Management of Tourism, Hotel and Restaurant Business in Ukraine

The purpose of the article is to outline the specific features of management strategies for the tourism and hotel and restaurant business in Ukraine in the short term and in the long term. The hospitality sector is highly dependent on the socio-cultural environment in which services are provided. Over the past few years, Ukraine has become an arena of force majeure situations in the economic, legal, and socio-economic dimensions (COVID-19 pandemic, martial law). It is noted that the dynamism of public life directly affects the management activity in the tourism and hotel and restaurant business, updating such guidelines as: management flexibility, management innovation, management pragmatism. The instability of the Ukrainian economic space, which was exacerbated by force majeure, has significantly exacerbated both the institutional and organisational components of hospitality management. Under such force majeure conditions, business strategies are effectively halted, and all economic activity is based on the direct activities of managers and staff of the hospitality industry entity. The algorithm, according to which economic activity is carried out according to predetermined paths, loses its relevance, switching to a manual control mode that responds to external factors and organises work in real-time. The tasks of scientific research can be divided into two aspects: the peculiarities of organising management activities in the hospitality sector in the context of the crisis in Ukraine; prospects for institutional innovations in the management of the tourism and hotel and restaurant business. Methodology: The methodological basis for the study was general scientific methods that focus on the synergistic principles of self-organisation, interdisciplinarity, and scientific integration. At the same time, the methods of analysis and modelling that are actively used in scientific research are reinforced by the ideological and mental aspects of pluralism and multiculturalism. It is worth noting that the study focuses on the economic, socio-cultural, and human aspects of managerial activity. The article outlines the problem with statistical analysis, which is not sufficiently informative and holistic (and in some cases, not available at all due to the impossibility of data collection) in describing the quantitative indicators of the management system and the functioning of hospitality industry facilities in general. The scientific novelty of the article is caused by changes in managerial activity in the service sector in Ukraine, which are actually formed online. Therefore, the novelty is mainly operational and practical, accompanied by daily transformations of managerial activity in difficult conditions. The peculiarity of scientific research of the problem of management in the service sector of Ukraine in the modern period is the priority of practicality over theoretical and methodological analysis. Even an analysis of the literature on this issue demonstrates the undeniable dominance of actual everyday realities over management strategies (especially long-term ones). Conclusion: Thus, the uncertainty of the socio-cultural nature generates new principles of organising the management of the tourism and hotel and restaurant business, which are mainly situational guidelines. Among the vectors of development of the hospitality and tourism business management system in Ukraine are: adaptability, integration, self-organisation, innovation.