PROBLEMS OF ORGANIZATIONAL AND MANAGERIAL ACTIVITIES OF SERVICE MARKET ENTERPRISES IN MODERN CONDITIONS OF MARTIAL LAW

Abstrakt

PRESENTATION AND PURPOSE OF THE STUDY. Against the backdrop of military aggression, the organizational and managerial activities of market services enterprises (including the hotel and restaurant business) faced critical challenges. The priority of management has radically shifted: from innovative development and competitiveness to ensuring operational stability, adaptability and effective functioning in the anti-crisis management mode.

The relevance of the topic is due to the low destructive factors, such as physical destruction of assets, disruption of logistics chains, critical decline in demand and a deep personnel crisis (due to migration/mobilization). The research focuses on the transformation of management processes at the micro level - within the organizational structure.

The main task of the work is to substantiate and develop a set of practical recommendations to increase the viability, stability and adaptability of enterprises to military-economic realities, outlining the directions of innovative restructuring of management systems.

RESEARCH METHODS. To achieve the goal, a set of methods of scientific knowledge was used: a systemic approach (allowing to consider organizational and managerial activities as a holistic, dynamic system that is under the influence of extreme external shocks, assessing the relationship between the destruction of infrastructure, personnel crisis and financial stability), analysis and synthesis (used to decompose complex reality). (operational, personnel, financial and risk management) and integration of results to form a clinical concept of crisis organizational adaptation), a comparative method (helped to compare management decisions in conditions of stability with emergency decisions of wartime to identify key innovative changes), a predictive method (used to assign strategic guidelines aimed at recovery and sustainable development).

CONCLUSIONS. The conducted study confirmed the fundamental transformation of organizational and managerial activities.

Personnel crisis: Recognized as the most acute challenge. It requires management to restructure HR processes, including accelerated retraining and increased attention to psychological support for personnel.

Operational resilience: The greatest resilience was demonstrated by the enterprise that carried out a rapid innovative restructuring, which included accelerated digitalization of internal and external processes. Automation and the transition to remote forms of management became compensatory mechanisms against damaged logistics chains and staff shortages.

Financial Management: Switched to strict cost optimization and the use of short-term risk management tools due to a limited planning horizon.

Main conclusion: Management has switched to a highly adaptive crisis response model, where operational resilience has replaced strategic development. Innovative activity is manifested not so much in technological breakthroughs as in radical organizational restructuring and the ability to quickly repurpose services. Effectively overcoming these challenges is the key to survival and the basis for post-war recovery.

KEYWORDS: management; market services; martial law; crisis management; adaptability; personnel crisis; organizational activity.