Institutional management in the modern society: strategies and methods

Institutional management, the essence of which lies in the introduction of new norms and rules of behavior into public life, expands the boundaries of its use in the postmodern era. The aim of the article is to create a typology of methods and strategies of institutional management, based on the identification of various types of institutional changes.

With the use of formal logical procedures of typology and classification, as well as the application of synchronous and diachronic analysis, criteria of institutional changes are identified, in relation to which the most effective strategies and methods of management are determined.

A typology of institutional changes has been created, strategies and methods of management and communication impact on the object of management for each type of change have been determined. The typology uses two criteria: 1) the scale and targeting of changes and 2) the radicality and resource-intensiveness of changes. Four types of changes are identified: 1) targeted change with a clear benefit and insignificant resource costs for a person; 2) change with a depersonalized effect that does not require significant costs from a person; 3) targeted and resource-intensive change for a person; 4) a change with an abstract benefit that requires significant efforts from a person. For these changes, 5 possible strategies have been identified, differing in the strength of the information impact and content focus: an informative strategy, a persuasive strategy, an incentive stimulating strategy, a personalization strategy, and a comprehensive motivating strategy.

The proposed typology is aimed at operationalizing the choice of institutional management methods. Its use can increase the effectiveness of introducing new norms and rules into society by subjects of institutional management: states, companies, and non-profit organizations.

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