ORGANIZATIONAL TRANSFORMATION AS AN ADMINISTRATIVE MANAGEMENT TOOL: EXPERIENCE IN BUILDING A PRACTICE-ORIENTED MODEL IN AN EDUCATIONAL ORGANIZATION

The article discusses the concept of organizational transformation of the university with the aim of ensuring a systematic, results-oriented model of practical training. The methodological basis of the study is the OTA Group approaches, which provide for a functional division into areas of results, service, and quality. One of the tools for such a transformation should be the creation of a temporary transformation office – a coordinating structure formed for the period of implementation of changes and performing the functions of the organizational core of the transformation process. The work emphasizes the need to move from a hierarchical management model to an integrated, dialogical, and project-based one. The key structural components of the new model have been designed: the Career Development Center as a strategic coordinator, faculty competence centers as nodes of interaction with the labor market, and a new vertical partnership management structure. Mechanisms for setting operational (OI) and strategic goals (OKR), structuring responsibilities, developing horizontal interaction, and introducing performance indicators have been proposed. Considerable attention is paid to the role of administrative management as a mechanism of managerial discipline, which needs to be updated on the basis of openness, transparency, and service logic. The importance of involving business and stakeholders in decision-making on educational programs is substantiated. In the context of staffing, new roles and competency profiles are highlighted (career development center coordinator, employer relations specialist, career advisor, mentoring and educational program coordinator, labor market analyst), and principles for forming flexible teams and supporting a culture of development are outlined. The proposed model envisages not only structural change but also a transformation of management logic, in which practice becomes not an addition but the organizational core. The university emerges as a space for interaction between education, business, and students, focused on professional growth. Separate emphasis is placed on the need to institutionalize the new structure through regulatory documents, digital tools, and a review of staffing policy. This ensures the sustainability of changes and the possibility of scaling them up.