SOCIAL MANAGEMENT AS A TYPE OF SOCIAL ADMINISTRATION: THEORETICAL AND APPLIED LIMITS AND POSSIBILITIES

Abstract

This article addresses a pressing theoretical and practical issue within the field of public administration and social policy: the conceptual demarcation between the closely related yet distinct categories of "social governance" and "social management." In the context of ongoing large-scale reforms in Ukraine, including decentralisation and European integration, the precise understanding and application of these concepts become critical for enhancing the effectiveness of social sector interventions. The study is driven by the observed ambiguity in academic and professional discourse, where these terms are often used interchangeably, leading to blurred strategic priorities and methodological confusion in practical implementation. The primary objective of this research is to perform a systematic theoretical analysis of the essential characteristics, goals, methods, and subject-object relations inherent to social governance and social management. Building upon this analysis, the article aims to construct an integrative hierarchical model that clearly positions social management as an operational and technological subsystem within the broader, strategic meta-system of social governance. The methodological approach involves a critical review of recent Ukrainian scholarly publications, an analysis of domestic statistical reports (e.g., from the State Statistics Service of Ukraine and the Ministry of Social Policy), and the examination of monitoring data from international cooperation projects. The central thesis of the article posits that **social governance** (equivalent to the network-based 'governance' paradigm) constitutes the overarching framework. It is responsible for setting strategic goals, establishing legal norms, creating institutional architecture, and facilitating multi-stakeholder interaction between the state, private sector, and civil society. In contrast, **social management** is defined as its applied, project-oriented derivative. It focuses on the "how-to," employing concrete managerial tools—such as results-based management, theory of change, and impact assessment—to achieve specific social outcomes through efficient planning, organisation, and control of resources. The study illustrates this dichotomy with a practical example from disability inclusion policy, where national strategy formulation represents governance, while a local NGO's project for creating inclusive workplaces exemplifies management. The findings confirm a synergistic relationship between the two levels. Effective social governance creates the necessary enabling environment (stable funding, clear regulations) for successful social management. Conversely, the empirical evidence and performance metrics generated through managerial practices provide crucial feedback for adjusting and improving overarching governance strategies. The article concludes with practical recommendations for Ukraine, emphasising the parallel need to develop modern, participatory institutions of social governance while simultaneously building professional capacity in social management among public administrators, local government officials, and leaders of civil society organisations. This dual development is presented as a crucial prerequisite for translating strategic social policy documents into tangible, human-centred results and ensuring the efficient use of resources in a challenging post-reform context.