FUNCTIONAL CONFLICT AS A CONDITION FOR TIMELY CHANGE IN THE ORGANIZATIONAL STRUCTURE OF THE ENTERPRISE

Any process of transformation of the organizational structure has a driving force. One such force is functional conflict. In this context, it is important to manage the conflict so that the transformation of the structure is positive for the enterprise as a whole, and does not serve the interests of one of its constituent parts, since the main reason that drives a person in the desire to improve their situation, to raise their social status, is to distinguish themselves, to draw attention to oneself, to cause approval, praise, sympathy, or to benefit from them, while it should also be noted that the only force capable of restraining individual selfishness is the force of the group; the only force capable of restraining the selfishness of a group is the force of another that embraces their group." The conflict has meaning and confirms itself as a real conflict only to the extent that the actors, each from their side, seek to control the area of their interaction. This article examines the issue of managing functional conflicts between key parts of the organization during the transformation of its organizational structure, taking into account that the goal of the study is the formation of a functional conflict model as a condition for a timely change in the organization's structure. The basis of the model is the transformational transition of systems from an unbalanced state to a balanced one (the transformation of the negative relationship between the main part of the existing configuration and transformations into the planned form into a positive one) by transforming the negative cycle into a positive one, the total weight of which makes it possible to change the negative relationship between the basic values on a positive. The developed dynamic model of managing functional conflicts between enterprise components in the process of transforming the enterprise structure differs from the existing ones in that it determines the use of a dynamic conflict system, which consists of an equilibrium cycle (digraph) and an unbalanced cycle (digraph), and further transforms the conflict system into a conflict-free one, which accelerates the process of transformation of the enterprise's organizational structure and ensures a transition to a qualitatively new level.