the system as a holistic, complex organizational entity\u2014a self-regulating mechanism that interacts with its environment through the system\u2019s inputs (citizens\u2019 demands, their support or rejection) and the system\u2019s outputs (management decisions and actions).<\/span><\/p>\n

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

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

    2) structurality (structuredness): the behavior 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) the interaction between the system and its environment: the system takes shape and manifests its properties through its interaction with the environment;<\/span><\/p>\n

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

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

    6) Hierarchy: the interaction between the elements of the system is represented as a hierarchy of relationships;<\/span><\/p>\n

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

    Due to the inherent complexity of analyzing modern management concepts and models, understanding them requires a comprehensive examination, as each one describes only a specific aspect of the system.<\/span><\/p>\n

    Within the current framework in which we find ourselves today, it is impossible to develop a single, adequate model of modern management, since all forecasts regarding the implementation of such systems are probabilistic in nature. Using a systems approach, it is possible to clearly define the role of sustainable development in modern society and industrial enterprises, their most important functions, the conditions under which they operate, and the norms taken into account when selecting goals and means.<\/span><\/p>\n

    However, for now, there can be no talk of the sustainable development of modern Ukrainian society and industrial enterprises in the context of society\u2019s digital transformation, as their development is taking place amid the challenging conditions of the COVID-19 pandemic, war, uncertainty, instability, risk, and information stochasticity.<\/span><\/p>\n

    <\/p>\n

    Agile Methodology as a Methodology for Complexity<\/em><\/strong><\/span><\/p>\n

    The Agile methodology serves as the theoretical foundation for understanding the concepts and models of modern management, which is an innovative challenge and requires the use of a methodology that would make it possible to understand the development of management as a complex social organism and a dynamic process.<\/span><\/p>\n

    Old management concepts from industrial and post-industrial societies are being replaced by new ones that are suited to the information and digital age. One such methodology is the complexity methodology\u2014a methodology of self-organization based on insights from philosophy, management, and organizational theory\u2014which has come to be known as the Agile methodology (flexible methodology).<\/span><\/p>\n

    The Agile methodology is a methodology for complex adaptive systems that emphasizes flexible management and innovation, based on the use of information and computer technologies and a practical, rational approach grounded in the principles of sustainable development.<\/span><\/p>\n

    The Agile Methodology 3.0 provides a roadmap for a management paradigm aimed at the sustainable development of modern society and industrial enterprises operating in conditions of uncertainty, stochasticity, and information asymmetry. The management paradigm for the sustainable development of modern society includes flexible, innovative management and leadership that inspires new ideas through the implementation of informationand computer technologies in an environment of high competitiveness and integration into the international economic space.<\/span><\/p>\n

    The Agile methodology as the theoretical foundation of the innovation component in promoting flexible approaches to the use of the digital component of modern management\u2014a flexible, creativeand innovative component, which should be implemented in all management and administrative structures based on the principles of sustainable development.<\/span><\/p>\n

    Agile methodology is a methodology for analyzing complex dissipative control systems that evolve in the context of a turbulent and rapidly changing world. It is based on the principles of social entropy, which serves as an indicator of both destructive and constructive forces, and isis linked to the need for stabilization in both the economic and managerial spheres, requires self-organization, a way out of chaos, and the overcoming of energy dissipation.<\/span><\/p>\n

    The development of self-organizing processes is taking place during the transition to a digital society and requires flexible management and a flexible philosophy of complexity, which forms the basis of the Agile management concept, and contributes to increased effectiveness and efficiency based on the principles of balance, stability, information, and knowledge.<\/span><\/p>\n

    The Agile methodology for addressing sustainable development challenges helps leaders navigate chaos, entropy, uncertainty, various bifurcation points, and the search for an attractor (a point of convergence) in a complex digital world. The formation of this attractor can be marked by the emergence of a new managerial elite, trained according to the principles of self-organization, creative and adaptive managerial thinking, which shapes new concepts for digital software that functions as complex adaptive systems.<\/span><\/p>\n

    Freedom of communication and digital technologies, Globalization 4.0, the technological development of the world 4.0, and Industry 4.0 are compelling managers to adopt the Agile methodology, which is based on software methods and principles grounded in cybernetics and computer science, drawing on the synthesis of spiral dynamics levels, Wilber\u2019s integral approach, and other theories.<\/span><\/p>\n

    Thus, the Agile methodology, as a complex system, is essential for managers to adapt to changes in the environment\u2014systemic changes, stochasticity, and emergence. The new digital era of modern management is about thinking in terms of complex systems.<\/span><\/p>\n

    Therefore, you should:<\/span><\/p>\n

    1) to foster a new digital culture and a new digital mindset among the leaders of organizations, institutions, and enterprises capable of operating in a system dynamics framework;<\/span><\/p>\n

    2) Develop the ability to think in terms of complex systems in order to adapt to changes in a complex environment.<\/span><\/p>\n

    <\/p>\n

    A Functional Approach to the Analysis of Concepts and Models in Modern Management <\/em><\/strong><\/span><\/p>\n

    The functional method of analyzing concepts and models of modern management involves studying the relationship between economic phenomena, the type of management culture, and the interconnections between economic development and the political system. N. Machiavelli was one of the first to apply the functional method in management practice; he advocated rejecting religious dogmas and ethical values in the study of management, and the need to analyze real life in all its complexity, focusing on the interrelationships and interdependence of economic, political, managerial, and cultural phenomena.<\/span><\/p>\n

    The functional approach to modern management concepts and models requires an examination of the relationship between various management phenomena and the surrounding environment: between the level of socioeconomic development and the degree of democratization of society; between economic and political pluralism; and between culture, traditions, and the political activity of the population. In the context of the functional approach, specific mechanisms for improvement are analyzed that enable management structures to achieve self-preservation in order to adapt to the environment, particularly the relationships between certain environmental phenomena and socioeconomic processes.<\/span><\/p>\n

    \u00a0This method is used to examine the relationship between the type of management system and the achievement of its stability. From the perspective of the functional approach, the mechanisms that ensure the stability and self-preservation of the management structure are examined; as a result, each element of the management system is endowed with a function of self-preservation and stability (within the limits of its capabilities) as a social and managerial organism.<\/span><\/p>\n

    \u00a0<\/strong><\/span><\/p>\n

    A Structural-Functional Approach<\/em><\/strong> to the Analysis of Concepts and Models in Modern Management <\/strong><\/em><\/span><\/p>\n

    The structural-functional approach to concepts and models of modern management is a description and explanation of their development, in which its elements are examined as part of a unified whole, within the context of which the individual components and phenomena of the management paradigm perform specific functions. According to the structural-functional approach, the examination of concepts and models of modern management must achieve a certain degree of integrity, as it possesses a complex structure. Each element of this structure performs specific functions that meet the needs of the system. The activities of the elements of the management paradigm system are determined by the overall structural integrity, positions, and roles they fulfill.<\/span><\/p>\n

    The cybernetic approach is also used to analyze concepts and models of modern management; within this context, structural components such as input parameters<\/em> are distinguished. At the system\u2019s input, at any given moment, the management entity is faced with a finite set of material, labor, and financial resources; the system\u2019s output consists of a set of consumer values and services that are functionally dependent on the input parameters.<\/span><\/p>\n

    The optimal state is achieved when the maximum and minimum values of the objective function coincide, at which point the economic system is in a stable state of management and reaches homeostatic equilibrium. In this state, sustainable development reaches the maximum limit of its effectiveness\u2014the most productive mode of economic growth. Therefore, the main task of the management paradigm is to identify and implement management interventions that, through the integration of external and internal factors, ensure a homeostatic state of the system\u2019s functioning and development.<\/span><\/p>\n

    Norms, organized into institutions with a defined structure and functions, are aimed at achieving stability in the management paradigm. The goal of the structural-functional method is to quantitatively assess the changes to which the system can adapt while maintaining its core functional responsibilities, thereby contributing to the preservation and regulation of the system.<\/span><\/p>\n

    The structural-functional approach to concepts and models of modern management is based on viewing a society\u2019s economic system as a holistic system with interdependent elements, each of which performs specific functions, ensuring their balance.<\/span><\/p>\n

    The structural-functional method involves studying the functional interdependencies of the elements of the economic system, the unity of government institutions, the alignment of their actions (functioning) with the needs of economic agents, and the identification of how these needs are met in the formation of an adequate paradigm for the sustainable development of industrial enterprises and their adaptation to a changing environment.<\/span><\/p>\n

    \u00a0<\/strong><\/span><\/p>\n

    \u00a0An Institutional Approach to the Analysis of Concepts and Models in Modern Management <\/em><\/strong><\/span><\/p>\n

    Until the early 20th century, the institutional approach prevailed in management science alongside the normative approach; today, the institutional approach holds a leading position. It focuses on the study of institutions through which managerial activities are carried out, with the aim of identifying legal norms, analyzing the fundamental laws of management, and understanding the purpose of an organization as a cohesive entity.<\/span><\/p>\n

    This method was developed by C.L. Montesquieu, J. Locke, E. Burke, and T. Jefferson. In this approach, the main focus is on governance institutions, the analysis of which is based on 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, are intended to introduce a stabilizing element into governance. The institutional method focuses on the study of institutions through which political, economic, and administrative activities are carried out and by means of which administrative activities are regulated. The institutional method is necessary for developing a comprehensive understanding of how the institutional subsystem influences the functioning of the administrative system as a whole.<\/span><\/p>\n

    \u00a0<\/strong><\/span><\/p>\n

    An Anthropological Approach<\/em><\/strong> to the Analysis of Concepts and Models in Modern Management <\/strong><\/em><\/span><\/p>\n

    The anthropological method is in many ways the opposite of the sociological method and is based on the premise that management is determined not by social factors, but by human nature as a generic being with basic needs\u2014for food, clothing, safety, and freedom. When analyzing management phenomena, the anthropological method focuses on studying the irrational, instinctive, and biological motivations behind management, which are rooted in human nature.<\/span><\/p>\n

    The anthropological approach dates back to Aristotle\u2019s time and his view that the sources of governance lie in the collective nature of human beings. This approach is rooted in human nature; it is widely used in the analysis of mechanisms, institutions of power, and social control, and focuses primarily on the challenges of adapting and transforming traditional control mechanisms during the transition to modern economic systems. The anthropological method provides a key to studying issues such as the relationship between human type (stable traits of intellect and psyche) and the influence of national character on the governance process\u2014and vice versa.<\/span><\/p>\n

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

    \u00a01) the constancy and invariance of the fundamental generic qualities of human beings as biological, social, and rational (spiritual) beings who are inherently endowed with free will;<\/span><\/p>\n

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

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

    With regard to the analysis of management problems, the anthropological approach requires that we not limit ourselves to studying the influence of the social environment on rational motivation, but rather identify irrational, instinctive, biological, and other motives rooted in human nature. Proponents of this approach see its purpose as studying the influence of the surrounding social environment and the rational influence of people on the management system, as well as the influence on it of biological, instinctive, and other motives underlying human behavior.<\/span><\/p>\n

    \u00a0<\/p>\n

    The Substantive (Ontological) Method<\/em><\/strong> of Analyzing Concepts and Models of Modern Management <\/strong><\/em><\/span><\/p>\n

    The substantial (ontological) method involves identifying the fundamental basis of the world\u2019s existence, as well as the relationship between domination and subordination in its various manifestations. Among the vast number of definitions of management, those emphasizing the interaction between power and governance predominate. A definition of the ontological method can be formulated by examining the very definition of ontology as a philosophical category.<\/span><\/p>\n

    Any philosophy is, first and foremost, a generalized picture of the world that encompasses the most fundamental knowledge about the world of its era. Ontology, as one of the fundamental components of philosophical and managerial knowledge, represents an extrapolation of psychophysiological dualism onto the world, viewing it as a composition of substances that are different in nature. Ontology is the science of being, its forms, fundamental principles, the most general definitions and categories of existence, and the interaction between the surrounding world and human consciousness. Substance\u2014the essence of what underlies it\u2014signifies the foundation of all that exists, the inner unity and diversity of concrete things, events, phenomena, and processes through which the world, existence, and humanity exist.<\/span><\/p>\n

    \u00a0<\/p>\n

    The Normative-Value-Based Method<\/em><\/strong> of Analyzing Concepts and Models of Modern Management <\/strong><\/em><\/span><\/p>\n

    Since ancient times, management thought has been based on a normative-value approach, which has not lost its significance today. The normative-value-based method involves evaluating political, economic, and managerial phenomena from the perspective of ethical values such as the common good, justice, and freedom, which form the foundation of sustainable development.<\/span><\/p>\n

    The shortcomings of the normative-value-based method lie in the relativity of value judgments, which depend on a person\u2019s worldview, social status, and individual characteristics. The normative-value-based method is valuable to us because it introduces ethical dimensions into management science. It involves clarifying the significance of managerial phenomena for society and the individual, and evaluating them from the perspective of the common good, justice, freedom, respect for human dignity, and other universal humanistic values that form the foundation of humanistic management.<\/span><\/p>\n

    The normative-value-based method focuses on developing an ideal model of managerial activity and ways to implement it in practice; it requires appealing to what is proper and desirable, to ethical values and norms, and shaping managerial institutions in accordance with them. The normative-value-based method has been criticized by scholars for idealizing management, its detachment from reality, and the speculative nature of many management projects and frameworks. The main drawback of this method lies in the relativity and subjectivity of value judgments, as well as their dependence on a person\u2019s worldview, social status, and individual characteristics. However, despite certain limitations, the normative-value-based method is essential for management science, as it adds an ethical and human dimension to management, introduces a moral principle into management, and serves as the foundation for further stable development.<\/span><\/p>\n

    \u00a0<\/strong><\/span><\/p>\n

    The Behaviorist Approach<\/em><\/strong> to Analyzing Concepts and Models in Modern Management <\/strong><\/em><\/span><\/p>\n

    The behaviorist method (from the English word \u201cbehavior\u201d) has, according to experts, revolutionized management science. Its scientific rationale was first presented in 1880 by Woodrow Wilson and is based on the following principles:<\/span><\/p>\n

    1) The primary drivers of managerial activity are psychological motives, which may have a social basis;<\/span><\/p>\n

    2) people's group and individual actions are related to the behavior of individual persons;<\/span><\/p>\n

    3) Human behavior varies across different situations and social systems, which is why it is studied by many social sciences and humanities;<\/span><\/p>\n

    \u00a04) A significant portion of management phenomena and processes can be measured quantitatively using statistical indicators, survey results, and mathematical methods. <\/strong><\/span><\/p>\n

    Thus, <\/strong>institutional, anthropological, substantial, and behavioral methods (approaches) are extremely useful and necessary for analyzing management phenomena and the human resources policies of industrial enterprises, and the development of new trends in a global society\u2014all of which require the evolution of these methods and their adaptation to the modern world, thereby contributing to the establishment of sustainable development in industrial enterprises.<\/span><\/p>\n

    Thus, functional, structural-functional, institutional, anthropological, substantial (ontological), normative-value-based, and behaviorist methods of analyzing concepts and models of modern management help us grasp their unified whole, understand all the problems and contradictions, and find ways out of the current crisis,<\/span><\/p>\n

    \u00a0<\/p>\n

    The Innovation-Digital Paradigm as the Foundation for Achieving Sustainability in Times of Crisis and Uncertainty<\/em><\/strong><\/span><\/p>\n

    There is no doubt about the relevance of studying the innovation-digital paradigm as the foundation for achieving sustainability amid crisis and uncertainty, as this is dictated by the conditions necessary for the country\u2019s survival, its integration into the European space, the enhancement of its competitiveness, and its restructuring amid crisis, instability, and informational stochasticity.<\/span><\/p>\n

    The innovative-digital management paradigm serves as a marker and megatrend driven by profound transformations and shifts in all spheres of human life, which influence the long-term sustainable development of society. Today, the innovative-digital management paradigm is the most powerful and significant, as it can lead a country out of crisis and onto the path of sustainable digital development; to this end, strategies and priorities for innovative digital development must be developed, covering large-scale digital sectors.<\/span><\/p>\n

    The innovative-digital management paradigm (economics, management, administration, computer science, programming) involves the intensive development of information and communication technologies (ICT) and expects them to make a significant contribution through new technological discoveries to achieve the sustainable development of the digital sector. Only a digital innovation-driven economy can create new conditions for breakthroughs in cutting-edge technologies and promote economic and innovative development, which requires, at a minimum, innovative technological breakthroughs.<\/span><\/p>\n

    The innovative and digital potential of modern society in the context of globalization (robotics, artificial intelligence, the Internet of Things, biotechnology, Big Data, 3D printing, and manufacturing) encompasses a set of technological innovation processes that can lead to changes in the nature of work, the emergence of new professions amid the disappearance of many existing ones, and the development of digital competencies in a digitized society and the society of the Fourth Industrial Revolution.<\/span><\/p>\n

    The innovative digital management paradigm in the context of globalization is linked to robotics. Robots are increasingly equipped with additional features, such as high-quality video cameras, sensors, and laser rangefinders, which are integrated and controlled by computers. The tremendous advances in robotics are largely driven by the \u201csmartphone revolution,\u201d as robots rely heavily on computer chips, batteries, and sensors similar to those found in a high-performance smartphone.<\/span><\/p>\n

    New trends are emerging in the development of a new management paradigm for innovation and digital potential in the context of Globalization 4.0:<\/span><\/p>\n

    1) the 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) the integration of the global network and the mass media\u2014the development of interactive television and electronic publications;<\/span><\/p>\n

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

    The innovative digital management paradigm will transform all management processes, as cryptocurrencies, blockchain, fintech, and the megatrends of the Digital Age are already emerging\u2014transforming the economy, management, and marketing at an incredible pace. Everyone must adapt to the pace of change\u2014leaders of enterprises, companies, and organizations, as well as employees at all levels. The pace of change means that industrial production is beginning to depend not on tangible assets, but on digital technologies\u2014which are intangible assets based on intellectual components, organizational capital, and human capital. At the same time, \u201cGDP, the key economic indicator, no longer fully reflects the development of innovation.\u201d<\/span><\/p>\n

    The computing power of conventional computers doubles every two years\u2014a phenomenon known as Moore\u2019s Law. To develop a digital economy that is innovative and creative, businesses must increase the computing power of conventional computers, and the government must be the primary source of funding for the development of innovative activities. An important factor in raising the level of innovation in Ukraine\u2019s digital economy is the application of advanced technologies and knowledge-intensive products, without which the digital economy cannot be innovative or developed.<\/span><\/p>\n

    Today, the digital economy is permeating 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 computing to smart materials, energy, transportation, and robotics\u2014all of which contribute to the development of the Internet economy as a component of the digital economy. Thus, the innovation-digital paradigm of an industrial enterprise is taking shape amid the challenges facing civilization\u2014Globalization 4.0, Technological Development 4.0, Enlightenment 2.0\u2014and influences the emergence of digital management, the digital economy, the Internet economy, and deterministic ICT.<\/span><\/p>\n

    Today, we find ourselves at the dawn of the Fourth Industrial Revolution, which was sparked by the development of digital technologies and accelerated by the Internet and low-cost sensor devices, as well as advanced artificial intelligence and self-learning machines. Digital technologies\u2014which are based on computer hardware, software, and networks\u2014are not new; however, as we move beyond the Third Industrial Revolution, they are becoming more complex and sophisticated, with the potential to transform entire societies and the global economy.<\/span><\/p>\n

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

    The capabilities of new machines, the rapid advancement of technology, and human capital all indicate that the rapid acceleration of digital development is driven by the advancement of digital technologies related to the development of artificial intelligence, robotics, and the creation of machines capable of moving and interacting with the physical world of factories, warehouses, and offices. With each new generation of smart devices, it is precisely stock analysts and engineers in the petrochemical industry who face the greatest risk of being replaced by machines. Robotics experts have acknowledged that it is extremely difficult to create machines that can match the skills of even the least-trained workers. When it comes to working in the physical world, humans have a huge advantage over machines in terms of flexibility.<\/span><\/p>\n

    Today\u2019s factories\u2014especially large-scale plants in countries with high wages\u2014are highly automated, but they are not filled with general-purpose robots. Instead, they are equipped with specialized machinery that is expensive to purchase, configure, and reprogram.<\/span><\/p>\n

    Digital, exponential, and combinatorial power have made two of the most important events in human history possible:<\/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 shared digital network. Each of these achievements, taken individually, would fundamentally transform growth potential, and together they are more significant than anything since the Industrial Revolution, which forever changed the nature of physical labor. Digital machines have broken free from their limitations and are demonstrating vast capabilities in pattern recognition, complex communication, and other areas that were previously the exclusive domain of humans.<\/span><\/p>\n

    Recently, we have seen significant progress in natural language processing, machine learning (a computer\u2019s ability to automatically analyze large amounts of data), computer vision for tracking the real-time locations of vehicles on roads and mapping, and solving many other fundamental problems. Artificial intelligence will not only improve the quality of life but will also be able to save lives. The main fuel for accelerating progress in the world is our store of knowledge, while the main obstacle is a lack of imagination; therefore, such development will stimulate human development and, at the same time, the progress of humanity. Digital technologies that expand the capabilities of machines contribute to their rapid development, which requires the cultivation of human capital. Economic development can help solve a multitude of other problems, and productivity growth is linked to innovations in technologies and production methods.<\/span><\/p>\n

    \u00a0<\/strong><\/span><\/p>\n

    The VUCA concept as a way of expressing volatility, uncertainty, complexity, and ambiguity <\/em><\/strong><\/span><\/p>\n

    We are living in a time of profound instability and crisis, a transition to a digitally driven society shaped by the Fourth Industrial Revolution, which calls for a reset of civilization\u2014a process that requires the pursuit of innovative approaches to its implementation.<\/span><\/p>\n

    Modern civilization, facing a global and paradigmatic crisis, requires a reset of its foundational worldview, as it is beset by global challenges and is thus experiencing a crisis of the fundamental principles and values underpinning the entire world order. Since humanity and nature were pitted against one another, nature became extensively integrated into market relations, which gave rise to a new dependence on it and deepened the contradictions within the \u201chumanity-nature-society-technology,\u201d which has led to a loss of control over technology and to instability.<\/span><\/p>\n

    The COVID-19 pandemic has proven to be a trigger that causes post-traumatic stress disorder in people, resulting from psychological trauma and severe negative developments\u2014political, economic, educational, and personal\u2014 resulting in an era of turbulence. Global challenges have emerged due to the deep interconnectedness of humanity, which has united in the face of common survival issues on a global scale\u2014a development that has demonstrated that humanity, while united, though unprepared for the challenges that civilization brings. Despite the emergence of a global human community, it is not ready to face the challenges of the modern world, as there are no effective methods or mechanisms for managing global problems; therefore, everyone will have to live in a VUCA world, which has emerged from a state of equilibrium and transformed into a state of disequilibrium.<\/span><\/p>\n

    However, due to systemic crises, humanity will be forced to embrace systemic innovations. The VUCA concept, born out of the crisis of modern society, has led to a \u201crisk society\u201d as a consequence of modern civilization. The VUCA concept is associated with societal instability and is derived from the acronym for the following English words: 1) volatility; 2) uncertainty; 3) complexity; 4) ambiguity, in which challenges are difficult to predict. The VUCA concept is a concept of the Fourth Industrial Revolution, known as \u201clifelong learning.\u201d And to survive in today\u2019s world, one must be dynamic, capable of adapting quickly, and adjusting to the demands of this world.<\/span><\/p>\n

    The modern concept of VUCA in conditions of instability is based on the theory of complex systems, which is founded on the AGILE methodology and AGILE philosophy\u2014also known as agile methodology and agile philosophy (agile software development; agile \u2013 proven, flexible), which represent a methodology of complexity applied to the analysis of complex systems in the world of digital development.<\/span><\/p>\n

    The VUCA concept encompasses a range of methods, techniques, and generalizations of various approaches to software development\u2014a set of values based on the principles set forth in the widely accepted \u201cAgile Software Development Manifesto\u201d\u2014 and are capable of analyzing the complexity of systems, their purpose, and 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 refining specific action algorithms and agile management tools in the context of process management, where the Agile methodology serves as a system of new values.<\/span><\/p>\n

    The AGILE methodology applies to many areas of activity, including the digital paradigm of the economy and management, such as Scrum \u2014 the \u201cstructure\u201d approach and Kanban, the \u201cbalance\u201d approach\u2014which are used in an organization\u2019s innovation activities to facilitate the creation of innovative products, increase the share of digital products and services, and foster new forms of business based on digital technologies (the digital economy).<\/span><\/p>\n

    Methods of synergetic analysis include the theory of self-organizing open systems that find themselves at points of non-equilibrium, uncertainty, bifurcation (splitting), information stochasticity (insufficient information), and system drift, resulting in a shift in priorities. General scientific methods\u2014analysis and synthesis, conceptualization, abstraction; the law of the unity and struggle of opposites, since without struggle, there is no development. To analyze the VUCA concept, the SySt methodology (systemic structural constellation) was used as a methodology for the process of developing awareness and change toward stability.<\/span><\/p>\n

    At the heart of this complexity lies the restructuring of the system at the structural and functional levels with the aim of preventing or mitigating crises and instability, increasing the number of innovations, their adoption, and technology transfer as a tool for implementing innovation, reforming the management system using the AGILE methodology, reshaping people\u2019s mindsets, and developing a new system of values.<\/span><\/p>\n

    1. Volatility (instability, fluctuation, uncertainty), which is characterized by a situation that changes rapidly and unpredictably, making it impossible to foresee future developments or plan one\u2019s actions. A state of instability refers to a system characterized by unstable situations and unpredictable changes in terms of speed, nature, scale, and dynamics in unstable markets; many factors in rapidly changing circumstances influence decision-making, making it very difficult to predict outcomes, as the world has become globalized and everything is changing very quickly. For every problem, one must find a strong solution and be able to survive in this creative chaos. However, a systematic strategic approach can lead to stability, but this requires flexibility, a high level of self-awareness and self-esteem, a clear mind, and an understanding of one\u2019s own constructions and deconstructions.<\/span><\/p>\n

      \n
    1. Uncertainty (unpredictability, rapid change, and significant fluctuations), which is driven by disruptive changes that make it difficult to predict the future. Uncertainty refers to the lack of information needed to forecast consequences and plan necessary actions in the context of COVID-19. The Global Uncertainty Index (GUI) has been introduced; it is linked to the situation of instability and macroeconomic indicators based on the volatility of key financial and economic variables, the stock market, risks, lower GDP growth, and economic and political instability, covering 143 countries worldwide with a population of nearly 2 billion people<\/span><\/li>\n
    2. Complexity (complexity, confusion, a large number of problems) leads to a situation where a combination of facts, causes, and factors that are difficult to understand contributes to the emergence of an ever-increasing number of problems and contradictions, leading to the collapse of complex systems. Complexity, which results in a constellation of facts, causes, and factors that are difficult to understand, contributes to the emergence of an ever-increasing number of problems.<\/span><\/li>\n<\/ol>\n

      Complex systems are systems composed of a vast variety of components capable of generating new qualities, which manifest themselves in the spontaneous formation of temporal, spatial, and functional structures. Complex systems encompass self-organization, nonlinear dynamics, turbulence theory, synergetics, dynamic systems, instabilities, and stochastic processes. These are the problems of the irreducible complexity of human civilization. Currently, China is demonstrating stable governance. Other countries are moving toward a supranational level and seeking their own niches; there, the world is being reshaped (deglobalization or \u201cslow globalization\u201d\u2014a slowdown) amid instability, uncertainty, turbulence, chaos, and risks; so leaders must master the full scope of information and cutting-edge creative technologies to survive the coronavirus pandemic, which requires overcoming information entropy (a measure of uncertainty, chaos, and disorder).<\/span><\/p>\n

        \n
      1. Ambiguity (ambivalence, vagueness, uncertainty, doubt, duality), which makes it difficult to answer the questions \u201cwho, what, when, and why\u201d\u2014this is our reality, since nothing is stable. Humanity must acknowledge the changes it can control, and for now, this is defined by the lack of a clear understanding of the rules of the game, the need to adapt to everything that is happening, and to develop creativity, communication, and critical thinking, since it is difficult to answer the questions \u201cwho, what, when, and why.\u201d Perhaps before the pandemic, people did not pay attention and did not see the threat to economic balance, which led to the chaos that ensued as a result of rapid, unpredictable changes that had been accumulating for many years due to crises, chaos, and the unpredictability of events.<\/span><\/li>\n<\/ol>\n

        Instability, uncertainty, complexity, ambiguity\u2014a state of threat, the absence of changes in government, the absence of changes in the constitutional order and the rules of the game (S. Huntington), the absence of structural and structured changes (D. Siaring), and the lack of a balance of political forces (J. Lively)\u2014all of which affect the state of small and medium-sized businesses and the stability of organizations.<\/span><\/p>\n

        The modern VUCA concept reflects these changes, and success goes to those who are adaptable, flexible, ready for change, and use creative approaches, as a paradigm shift has occurred and the world has changed. A crisis is a crucial time for change and for reshaping the world using new strategies and new ways of thinking, since old methods cannot solve new problems. The conditions of the digital economy have come to be defined as a disruptive environment if we fail to adapt. We need to seek out breakthrough tools through digital technological innovations; living in chaos means being flexible and able to survive amid the fluidity and complexity of life.<\/span><\/p>\n

        How to survive in a state of uncertainty, when today\u2019s world is characterized by a high degree of volatility and the emergence of an ever-increasing number of complex problems and situations: treat change as a normal phenomenon, since new conditions present new opportunities; develop a flexible model of managerial thinking; be adaptable to rapid changes and able to solve unpredictable problems; leverage your organization\u2019s competitive advantages.<\/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 \u201csteady.\u201d P (predictable); O (ordinary); D (definite). This instability in civilization has resulted from the fact that we have reached planetary limits and have almost exceeded them, to the point where civilization is no longer capable of providing the entire population with all the benefits of civilization\u2014food, clean water, and clean air.<\/span><\/p>\n

        Today, as a result of the devastating impact of industrial enterprises on the environment, global evolutionary changes are taking place because everything has changed\u2014the climate, the acceleration of the greenhouse effect, changes in biodiversity, ocean acidification, and the loss of a stable equilibrium. Therefore, we must transition to:<\/span><\/p>\n

        – From the planet's destruction to its regeneration\u2014without collapse, without global wars:<\/span><\/p>\n

        – to strengthen boundary stability, which requires passing through the \u201cbifurcation point\u201d of the 21st century, recognizing the scale of the crisis, the need to restructure consciousness based on the principles of the noosphere and reason, the formation of society as collective cooperation, and the formation of a new Anthropocene as the anthropological foundation of humanity;<\/span><\/p>\n

        – to embark on post-crisis development, which requires finding that transition point (turning point, inflection point) that will lead us back to a stable world free of catastrophes, but to do so, we must pass through this bifurcation point;<\/span><\/p>\n

        – A reboot of civilization is needed through the search for an evolutionary attractor, the restructuring of consciousness and culture, and new approaches to the interaction between humans and nature:<\/span><\/p>\n

        – developing noospheric thinking to break through into a new future\u2014\u201chumanity-technosphere-biosphere\u201d:<\/span><\/p>\n

        – We need cooperation based on universal human values as a new way of living and thinking in order to learn how to survive in a VUCA world;<\/span><\/p>\n

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

        – to shape an eco-regenerative future as a polyphonic vision of the future, using agroecological solutions;<\/span><\/p>\n

        – to foster an organic, ecosystem-based way of thinking and a new ethical value system.<\/span><\/p>\n

        As a result of these actions, a nonlinear future will take shape\u2014one that must find answers to global evolutionary crises, in which new patterns of behavior will be discovered, a new congruence with complexity, and a transition toward a congruently responsible restoration of human subjectivity\u2014as humans must become agents in shaping their own future. To achieve this, a new educational system is also necessary to train the appropriate specialists.<\/span><\/p>\n

        \u00a0<\/strong><\/span><\/p>\n

        Concepts of Socially Responsible Management in the Context of Complexity Methodology and the \u201cNew Normal\u201d<\/em><\/strong><\/span><\/p>\n

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

        The architecture of complex systems evolves nonlinearly and is guided by the principles of a synergistic, systems-based approach and Agile management, shaped by information support programs and the design of organizational units as teams, with a focus on managing people and their interactions.<\/span><\/p>\n

        The primary goal of socially responsible management as a science and academic discipline is to conceptualize new methods, approaches, and principles aimed at shaping organizations that are flexible and grounded in complexity and nonlinearity, and whose leaders are guided by systematic, analytical, and expert thinking.<\/span><\/p>\n

        The main goals of socially responsible management as a science and academic discipline \u2013 to build flexible teams equipped with advanced algorithmic thinking and a culture that allows them to move away from outdated management approaches and methods and embrace new trends that will help them survive in conditions of instability, uncertainty, and informational stochasticity.<\/span><\/p>\n

        The task of socially responsible management is to enhance the role of organizational units as systemic, integrated entities, taking into account economic, sociopolitical, and cultural factors. The main goal of management personnel is to develop a concept of social responsibility for managers that would help resolve contradictions within the \u201chuman-nature-society-management\u201d system and be geared toward the socially oriented and environmentally balanced development of organizations.<\/span><\/p>\n

        Management in today\u2019s world has led to a \u201crisk situation\u201d that requires a way out of instability, complexity, and uncertainty; therefore, the development of a concept for socially responsible management must be aimed at utilizing environmentally safe technologies through the use of Agile management, Enlightenment 2.0, and new digital technologies of the Fourth Industrial Revolution. At the heart of the concept of socially responsible management lies a new managerial concept of eco-regenerative management as the foundation for achieving a circular economy and the 17 Sustainable Development Goals, as well as a new culture of thinking, a culture of management, and environmental sustainability.<\/span><\/p>\n

        The development of a concept for socially responsible management involves the formation of new managerial approaches to organizing work based on collective cooperation, grounded in the principles of noospheric thinking; cultural management as the top priority for expressing the social responsibility of organizational leaders.<\/span><\/p>\n

        The concept of socially responsible management is based on ecosystem principles and a new ethical value system capable of resolving the issues of interaction between \u201chumanity, the biosphere, the technosphere, and the infosphere.\u201d The concept of socially responsible management aims to leverage new environmentally safe trends that will enable a transition to eco-regenerative management and its nature-oriented dimension, which is based on the circular economy. The systemic components of the concept of socially responsible management are based on the social responsibility of leaders, driven by the use of new digital technologies and innovative solutions, which are grounded in the goals of a socially oriented, environmentally balanced, and socially responsible management approach aimed at overcoming the challenges of COVID-19 and the post-COVID-19 era.<\/span><\/p>\n

        The goal of the concept of socially responsible management is to establish the theoretical and practical foundations of the concept of social responsibility in management as a factor in the sustainable development of organizations, based on the transition from a state of instability, uncertainty, and ambiguity to balanced, sustainable development, a shift from environmentally hazardous to environmentally safe development, and structural changes that will help resolve crisis situations and leverage the organization\u2019s competitive advantages by applying the principles of the UN Global Compact. The objectives of the concept of socially responsible management are:<\/span><\/p>\n

        1) research into the processes of evolution from unsustainable governance to ecologically balanced, socially oriented, and innovative, breakthrough development in conditions of instability;<\/span><\/p>\n

        2) identifying innovative mechanisms for implementing sustainable development management, based on cutting-edge, breakthrough information and communication technologies combined with advanced innovative technologies that contribute to the development of a high-tech foundation;<\/span><\/p>\n

        3) research and application of smart data science technologies, based on data mining (data search) as the primary resource for organizations\u2014a factor in overcoming information stochasticity\u2014aimed at addressing information gaps and identifying pathways to sustainable development;<\/span><\/p>\n

        4) developing a concept of management as an expression of organizations\u2019 social responsibility, which would help identify the inherent interdependence between three variables\u2014the innovative and technological potential of organizations, the quality of cultural and business regulators, and the cultural management of organizations\u2014as conditions for the transition to sustainable development and a sustainable economic and social system, underpinned by the social responsibility of all leaders.<\/span><\/p>\n

        The development of the concept of socially responsible management as a factor in socially oriented and environmentally balanced development stems from the fact that we are living in a time of profound instability and crisis, a transition to a digitally developing society driven by the Fourth Industrial Revolution, which requires innovative approaches to achieve its goals.<\/span><\/p>\n

        Modern management, driven by a global and paradigm-shifting crisis, requires a reset of the organizational and managerial foundations of institutions facing global challenges to the world order. Because humanity and nature have been pitted against one another, they have become deeply entangled in market relations, which has exacerbated contradictions within the \u201chuman-nature-society\u201d system and led to a loss of control by leaders over this state of instability.<\/span><\/p>\n

        And to survive in a globalized world, organizations must be dynamic and capable of adapting quickly to the demands of this world. Since management is facing a situation of slowdown, uncertainty, turbulence, chaos, and risks, leaders must master all new approaches to helping organizations emerge from the crisis, which requires them to master the full scope of information and cutting-edge creative technologies in order to survive the coronavirus pandemic and overcome information entropy (a measure of uncertainty, chaos, and disorder).<\/span><\/p>\n

        This instability stems from the fact that governance is facing a critical \u201cplanetary boundaries\u201d crisis and is unable to provide the entire population with the fruits of civilization\u2014food, clean water, clean air, and the Internet. The technosphere has now joined the \u201chuman-nature-society\u201d contradiction. The development of a new concept of socially responsible management as a factor in socially oriented and ecologically balanced development amid the COVID-19 pandemic will enable us to anticipate nonlinear development, find solutions to global evolutionary crises, and identify new patterns of behavior. As a result of implementing this concept, a new understanding of congruence with complexity will emerge, along with the acceptance of complexity and a transition toward the congruent restoration of human agency through a new system of management values that is socially oriented, ecologically balanced, and socially responsible system of values.<\/span><\/p>\n

        In conditions of uncertainty<\/em>, the complexity of an industrial enterprise increases, requiring a self-regulating system, on the quality of which the results of its operations depend. According to complex systems theory, the implementation of any given process affects the entire industrial enterprise, which will always face uncertainty; therefore, it is necessary not only to adapt to changes but also to optimize the system. The complex problems faced by an industrial enterprise are linked to unpredictability; solving these problems lies in a critical analysis of the entire system, rather than merely in changing specific processes. It should be noted that the conditions for an industrial enterprise\u2019s survival amid uncertainty and adaptation to change contribute to an increase in entropy within the enterprise<\/em>, just as it does in society; and as the environment becomes more complex, the enterprise also evolves toward greater complexity and uncertainty. The steady state of<\/em> an industrial enterprise\u2019s system<\/em> is the search for an attractor (a point of attraction) that sets all of the enterprise\u2019s subsystems in motion; therefore, it is important to identify the attractor as the point of attraction. The forced implementation of \u201cimprovements\u201d rarely yields the desired result. We believe that solutions should be sought in the external environment, since attractors depend on the environment in which the system operates; thus, when the environment changes, the enterprise\u2019s system and subsystems change as well. Some changes introduced into the environment have such a powerful effect on attractors that they simply disappear, causing the system to automatically find a different trajectory leading to another attractor. This could be an attractor that did not previously exist. When making changes to a team or an enterprise, one should not attempt to force them off the track the enterprise has found itself on, as this would require enormous effort and yield only mediocre results. It is far better to modify the parameters of the environment in which the company or team operates until its current state loses stability and eventually becomes unsustainable. We must create an adaptive landscape<\/em> in which the company can operate effectively, exceeding the limits of its own adaptability. Systems capable of reaching the highest points in the adaptive landscape have the greatest chance of survival. Systems that possess the ability to continually reconfigure their internal organization undertake an adaptive walk through the corresponding landscape. An adaptive walk is the process by which a system transitions from one configuration to another in order to maintain its adaptation to circumstances, changing the requirements for functionality, people, and tools, revising schedules, and making changes to production processes. The form of the adaptive landscape depends on both the system and its environment. Therefore, the survival strategies of one system cannot be easily transferred to other systems, as the adaptive landscapes of different enterprises differ from one another, and only enterprise leaders can implement them. Systems adapt to the external environment and to one another\u2014that is, they co-evolve under the new conditions of informatization, digitalization, and globalization. Thus, we can note that: 1) the internal structure of each enterprise has its own internal code, which must be filled with new, innovative content; 2) people or processes work well only in combination with specific people or processes; 3) an enterprise\u2019s survival strategy must be reassessed by reconfiguring the system\u2019s components and creating an optimal configuration in which the impact of each element will be positive, provided that the catastrophes of complexity and chaotic fluctuations are overcome. Self-organization<\/em> is the process by which structures or forms emerge within a system that are not the result of centralized or external influence or planning; it is a natural norm, the behavior of typical dynamic systems, regardless of whether such systems are composed of atoms, molecules, viruses, biological species, or companies. Self-organization, as a principle for creating structures, permeates the entire space as a result of creative self-organization, giving rise to the concept of \u201cself-organized teams\u201d that operate on the principles of collaboration and creativity.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

        Click here to view the materials in English\/ Click here to view the materials in English \u00a0 Module 5, \u201cModern Management and Administration Technologies in the Context of Global and National Challenges,\u201d is designed to help students master new technologies in 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-1921","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/pages\/1921","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=1921"}],"version-history":[{"count":0,"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/pages\/1921\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.uaace.org\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1921"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}