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The article examines the structural changes of the management system in the regions as a factor of competitiveness and the sectoral structure of economic activity of Ukraine, where in modern conditions the dynamics and effectiveness of competitiveness are increasingly dependent on the system of labor force incentives, the culture of staff relations with consumers, the degree of involvement in service processes, etc. d.Change management is substantiated as a special management technology, which will contribute to increasing the level of efficiency and effectiveness, taking into account the positive image on the market in the industry.Issues of competitiveness have acquired strategic importance in the conditions of a market economy and martial law and remain insufficiently researched from the point of view of industry specifics, since clear mechanisms for the enterprise's entry into new global markets have not been developed, the factors influencing the main elements of competitiveness have not been defined and substantiated, and the assessment tools have not been substantiated competitiveness of domestic enterprises.The expansion of the geography of European supplies of Ukrainian products, the development of a system for determining the customs value of goods during export in order to prevent their unjustified understatement determines the main disadvantages and advantages of enterprise management in the competitive struggle.Stimulation to innovative development and positions of structural changes is facilitated by privatization, demonopolization processes and the formation of numerous market entities.management oriented to demand and competition.Tasks and projects in the regions are also characterized, taking into account the competition in the use of modern information and creative technologies.The implementation of approaches to structural changes in management is based on the skills of in-depth knowledge of orientation in a changing situation and complex situations.
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Петриняк et al. (2024) studied this question.
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