INSTRUMENTS OF STRATEGIC MANAGEMENT OF GENERAL SECONDARY EDUCATION INSTITUTIONS IN CONDITIONS OF TRANSFORMATIONAL DYNAMICS

Abstract

The purpose of the article. This article is devoted to the identification and analysis of strategic management instruments relevant to general secondary education institutions (GSEI) functioning under conditions of transformational dynamics in the Ukrainian educational system. The goal is to reveal which tools contribute most to institutional sustainability, stakeholder engagement, and effective planning in the context of decentralization, socio-political instability, and European integration trends. The author aims to fill the gap in applied studies by adapting management principles to the current Ukrainian context of school governance. Methodology of research. The study is based on a dual methodological approach combining a theoretical review of current literature on strategic planning and management in education with an empirical survey of 56 staff members from three schools in Odesa. The respondents represented various structural roles – administration, teaching, and support staff. The survey assessed perceptions of existing strategies, levels of involvement in their development, access to managerial instruments, and collaboration with external stakeholders. Findings. The results demonstrate a generally positive assessment of the institutions' current strategic plans, indicating a high degree of internal loyalty and readiness for long-term change. At the same time, the research highlights a lack of consistent stakeholder participation, particularly in planning and evaluation processes. Institutional autonomy is recognized as a valuable asset, yet challenges such as chronic underfunding, regulatory inconsistency, and staff burnout hinder full implementation of strategic goals. Respondents favored structured tools such as SWOT and PEST analyses, as well as phased annual planning with measurable checkpoints, which reflect a growing culture of managerial literacy among educational leaders. Practical value. The study provides actionable recommendations for improving the effectiveness of strategic governance in GSEI. These include strengthening inclusive decision-making, adopting SMART goals and KPI-based evaluation systems, and institutionalizing internal audits to ensure monitoring and flexibility. Practical implications extend to school leaders, policy developers, and educational communities aiming to establish resilient, transparent, and community-oriented strategic processes in conditions of uncertainty and transformation.