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As global practice shows, the fundamental mechanism for optimizing the activities of public authorities is strategic management, which involves the development and introduction of the latest technology to optimize their functioning and contributes to the formation of positive trends in the innovative development of the entire public administration system. Therefore, this article, based on the analysis of modern problems in the formation of strategic management in the development of the public sphere, demonstrates the expediency of using the strategic management methodology in the development of the public sphere to ensure its effective formation. The main strategic management tasks of state authorities are determined, solutions to which must be derived in compliance with the criteria of effectiveness and social responsibility. The need to change the management culture in the public sector is substantiated – in particular, the introduction of a strategic approach to management in the activities of state authorities is encouraged. The place and role of strategic management in the organization of the activities of state administration entities is defined. The main tasks of the strategic management of state authorities are also outlined, solutions to which must be carried out in compliance with the criteria of efficiency and social responsibility. The main stages of strategic management in the public sphere are characterized, the observance of which enables state authorities to quickly solve organizational problems and, in general, ensure the effective functioning of the public administration system at all levels. The key conditions for the effective work of state authorities in Ukraine are identified, and both modern innovative strategic management tools and the possibilities of their use in domestic state authorities are analyzed. It is substantiated that the analysis of strategic alternatives and the justification of strategy is conceptual task of strategic management, the achievement of which requires the use of an interrelated set of tools. The main directions of the development of the system of management of the activities of public sphere entities are studied, and it is emphasized that this should change in accordance with general trends in the development of management science. The implementation of strategic approaches should become a priority area of implementation for the new concept of public sector management. The stages of the strategic management of public sector entities are also proposed, taking into account their purpose and role in the development of the country and the objective of reforming the general public administration sector.

This article examines the essence of the definitions of management decision and decision-making, highlighting the essential components of these definitions. This later allows us to provide the authors’ definition of the concept of organizational and communication support of the decision-making process in the educational sphere. The article analyzes decision-making models that can be extrapolated in educational institutions under reform conditions. The Rational model is highlighted as a priority decision-making model for the educational sphere. Unlike existing models, the Rational model differs in a significant number of economic criteria, which helps to make accurate decisions among existing alternative choices. The communication process is considered, taking into account the stages of decision-making, where the relationships and correlations between actions at each stage of decision-making are revealed. This subsequently makes it possible to form a matrix of the interrelationship of factors of the development of organizational and communication support and stages of decision-making. The study of organizational and communication support for the decision-making process in higher education institutions makes it possible to schematically depict a complex organizational structure, where close communication links between departments are defined. It is noted that nformation about decisions is mainly provided remotely through the internal module of information and communication support. This allows the administrative and management unit to distribute management information for execution simultaneously to all units, eliminating the distortion of information. It also enables the educational institution to effectively interact with the external environment. The selected components of the organizational and communication support of the decision-making process allow a comprehensive approach to the substantiation of the hypothesis, which is based on the perception of organizational and communication support as necessary tools that have an impact on the quality of the decision-making process in the educational sphere.

The article focuses on the relevance of the implementation of information and analytical support mechanisms in the activities of local state administrations. Information resources and information processes in general become the main prerequisites for the effectiveness of public administration and local governments. This requires public authorities to implement systems and structures of information and analytical support of government activities, new forms and technologies of information use, new technologies for its collection, processing and analysis, creation and interaction of information databases. Theoretical bases of functioning of information and analytical maintenance mechanisms of local administrations activity are substantiated; practical offers concerning the improvement of processes of their formation and functioning in system of public administration are generalized and developed.

Investment and innovative development of industrial enterprises is driven by the influence on the sensitive indicators of their activity, which characterize technological singularity. Therefore, it is expedient to define them using adequate economic and mathematical methods that will identify the development and growth points that are characterized by the accumulation of information and are a manifestation of singularity. The purpose of the article is to determine the main sensitive indicators of the investment and innovative development of industrial enterprises, which are the points of technological singularity. The article proposes conceptual provisions for evaluating the investment-innovation activity of enterprises as a basis for their development. These provisions consider the activity of economic entities according to three states (functioning, growth, and development); evaluation of investment and innovation activities, both individually and in conjunction with the official statistical reporting of enterprises using a well-founded minimum sufficient system of partial indicators defined through the multidimensional factor analysis and combined into integral and summarizing indicators; determination of technological singularity points as a result of prediction of partial and summarizing indicators’ values via the neural networks method. A methodological approach is developed to substantiate the technological singularity points, the managerial influence on which is provided by the development of enterprises. The methodological approach is based on considering the investment-innovation activity nonlinearity, both explicit and latent tendencies of development, situationality and variability of its goals, strategic orientation and possible technological singularity of an enterprise. The proposals submitted were implemented based on statistical reports of the machine-building enterprises for 2014–2018.