LIFE CYCLE ANALYSIS OF THE MINISTRY OF YOUTH POLICY OF THE DONETSK PEOPLE'S REPUBLIC

Abstract

Objective. The purpose of this study is to analyze the life cycle of the Ministry of Youth Policy of the Donetsk People's Republic as an organization and to develop recommendations for improving the management of government organizations based on the identification of the cycle stage. Materials and Methods. The study was based on official data published on the website of the Ministry of Youth Policy of the Donetsk People's Republic, including reports on the ministry's activities for 2024, a list of ongoing projects, and information about youth organizations in the region. The theoretical framework was based on research in the fields of organizational theory and management analysis, focusing on the concept of the organizational life cycle, including the use of the Adizes model, which describes the stages of organizational development from inception to decline. The research methodology is based on a qualitative analysis of the institutional characteristics of the Ministry as a government agency: its goals, structure, regulatory framework, and activity dynamics. Results. Comparing the actual signs of the Ministry's activities with the criteria of each stage of the Adizes model allowed us to identify the current phase of the life cycle. The analysis results showed that the Ministry of Youth Policy of the Donetsk People's Republic has successfully passed the stages of nurturing, infancy, and youth, and is currently on the verge of reaching maturity and stability, with no signs of aging or bureaucratization. A high level of operational activity has been recorded: 24,000 youth events were held in 2024, with over 500,000 participants, five major projects have been implemented since 2024, and 26 youth public organizations are functioning. Recommendations have been formulated to maintain the stability achieved, including coordinating the work of public organizations, analyzing project errors, and comparing the quantitative indicators of 2024 and 2025 to assess the sustainability of activities. Conclusion. The analysis confirmed the applicability of I. Adizes's life cycle model to public authorities operating in the context of institutional transformation. The Ministry of Youth Policy of the Donetsk People's Republic demonstrates the dynamics typical of the flourishing stage with a transition to stability, which is reflected in the growth of implemented programs, the expansion of the audience, and the strengthening of the organizational structure. The absence of signs of aging allows us to predict the possibility of maintaining the organization in the stability phase for an extended period, provided that the selected sustainability indicators are systematically monitored. Further research can be focused on a comparative analysis of the life cycles of other regional executive authorities, as well as on developing a methodology for quantifying the transition between stages for state organizations.