Academic literature on the topic '+621(043.3)'
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Dissertations / Theses on the topic "+621(043.3)"
Тарасова, Ганна Олександрівна. "Управління розвитком промислових підприємств в умовах економічної нестабільності." Diss., Тернопільський національний технічний університет ім. Івана Пулюя, 2019. http://elartu.tntu.edu.ua/handle/lib/27938.
Full textЗМІСТ ВСТУП 42 РОЗДІЛ 1. ТЕОРЕТИКО-МЕТОДОЛОГІЧНІ АСПЕКТИ УПРАВЛІННЯ РОЗВИТКОМ ПРОМИСЛОВИХ ПІДПРИЄМСТВ 53 1.1. Управління розвитком промислових підприємств за різних умов зовнішнього середовища 53 1.2. Методологічні положення управління розвитком промислових підприємств 66 1.3. Сутність антисипативного управління розвитком промислового підприємства 85 1.4. Мотивація до розвитку промислових підприємств 99 Висновки до розділу 1 113 РОЗДІЛ 2. АНАЛІЗ ТЕНДЕНЦІЙ ТА ПРОБЛЕМ УПРАВЛІННЯ РОЗВИТКОМ ПРОМИСЛОВИХ ПІДПРИЄМСТВ В УМОВАХ ЕКОНОМІЧНОЇ НЕСТАБІЛЬНОСТІ 115 2.1. Аналіз можливостей розвитку сучасних промислових підприємств в умовах кризи 115 2.2. Аналіз статистики циклічності економічних криз у світовій економіці та економіці України 136 2.3. Інноваційний розвиток промислових підприємств за кризових умов 154 Висновки до розділу 2 173 РОЗДІЛ 3. МЕТОДОЛОГІЧНІ ПІДХОДИ ДО УПРАВЛІННЯ РОЗВИТКОМ ПРОМИСЛОВИХ ПІДПРИЄМСТВ В УМОВАХ ЕКОНОМІЧНОЇ НЕСТАБІЛЬНОСТІ 177 3.1. Комбінаторний підхід до управління розвитком промислових підприємств в умовах складних криз 177 3.2. Визначення потенціалу розвитку промислового підприємства в антисипативному управлінні 196 3.3. Концептуальні положення управління розвитком промислового підприємства в умовах економічної нестабільності 210 Висновки до розділу 3 224 РОЗДІЛ 4. СИНТЕЗ МЕТОДІВ УПРАВЛІННЯ РОЗВИТКОМ ПРОМИСЛОВИХ ПІДПРИЄМСТВ В УМОВАХ ЕКОНОМІЧНОЇ НЕСТАБІЛЬНОСТІ 225 4.1. Прогнозування кризових явищ при управлінні розвитком промислового підприємства 225 4.2. Активізація антикризових стратегій розвитку промислового підприємства на підставі слабких сигналів 243 4.3. Адаптаційна диверсифікація розвитку промислового підприємства в умовах кризи 262 4.4. Оптимізація розвитку промислових підприємств в різних умовах функціонування 281 Висновки до розділу 4 293 РОЗДІЛ 5. РЕАЛІЗАЦІЯ ОРГАНІЗАЦІЙНО-ЕКОНОМІЧНИХ ЗАХОДІВ УПРАВЛІННЯ РОЗВИТКОМ ПРОМИСЛОВИХ ПІДПРИЄМСТВ В УМОВАХ ЕКОНОМІЧНОЇ НЕСТАБІЛЬНОСТІ 297 5.1. Забезпечення планування роботи з сигналами в антисипативному управлінні розвитком промислового підприємства 297 5.2. Ітераційний підхід до моніторингу зовнішнього середовища в умовах економічної нестабільності 311 5.3. Інформаційне забезпечення аналізу потенціалу розвитку промислового підприємства в антисипативному управлінні 325 5.4. Оцінка стійкості розвитку промислового підприємства в умовах економічної нестабільності 339 Висновки до розділу 5 357 ВИСНОВКИ 359 СПИСОК ВИКОРИСТАНИХ ДЖЕРЕЛ 363 ДОДАТКИ 426
Хомич, Сергій Миколайович. "Обґрунтування парамбульбашкаетрів забірного пристрою засобу для добування сапропелю." Thesis, Тернопільський національний технічний університет ім. Івана Пулюя, 2014. http://elartu.tntu.edu.ua/handle/123456789/5435.
Full textКруш, Наталія Петрівна. "Управління інноваційною діяльністю корпоративних підприємств машинобудування." Thesis, НТУУ "КПІ", 2016. https://ela.kpi.ua/handle/123456789/15978.
Full textThe thesis is devoted to widening the theoretical provisions, scientific and methodological support and substantiation of practical recommendations to improve the management of innovative activity of corporate engineering enterprises. Economic content of innovative activity, as well as the essence of its management was determined. Principles of operation of the management system of innovative activity of corporate enterprises, which it was suggested to classify into system-wide, providing and resulting, were identified. Factors of influence on the results of innovative management were systematized and possibility of applying effective approach to its assessment was proved. Factors of influence are divided into the demand for innovation, public management of innovative activity and the internal potential of the enterprise. Tendencies of innovative activity were analyzed and revealed, financial and economic capacity for its implementation was diagnosed, an effectiveness of its management for corporate engineering enterprises was assessed. Based on the analysis of management system of innovative activity of corporate engineering enterprises it was revealed inadequate methodological support of assessing the effectiveness of strategic change in innovative activity of corporate engineering enterprises. This made it possible to offer scientific principles of strategic management of innovative activity of corporate engineering enterprises, based on the diagnosis of the power and direction of influence of demand for innovation, public management of innovative activity and the internal potential of the enterprise. They allow choosing the 23 rational strategy of innovative activity according to the type of innovative behavior (leaders, followers or outsiders), tools for their implementation in terms of goal-setting and exercising strategic control and audit. The criteria of the place and the role of innovative strategy in the system of corporate enterprise strategies were defined. Among them it should be noted: the need to accounting during development and implementation of all types of the strategies, accounting of the common vision for the organization, resource availability based on the strategic analysis at all levels and components of the strategies, availability of the rules of their distribution according to the ratio of standard and innovative activities, commensurate and reciprocal influence of goals of the strategies, impact on the degree of accessibility of the strategic development results, role in ensuring the potential of growth for the enterprise and its competitiveness, taking into account the basic conditions of environment and its subjects, ensuring internal and external synergies. It was determined that choice and change of innovative activity strategies in a volatile external environment and taking into account significant fluctuations in internal capacity of the enterprises should be gradual, stage nature, which contemplates the realization of the strategic goals, their audit with the subsequent decision on the further implementation according to the selected management tools. It was revealed that the corporate engineering enterprises have sufficient internal capacity to maintain the leading position both in domestic and foreign markets. Among those who implement the type of behavior of followers, many on the basis of the forecast will be able to improve the performance of innovative activity. On the basis of the findings there were given theoretical and practical recommendations on improvement of management of innovation activity for corporate engineering enterprises in selection and implementation of the relevant strategic goals and diagnosed their internal capacity to implement the recommended goals. These include, primarily, organizational and management, resource, technical and technological goals. In addition, general directions of efficiency increase of management of innovative activity were proposed for corporate engineering enterprises, including the need to implement the principle of differentiation of the public innovation policy and strategy.
Диссертация посвящена углублению теоретических положений, научно-методического обеспечения и обоснованию практических рекомендаций по совершенствованию управления инновационной деятельностью корпоративных предприятий машиностроения. Определено экономическое содержание инновационной деятельности, а также сущность управления ею. Идентифицировано принципы функционирования системы управления инновационной деятельностью корпоративных предприятий. Систематизированы факторы, влияющие на результаты управления инновационной деятельностью и обоснована целесообразность применения результативного подхода к его оценке. Выявлены тенденции инновационной деятельности, диагностировано финансово-экономическую способность к реализации, оценены результативность управления для корпоративных предприятий машиностроения. Предложены научные положения стратегического управления инновационной деятельностью корпоративных предприятий машиностроения, которые базируются на диагностике силы и направления влияния факторов среды и позволяют выбирать рациональные стратегии инновационной деятельности, инструментарий их реализации, осуществлять стратегический контроль и аудит. Предоставлено научно-практические рекомендации по совершенствованию управления инновационной деятельностью корпоративных предприятий базы апробации в соответствии с типом инновационного поведения в части выбора и реализации стратегических целей.
Поплавська, О. В., and O. V. Poplavska. "Формування стратегії корпоративної соціальної відповідальності підприємств за умов розвитку інтеграційних процесів." Дисертація, Хмельницький національний університет, 2019. http://elar.khnu.km.ua/jspui/handle/123456789/10234.
Full textThe dissertation is devoted to the formation of the strategy of corporate social responsibility of enterprises in the conditions of integration processes development. A generalization of the theoretical foundations for the development of the corporate social responsibility concept was made and its place and role in the management system of the machine-building enterprise was determined. The international experience of conducting social activity of business entities is analyzed and the features of the national model of socially responsible activity of enterprises are outlined. The analysis of influence of modern tendencies of machine-building industry development on the peculiarities of management of socially responsible activity of enterprises and their interrelation with stakeholders is carried out. The influence of organizational and functional load on the mechanism of enterprises’ management of socially responsible activity of machine-building industry is revealed. The program-targeted approaches to improving the management of corporate socially responsible activities of machine-building enterprises have been formed to determine the directions of social sphere development in modern integration conditions of management. In the context of the development of stakeholder theory, the author made the grouping of key stakeholders of the enterprise on the basis of their affiliation with the CSR implementation levels by the following characteristics: the nature of the institutional form, interaction with the enterprise, the degree of influence of social activity of the enterprise on the stakeholder, the degree of influence of stakeholders on social activity of the enterprise, belonging to the enterprise, depending on the functions performed in the implementation of its socially responsible behavior. Detailing the manifestations of external social activity of enterprises at the macro and micro levels will optimize their ranking, which will allow responding promptly to changing requirements for the level of CSR development in integration processes by making appropriate management decisions. The characteristics of the interests of the main stakeholder groups in the context of sustainable development are identified. A scientific and methodological approach to carry out internal monitoring of the achieved CSR level is proposed, which consists of five stages: formulating goals and defining a list of target strategic indicators; evaluation and analysis of local indicators by performance blocks; calculation of group and integrated CSR indicators; data analysis and development of recommendations for increasing the level of performance components; data visualization and documentation. The criteria of corporate social activity of the enterprise are systematized, which include ethical, legal, integration, economic and philanthropic taking into account the interests of external and internal stakeholders of the enterprise. Structural-logical model of strategy of risk management in the non-compliance with corporate social responsibility of machine-building enterprises in the conditions of activation of integration processes is developed, which made it possible to reveal more precisely the directions and measures of increasing CSR level based on monitoring and neutralizing the risks of non-compliance with CSR to minimize their negative impact. The directions and measures for increasing the level of CSR on the basis of monitoring and neutralization of risks of noncompliance with CSR to minimize their negative impact are determined. Using the expert survey and statistical information of the studied enterprises, the individual indicators of financial, social, stakeholder relations, social-labor and environmental components of corporate social responsibility of enterprises were defined and their integral indicators were determined. It is proved that for the enterprises of the machine-building industry it is important to comply with the limits of the defined indicators in order to constantly dynamically increase the integrated level of corporate social responsibility of the machine-building enterprises. Based on the expert method, it is established what indicators, in particular, include financial, social, stakeholder relations and social and labor components that are included in the integral indicator of the level of corporate social responsibility of the enterprise. The formula dependence of the integral indicator of the enterprise CSR level on the constituent indicators, which it includes, is derived. The integral CSR level indicator allows coordinating with partners the measures for the development of corporate social responsibility of the enterprise in the strategies of integration growth. It is proved that the increase of the CSR level of the enterprise will be due to any increase of individual components of the CSR. A scientific and methodological approach to assessing the level of corporate social responsibility of enterprises in the system of its strategic development is developed and describes the main stages of this assessment. The scientific and methodological approaches to calculating the weighting coefficients of groups of indicators are proposed in order to determine the objective integral indicator of the level of corporate social responsibility of the machine-building enterprise. The distribution of the main principles of CSR and strategic objectives of CSR, which are integrated into the overall business strategy of the enterprise in the conditions of the development of integration processes, is carried out. According to the list of goals and principles of CSR, the goal of the social responsibility strategy is solving a number of socially significant problems by creating prerequisites for a decent level of social security and promoting social cohesion. Therefore, the formation and implementation of an effective CSR strategy for the company involves the differentiation of external and internal spheres of implementation of social responsibility programs. In the process of forming a corporate strategy, measures have been proposed that allow increasing the competitiveness of domestic enterprises. The main directions for improving the relationship of strategic management and corporate social responsibility, as well as the problematic aspects in managing the CSR strategy at the enterprise are taken into account. In developing the strategy of corporate social responsibility an important component is its realization. When implementing the CSR strategy, the enterprise receives operational information about the current status of CSR, the possibility of introducing certain measures and the difficulties that arise. Of particular importance is the assessment of the effectiveness of measures aimed at implementing the strategy of corporate social responsibility at the enterprise and determining the competitive advantages of enterprise development in conditions of deepening the integration processes. It is proved that effective implementation of CSR strategy of an enterprise is impossible without relationships with stakeholders and their spheres of influence, which include: the state, enterprise staff, business partners, the environment, local communities, taking into account the external forms of CSR manifestation and integrating the internal components of socially responsible enterprise policy. It is determined that the development of a strategy of socially responsible activities and its integration into the strategy of enterprise development is obligatory. It is important to include it in the strategic map of enterprise development. Then it will be possible to evaluate the internal and external spheres of CSR within each strategic perspective on the economic, social and environmental components of CSR, summarizing them in the perspective of "Social responsibility of entrepreneurial activity". It is proved that implementation of conceptual bases of the implementation of CSR strategy in the conditions of integration processes of functioning, taking into account the directions of their development will enable the enterprise: to identify and evaluate problems in the social and labor sphere, to carry out their probable consequences for all social partners; identify directions and specific measures to improve the current state of socially responsible regulation of labor relations, develop ways to implement them, evaluate and select the most effective of them; to carry out continuous implementation of the planned perspective actions, while actively using the system of internal and external control; use progressive management methods, apply the principles of social responsibility within the overall corporate governance system for more effective regulation of labor relations, and provide the necessary resources; to develop a positive image focused on the priority of ensuring decent work, saving the life and health of employees; ensure openness and accessibility of information in the area of social responsibility through adequate information sharing and dialogue with all stakeholders; to ensure information openness and transparency, to establish active direct and feedback with all stakeholders. The basic principles of CSR and strategic goals of CSR are distributed, which are integrated into the overall business strategy of the enterprise under the conditions of development of integration processes. According to the list of CSR goals and principles, the goal of a social responsibility strategy is to address a range of socially significant issues by creating the preconditions for a decent level of social security and promoting social cohesion. Therefore, the formation and implementation of an effective CSR strategy of an enterprise involves the delimitation of the external and internal sphere of social responsibility programs realization. The directions of formation of a socially responsible strategy and its implementation tools are determined depending on the sectoral and regional specifics of the enterprise activity, which allowed identifying the main socially responsible programs that can be implemented by the enterprise in its activities.
Аксьонова, Людмила Іванівна. "Удосконалення методів оцінювання результативності процесів системи управління якістю (на прикладі підприємств машинобудівної галузі)." Doctoral thesis, Київ, 2018. https://ela.kpi.ua/handle/123456789/24476.
Full textОлексюк, Тетяна Василівна. "Формування стратегії управління фінансовою безпекою підприємств машинобудування." Thesis, НТУ "ХПІ", 2016. http://repository.kpi.kharkov.ua/handle/KhPI-Press/21978.
Full textDissertation on the receipt of scientific degree of candidate in economic science by speciality 08.00.04 – economics and management enterprises (by types of economic activity). – National Technical University "Kharkiv Politechnical Institute", 2016. The thesis is devoted to solution of important scientific problems of formation strategy of management of financial security engineering enterprises. Defined the concept of "strategy of management of financial security of the enterprise" through the clarification and disclosure of its components: "strategy", "management", "financial security of enterprise". Improved theoretical and methodological support of formation strategy of management of financial security engineering enterprises. The system of indicators to measure financial security, based on improved scientific and methodical approach to assessing the condition and level of financial security engineering enterprises. Soundly analytical and application ensuring analysis, evaluation and forecasting of threats external and internal environment of financial security engineering enterprises for the formation of their adequate strategies. Improved conceptual bases of formation strategy of management of financial security engineering enterprises as the foundation to help increase the level of financial security and stable development of the enterprise in the conditions of influence of external threats and internal environment. Improved conceptual bases of formation strategy of management of financial security engineering enterprises as the foundation to patronage increase the level of financial security and stable development of the enterprise in the condition of influence of external threats and internal environment. Developed scientific and practical approach to assessing the efficiency of implementation strategic alternative of management of financial security engineering enterprises. The main provisions of the thesis are confirmed by the practical results of their introduction in the engineering enterprises.