PROBLEMS OF IMPLEMENTING CHANGES IN THE ADAPTIVE PUBLIC ADMINISTRATION SYSTEM

Abstract

The article examines the patterns of organizational changes in the public administration system, which make it possible to understand a multitude of interdependent interests and circumstances, as well as to use a number of analytical and management methods, and to integrate several processes into the activity simultaneously. The specifics of the side negative effects that may be associated with reorganization are studied, which include direct financial costs, a decrease in labor productivity at the transitional stage, increased pressure factors on the government body, the destruction of social specialization, the problem of machine execution and chain reaction, weakening the effectiveness of instructions and regulations, and disruption of the continuity of activity. Methodologically significant approaches to psychological preparation for organizational changes are investigated, as well as the problems of accumulating new experience of transformations in the activities of the government body. It is proved that the transitional state specifies where exactly real changes begin; levels of changes, goals are determined, transformations and development measures are carried out, and positive effects (if any) are consolidated and progress is monitored.