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Artigos de revistas sobre o tema "Business and Management"

Autor: Grafiati

Publicado: 4 de junho de 2021

Última modificação: 1 de agosto de 2024

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1

Svoboda, E. "Knowledge-management in managerial work of business management". Agricultural Economics (Zemědělská ekonomika) 53, No. 7 (7 de janeiro de 2008): 298–303. http://dx.doi.org/10.17221/1152-agricecon.

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The paper presents the results of the research projects with their applications in enterprise practice, in the sphere of strategic control of enterprise management focused on the methods of decision-making enabling an enterprise to respond to changes in the entrepreneurial environment. Rapid changes, principally in the external environment, require the business management to select new approaches and methods of decision-making and to have a well conceived algorithm enabling a flexible response to customers’ wishes using findings of knowledge management. The paper presents the results of applying the methods of BSG and SPACE analysis, namely during the years 1998−2006. The sphere of business of the company is also analysed using the correlation-table analysis method. All actions are focused on obtaining and maintaining the competitive advantage of the firm.

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Editorial Submission, Haworth, e Doris K. Williams. "Business Management". Journal of Housing For the Elderly 8, n.º 2 (10 de janeiro de 1992): 25–56. http://dx.doi.org/10.1300/j081v08n02_03.

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Feuer, Louis. "Business management". Case Manager 6, n.º 5 (outubro de 1995): 38–41. http://dx.doi.org/10.1016/s1061-9259(05)80015-3.

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Feuer, Louis. "Business management". Case Manager 6, n.º 4 (outubro de 1995): 36–39. http://dx.doi.org/10.1016/s1061-9259(05)80114-6.

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Feuer, Louis. "Business management". Case Manager 7, n.º 1 (janeiro de 1996): 35–36. http://dx.doi.org/10.1016/s1061-9259(96)80057-9.

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Feuer, Louis. "Business management". Case Manager 7, n.º 2 (março de 1996): 30–31. http://dx.doi.org/10.1016/s1061-9259(96)80127-5.

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Feuer, Louis. "Business management". Case Manager 9, n.º 6 (novembro de 1998): 22–23. http://dx.doi.org/10.1016/s1061-9259(98)80132-x.

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Dodds, J. Colin. "Business management". British Accounting Review 23, n.º 3 (setembro de 1991): 268–69. http://dx.doi.org/10.1016/0890-8389(91)90093-h.

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Alfai, Mujid, e Ana Susi Mulyani. "Business Management". Indonesian Journal of Advanced Research 2, n.º 12 (28 de dezembro de 2023): 1653–62. http://dx.doi.org/10.55927/ijar.v2i12.7404.

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The business management discussed in this article includes the functions and roles of management, company organization, management of the production of goods and services, and management of human resources. The main focus is understanding how effective management can improve company performance through strategic planning, good organization, efficient production supervision, and human resource management oriented towards developing employee potential. This article details the importance of integrating all these aspects in achieving business goals and increasing a company's competitiveness in a dynamic business environment. This article was created using the Literature Study Method by searching from book sources related to Business Management which were then studied and collected into data. In business management, the role and function of management is very crucial. Management is responsible for organizing the company, managing the production of goods and services, and managing human resources. By designing efficient organizational structures, coordinating production processes, and leading human resource development, management helps achieve business goals in a sustainable manner. Overall, the role of integrated management plays a key role in the success and growth of the business.

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Gómez Velázquez, Karel, Daniel Gálvez Lio e Gheisa Lucía Ferreira Lorenzo. "Business processes in business management". Revista Metropolitana de Ciencias Aplicadas 2, n.º 3 (1 de setembro de 2019): 99–111. http://dx.doi.org/10.62452/cdw3nd71.

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Over time, companies have organized themselves in different ways to develop the economy. During the industrial era they organized themselves as a collection of tasks that, according to the knowledge of the time, allowed economies of scale. At the end of the 20th century, new organizational structures emerged, such as the product line and the matrix. More recently, these architectures have evolved in a way that aligns people, work and capital with the processes that create value for the client. Business process management is a business methodology whose objective is to improve efficiency through the systematic management of processes, which must be modeled, automated, integrated, monitored and optimized continuously. This specialized essay deals with this topic and is developed in six sections. In the first, the generalities, history and evolution of process management are presented; the second and third deal with the process management approach and the life cycle phases. The fourth section is dedicated to the business process modeling techniques; one of them, BPMN, is discussed in section five, concluding the essay with section six related to the modeling tools.

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Patel, Jay S., e Keerthana V. "Disaster Recovery in Business Continuity Management". International Journal of Trend in Scientific Research and Development Volume-3, Issue-4 (30 de junho de 2019): 319–22. http://dx.doi.org/10.31142/ijtsrd23607.

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Portovaras, Tetiana, Zhanna Harbar, Ihor Sokurenko e Iuliia Samoilyk. "Management of small business entities". Independent Journal of Management & Production 11, n.º 8 (1 de maio de 2020): 680. http://dx.doi.org/10.14807/ijmp.v11i8.1226.

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The purpose of the study is to identify the factors influencing the management of the activity of small businesses and to provide recommendations for its development through the resolution of crisis issues that prevent businesses from achieving strategic prospects and stable profits. The main factors for reducing the effectiveness of small businesses have been identified on the basis of the results of the questionnaire survey of one level of managers (small business directors), which should be taken into account in the formation of strategic management decisions and long-term development strategies. It is found that many of the factors are subject to managerial influence, which minimizes the negative impact on the performance of small business entities. The hypothesis that the main tool for stimulating small business development remains the state has confirmed with the help of research, but there is an urgent objective need to identify other factors that influence the activities of small businesses that impede their development and lead to closure. The study suggests that only a balance between the internal environment of small businesses and the regulatory framework of the state will allow them to work effectively in market conditions and provide the national economy with money. The authors present a position on the organization of a small business entity management system that reflects the links between processes and events in a market environment. The presented approach takes into account a number of elements of influence on a small business when forecasting its development in a strategic perspective. The results of the study showed that it is necessary to clearly identify the tasks at each stage of development of a small business entity, to form alternative models of its development by looking for ways to optimize activities and opportunities to avoid possible risks.

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Prihandono, Dorojatun, Andhi Wijayanto e Dwi Cahyaningdyah. "Franchise business sustainability model: Role of conflict risk management in Indonesian franchise businesses". Problems and Perspectives in Management 19, n.º 3 (21 de setembro de 2021): 383–95. http://dx.doi.org/10.21511/ppm.19(3).2021.31.

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Franchising is one of the most trustworthy strategic alliance formations to start or expand businesses. Like many other business formations, franchise businesses need sustainable and long-term running; these objectives can be reached by a proper relationship between partners – the franchisor and the franchisee – in the alliances. Both partners’ perspectives are valuable inputs to provide insight into understanding the sustainability of Indonesian franchise businesses. Furthermore, in any type of strategic alliances conflict is a risk that needs to be managed properly. This study aims to examine the relationships of determinants that influence franchise business sustainability. The determinants are risk management, trust, satisfaction, and sustainability. The study applies confirmatory factor analysis using structural equation modeling (SEM) AMOS software. Respondents in this study are franchisors and franchisees in the Indonesian retail and food and beverages (F&amp;B) sectors, the study accommodates 204 respondents. Based on the analysis the study reveals that there is a positive relationship between risk management and satisfaction. Risk management also has a positive relationship with survivability; trust and satisfaction also have a positive relationship. Meanwhile, there is no relationship between satisfaction and survivability and the last relationship is between trust and survivability that has no positive relationship between the determinants. This study provides clearer insight to understand the relationships between determinants that influence franchise business survivability in Indonesia, especially based on both parties’ perspectives.

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Munksgaard, Kristin B., e David Ford. "The business actor and business management". IMP Journal 11, n.º 2 (12 de junho de 2017): 327–47. http://dx.doi.org/10.1108/imp-06-2015-0022.

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Purpose IMP literature has developed the conceptualisation of a business landscape comprised of varying combinations of more or less interdependent activities, resources and actors, the form of which are defined by the interactive processes in which they are involved. However, the conceptualisation of the interactively defined business actor presents challenges to the understanding of the nature of business and the process of management. The purpose of this paper is to discuss what it is to be a manager in the complex interactive business landscape and the capabilities needed by business managers. Design/methodology/approach Few, if any, IMP studies have systematically addressed the concept of the business actor directly and the authors do not have a well-developed framework for analysing actors from the perspectives of interaction and networks. This paper analyses the evolving semantics of the concepts of the interactive business actor within some of the literature associated with the IMP research tradition, using the software Leximancer. Findings The paper integrates the analysis into a preliminary framework for describing the characteristics of the interactive business actor. The paper concludes by using this framework to suggest some of the capabilities that are required by the interactive business actor. Originality/value The analysis points to the ways that ideas of the business actor and business acting have developed in the literature. The analysis highlights some of the ways in which the development of these concepts is incomplete and points to potentially fruitful ways in which conceptual and empirical research could proceed.

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Драгунова, И. В., Ю. А. Шукшина e Ю. И. Каргин. "Modern business management tools: business analytics". Экономика и предпринимательство, n.º 3(140) (17 de junho de 2022): 846–50. http://dx.doi.org/10.34925/eip.2022.140.03.158.

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Современные условия ведения бизнеса, требуют переработки значительного объема информации, которую необходимо учитывать для формирования оптимальных обоснованных решений. Это приводит к ситуации, когда становится невозможно эффективно управлять экономическими ресурсами компании без использования современных средств информационного обеспечения, а именно, методов, средств и инструментов бизнес-анализа. Modern business conditions require the processing of a significant amount of information that must be taken into account in order to form optimal informed decisions. This leads to a situation where it becomes impossible to effectively manage the company's economic resources without the use of modern information support tools, namely, methods, tools and business analysis tools.

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Hananto, April Lia, Enny Widawati, Isdaryanto Iskandar, Baenil Huda, Fitria Nur Apriani e Aprilia Putri Nardilasari. "Management Information System for Micro Business Empowerment (SIMPUM) Karawang Regency". International Journal of Mathematics And Computer Research 10, n.º 12 (8 de dezembro de 2022): 2995–3001. http://dx.doi.org/10.47191/ijmcr/v10i12.02.

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Micro, small business is one of the businesses that can empower the community in the field of small and micro businesses, but along with the growing number of SMEs in Karawang Regency, support is needed so that business actors can develop the businesses they run, it is hoped that the business actors will not be too immediately to fulfill everyday life. For this reason, the Karawang Regency Government needs to obtain business information that is run by business actors. The author's goal in conducting this research is to make an application for a management information system for empowering micro-enterprises in Karawang Regency. The system development method used is the waterfall method to create a visual design using the Unified Modeling Language (UML). With this system, it is hoped that it will be able to publish micro business profile information along with the products or services sold by business actors, so that it can help inform the through online media to the wider community, with the hope of increasing turnover and income and also Making a micro business management information system application will make it easier data management of micro business actors in Karawang Regency which can be used to determine policies for stakeholders.

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Shehu, Blerim. "MANAGEMENT IN BUSINESS". Knowledge International Journal 28, n.º 1 (10 de dezembro de 2018): 335–40. http://dx.doi.org/10.35120/kij2801335s.

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This topic describes the concept and role of leadership, discusses what happens when a leader shows more or less leadership than it is, and explores the power of leadership morality. Leaders are fucused in people and how to increase future profit rate for future projects. They often demand from others. Leadership is related to the risks that can be taken and the rewards that may come from them. Focusing on a broader aspect, leaders inspire others, give ideas and raise morals to others. Leadership is merely the exercise of authority to guide the work of others, so the leader is the one who encourages others to follow him to achieve the goals set out beforehand. So they have the interpersonal power as an ability to influence the behavior of other people. Leadership is raising the vision of people in the highest horizon, raising their performance at the highest standard, building their personality beyond normal limits. Leaders are like front captains who not only inspire their soldiers with physical presence, but also command a proper attack from supporting weapons and exhibit a high degree of bravery and are not afraid of attacking the enemy. The leader is transformed into worth of honesty, takes the calculated risk and worries workers and consumers.

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Oesterle, Alexander, e Johannes Müllenberg. "Business Continuity Management". Controlling 26, n.º 11 (2014): 624–29. http://dx.doi.org/10.15358/0935-0381_2014_11_624.

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Baporikar, Neeta. "Business Process Management". International Journal of Productivity Management and Assessment Technologies 4, n.º 2 (julho de 2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.

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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and documentation, communicating, measurement and analysis, to continuous process management and improvement. BPM is the orchestration of various business systems into identifiable and controllable systems. This paper through in depth literature review and keen observation attempts to look at what BPM means, what it includes and how it would be strategically advantageous if the organizations adopt it.

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Savic, Ljiljana, Vladimir Radovanovic e Ljubinko Savic. "Business success management". Mining and Metallurgy Engineering Bor, n.º 2 (2015): 161–80. http://dx.doi.org/10.5937/mmeb1502161s.

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Farahmand, Nasser Fegh-hi. "Total Business Management". Greener Journal of Economics and Accountancy 2, n.º 1 (20 de janeiro de 2012): 001–7. http://dx.doi.org/10.15580/gjea.2012.1.gjbms11026.

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Gurd, Bruce, e Jill Thomas. "Family business management". International Journal of Entrepreneurial Behavior & Research 18, n.º 3 (4 de maio de 2012): 286–304. http://dx.doi.org/10.1108/13552551211227684.

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Llewellyn, Nick, e Colin Armistead. "Business process management". International Journal of Service Industry Management 11, n.º 3 (agosto de 2000): 225–43. http://dx.doi.org/10.1108/09564230010340751.

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Drexler, John A., e Patricia A. Frishkoff. "Family Business Management". Journal of Management Education 15, n.º 2 (maio de 1991): 222–31. http://dx.doi.org/10.1177/105256299101500206.

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LEVIN, ROGER. "Dental business management". Journal of the American Dental Association 134, n.º 3 (março de 2003): 372–73. http://dx.doi.org/10.14219/jada.archive.2003.0170.

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Hull, Richard, Jan Mendling e Stefan Tai. "Business process management". Information Systems 37, n.º 6 (setembro de 2012): 517. http://dx.doi.org/10.1016/j.is.2011.10.008.

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Baumöl, Ulrike. "Digital Business Management". Controlling 30, n.º 5 (2018): 1. http://dx.doi.org/10.15358/0935-0381-2018-5-1.

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vom Brocke, Jan, Lars Mathiassen e Michael Rosemann. "Business Process Management". WIRTSCHAFTSINFORMATIK 56, n.º 4 (3 de junho de 2014): 207–8. http://dx.doi.org/10.1007/s11576-014-0420-8.

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Becker, Jörg, Michael Rosemann, Maximilian Röglinger e Michael zur Muehlen. "Business Process Management". Business & Information Systems Engineering 4, n.º 5 (29 de agosto de 2012): 227–28. http://dx.doi.org/10.1007/s12599-012-0228-2.

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vom Brocke, Jan, Lars Mathiassen e Michael Rosemann. "Business Process Management". Business & Information Systems Engineering 6, n.º 4 (3 de junho de 2014): 189. http://dx.doi.org/10.1007/s12599-014-0330-8.

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van der Aalst, Wil M. P., Marcello La Rosa e Flávia Maria Santoro. "Business Process Management". Business & Information Systems Engineering 58, n.º 1 (4 de janeiro de 2016): 1–6. http://dx.doi.org/10.1007/s12599-015-0409-x.

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Pernici, Barbara, e Mathias Weske. "Business process management". Data & Knowledge Engineering 56, n.º 1 (janeiro de 2006): 1–3. http://dx.doi.org/10.1016/j.datak.2005.02.003.

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Dustdar, Schahram, José Luiz Fiadeiro e Amit Sheth. "Business process management". Data & Knowledge Engineering 64, n.º 1 (janeiro de 2008): 1–2. http://dx.doi.org/10.1016/j.datak.2007.06.004.

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Johnson, Douglas B. "Green businesses: Perspectives from management and business ethics". Society & Natural Resources 11, n.º 3 (abril de 1998): 259–66. http://dx.doi.org/10.1080/08941929809381078.

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Quix, Christoph, Mareike Schoop e Manfred Jeusfeld. "Business data management for business-to-business electronic commerce". ACM SIGMOD Record 31, n.º 1 (março de 2002): 49–54. http://dx.doi.org/10.1145/507338.507348.

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Amriyah, Yassirly, Fadila Nur Ismawati, Dedy Pranata, Rezsa Lingga Bhakti, Binti Nur Asiyah e Muhammad Syahrul Hidayat. "Sustainability Islamic Business: Risk Management Review". Majapahit Journal of Islamic Finance and Management 4, n.º 1 (30 de junho de 2024): 25–55. http://dx.doi.org/10.31538/mjifm.v4i1.56.

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Islamic business has the phenomenon of being easy to grow and easy to leave. This study aims to analyze the sustainability of Sharia business from the perspective of risk management. This research uses a qualitative approach with a type of literature study employing the PRISMA Method (Preferred Reporting Items for Systematic Reviews and Meta-Analyses). Data was collected from various literature, both from books and related journals. This study introduces the Islamic view on risk management, the urgency of risk management for Sharia businesses, and the implementation of Islamic principles that emphasize the blessings and pleasure of Allah SWT in its operations. The main findings of this study indicate that the application of risk management following Sharia principles can enhance the sustainability of Sharia businesses. The practical implications of this study guide for Sharia business practitioners to consistently manage risks, thereby achieving business sustainability. As a result, businesses can endure and provide benefits for economic circulation in the community.

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Sharma, Dr Virendra. "THE ROLE OF FINANCIAL MANAGEMENT IN ACHIEVING BUSINESS SUCCESS: A REVIEW OF LITERATURE". International Journal of Economics Finance & Management Science 08, n.º 03 (12 de março de 2023): 04–07. http://dx.doi.org/10.55640/ijefms-9118.

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Introduction: Financial management is crucial for small businesses, as it plays a vital role in their success. This study examines the impact of financial management practices on small business success. Methods: A survey was conducted with 100 small business owners to gather data on their financial management practices and business success. The data were analyzed using regression analysis to identify the relationship between financial management practices and business success. Results: The results indicate that financial management practices, including budgeting, cash flow management, and financial forecasting, have a significant positive impact on small business success. In particular, businesses that have better financial management practices are more likely to be profitable and experience growth. Discussion: These findings highlight the importance of financial management practices in small business success. Business owners who prioritize financial management are more likely to make informed decisions, avoid financial crises, and sustain long-term success. Conclusion: Small businesses that implement effective financial management practices are more likely to succeed. Business owners should focus on developing and improving financial management practices to ensure their businesses thrive.

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Mintah, Clement, Mohamed Gabir, Felicia Aloo e Elvis Kwame Ofori. "Do business records management affect business growth?" PLOS ONE 17, n.º 3 (10 de março de 2022): e0264135. http://dx.doi.org/10.1371/journal.pone.0264135.

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The implementation of a records management plan is an excellent approach to ensure small and medium-sized enterprises (SMEs) are sustained and continue to expand into huge or multi-national corporations. Maintaining records helps businesses in making better judgments and developing appropriate policies, resulting in enhanced effectiveness and efficiency. This will leverage means for tracking business progress and making appropriate decisions to expand the productive component of the economy. SMEs Business growth will help generate tax revenue for the government while also encouraging poverty reduction through tax transfers. We conducted a thorough investigation to determine the impact of each variable on business growth. For statistical analysis, a partial least squares structural equation modeling (PLS-SEM) methodology was applied. The results suggest that business records management and training have a positive indirect effect on business growth. However, the indirect effect of business records management policies insignificantly influences SMEs’ adoption of adequate record-keeping procedures, which harms business growth in Ghana. On the other hand, the total effect of the variables such as business records management training, business records management policies, and business records management positively impact business growth. Findings make a significant contribution to existing knowledge in the areas of record-keeping, management, and business growth. Business records management is an issue that requires more policy attention. This will business owners and managers strategically plan for new business directions based on data acquired. Proper record-keeping is necessary to satisfy end-users such as company directors, shareholders, external auditors, investors, creditors, and other interested parties. SMEs place a high value on business records management because of the impact it has on their long-term viability. The research outcomes provide a means for, and data on, business appraisal and management strategies.

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Андрей Валерьевич, Рачипа, Суржиков Михаил Андреевич e Самыгин Сергей Иванович. "DIGITALIZATION IN ORGANIZATION MANAGEMENT: INNOVATIVE BUSINESS MODELS". STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES 1, n.º 3 (setembro de 2022): 64–69. http://dx.doi.org/10.22394/2079-1690-2022-1-3-64-69.

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This article is a socio-managerial analysis related to the introduction of innovative business models in the process of managing an organization. The use of digital technologies in the management of an organization provides a solution to administrative, managerial, communicative and interactive, educational and research tasks, as well as tasks related to ensuring the information security of an organization. The authors believe that the focus of organizations on new digital opportunities contributes to making them more resilient, stable and competitive in the future. A promising question is how managers determine the threats and opportunities for the functioning and development of their organizations, which involves the use of an approach based on attention to concepts related to human resource management, personnel management and corporate (organizational) approach.

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Nkiinebari Patrick PhD, Nwinyokpugi, e Ezeukwu, Kate Chukwunonso. "Stakeholders Management Indicators: The Business Sustainability Inference". International Journal of Multidisciplinary Research and Analysis 05, n.º 10 (17 de outubro de 2022): 2789–803. http://dx.doi.org/10.47191/ijmra/v5-i10-30.

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The study investigated the relationship between stakeholder relationship management and business sustainability indigenous oil and gas producing companies in Rivers State. The study population comprised of the ten (10) indigenous oil and gas producing companies operating in Rivers State. The research selected variated number of managers from each of the firms under study making it a total sample of sixty two (66) respondents. Data were generated from the respondents by the use of a close-ended structured questionnaire. Pearson’s product moment correlation, partial correlation and multiple regression were used to test the hypotheses with the aid of statistical packages for social science (SPSS) version 23.0. The p-values were calculated to determine the significance of the hypothesized relationship. Analytical outcomes revealed statistically positive and significant relationships between the dimensions of our predictor variable-stakeholder relationship management and the measures of the criterion variable-business sustainability. Based on the findings, the study concluded that stakeholder relationship management has a positive significant relationship with business sustainability of indigenous oil and gas producing companies in Rivers State. The study further recommended that Managers of indigenous oil and gas producing companies should capitalize on the pivot role of stakeholders’ interest in their operations to ensure their business sustainability; Managers of indigenous oil and gas producing companies should seek to build strong relationships with their host communities in line with their company policies and practices aimed at achieving business sustainability; Managers of indigenous oil and gas producing companies should apply objectivity in their employee relationship processes as this has the potency to either ruin or enhance their business sustainability

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MELNYCHENKO, Oleksandr, e Maksym MELNYCHENKO. "CONFLICTS IN PROJECT MANAGEMENT OF BUSINESS STRUCTURES". Herald of Khmelnytskyi National University. Economic sciences 308, n.º 4 (28 de julho de 2022): 26–30. http://dx.doi.org/10.31891/2307-5740-2022-308-4-4.

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Based on the results of the analysis, it was concluded that the successful implementation of any project and meeting the needs of its stakeholders depends on the professional and competent abilities, skills and abilities of the team, as well as the leadership qualities of the project manager and his ability to avoid or prevent the impact of conflicts. The expediency of implementing the conflict management component into the methodical support of project management of the business structure has been proven, which consists of: planning of business project conflict management, conflict identification, conflict analysis, conflict response planning, conflict response implementation, and conflict monitoring. The final list will depend on the type of business structure, the direction of activity and the scale of the project. The purpose of such actions is to obtain a conscious and controlled level of risk in relation to the implementation of the project and the creation of value for the team (social and economic results). Conflicts within a business project can often arise at two levels: 1) individual (conflicts that affect the achievement of individual project goals); 2) general management (conflicts that arise from a combination of individual conflicts, accumulated problems, stresses, force majeure, etc., and which will affect the implementation of the entire project). The project manager should be clearly aware of the consequences that destructive conflicts can lead to and how to improve the impact of constructive conflicts on the results of the project. It was concluded that conflicts can arise during the entire life cycle of an entrepreneurial project, therefore, the project conflict management process should be permanent, from the birth of a business idea to its successful completion and satisfaction of the goals of stakeholders planned in the project. The nature of the occurrence of conflicts in the field of project management of business structures has been investigated. It was found that the formation of a quality project management mechanism of business structures should be based on quality monitoring of conflict situations both in the external and internal environment. The situation becomes more complicated for the manager when implementing projects within the framework of a global or multinational strategy, when one should take into account the peculiarities of the mentality of the target audience, the probability of a conflict of interests of stakeholders and differences in the legal field of business implementation. In this regard, issues of implementation of the main provisions of Ukrainian legislation on these issues into the European legal space, as well as the corporate culture of the business structure itself, are of scientific interest.

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o'g'li, Meliboyev Ibroxim Mavlon. "MANAGEMENT OF FINANCIAL ASSETS IN BUSINESS ENTITIES". American Journal of Management and Economics Innovations 5, n.º 9 (1 de setembro de 2023): 21–24. http://dx.doi.org/10.37547/tajmei/volume05issue09-04.

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This article shows the importance of financial asset management for enterprises, the entire business depends on the availability and turnover of financial assets, what are financial assets, and how to organize financial asset management. of the article relevance today's in the day financial assets of management theoretical aspects according to our scientists by enough research works take not going therefore for financial assets of management theoretical studies deepening and the first in line, him set giver important comprehensive features _ seeing requires exit.

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Pritchard, Jean‐Philip, e Colin Armistead. "Business process management – lessons from European business". Business Process Management Journal 5, n.º 1 (março de 1999): 10–35. http://dx.doi.org/10.1108/14637159910249144.

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Smith, N. "Back to basics in business [business management]". Engineering & Technology 4, n.º 15 (12 de setembro de 2009): 76–77. http://dx.doi.org/10.1049/et.2009.1517.

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Choi, Byounggu, Kunsoo Han e Zhuo (June) Cheng. "Knowledge Management, Business Intelligence, and Business Analytics". Asia Pacific Journal of Information Systems 25, n.º 3 (30 de setembro de 2015): 540–47. http://dx.doi.org/10.14329/apjis.2015.25.3.540.

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Khamraev, Oybek Otabekovich, e Nadira Viktorovna Yuldasheva. "MODERN BUSINESS MANAGEMENT: NEW APPROACHES AND MODELS FOR ORGANIZING BUSINESS MANAGEMENT." Theoretical & Applied Science 109, n.º 05 (30 de maio de 2022): 705–9. http://dx.doi.org/10.15863/tas.2022.05.109.63.

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Stoichev, Kiril Petrov. "The Role of Business Continuity Management in the Business Management System". Science Journal of Business and Management 2, n.º 3 (2014): 97. http://dx.doi.org/10.11648/j.sjbm.20140203.12.

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Mošková, Erika, e Katarína Buganová. "Improving Business Sustainability by Connecting Business Continuity Management and Risk Management". WSB Journal of Business and Finance 57, n.º 1 (1 de janeiro de 2023): 38–45. http://dx.doi.org/10.2478/wsbjbf-2023-0005.

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Abstract Business continuity management is a tool that provides a structured framework for building business sustainability with the ability to respond effectively, protecting the interests of key stakeholders as well as other key activities that create value for the business. It is the disruption of the enterprise’s key activities that can cause problems that enterprises may not be able to handle without proper help and can lead to bankruptcy. The action of various factors from the external as well as the internal environment can change the overall development of the enterprise depending on its reaction to the given change, at the same time, in connection with its initial readiness, ensured prevention of the enterprise. Maintaining business continuity is closely related to ensuring the smoothness of business processes. Business continuity management is a management process that identifies potential threats and their impact on the enterprise’s business operations. Therefore, the article aims to highlight the benefits of the implementation of business continuity management in enterprises, which would ensure the course and smoothness of business operations. At the same time, in combination with risk management, it is possible to reach a better understanding of the enterprise and its activities that ensure the running of the enterprise. The importance of business continuity management and risk management lies primarily in the enterprise’s readiness to face unexpected situations, while the appropriate selection of methods, techniques, and procedures can help to activate and create a sustainable enterprise system. By implementing business continuity management and risk management, it would be possible to achieve an improvement in the enterprise’s response to adverse situations but also in the overall course of the executed processes concerning the operation of the enterprise. Interruption of business operations can be caused by various factors, which have an impact mainly on the ability of the business to function even in difficult, unpredictable situations. Therefore, in this context, the main emphasis is placed on prevention, preparedness, and the ability of the enterprise to respond promptly to changes in the environment and the ability to transform its activities in its entire structure.

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Wibowo, Teguh Setiawan. "Differences in Perceptions Between Small Businesses and Large Businesses on Effectiveness of HR Management in Achieving Business Goal: Based on Field Evidence". Jurnal Ekonomi dan Bisnis Digital 3, n.º 1 (31 de janeiro de 2024): 247–58. http://dx.doi.org/10.55927/ministal.v3i1.8000.

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Human resources (HR) are a very important or key factor in the form of individuals or groups of people or workers as movers, thinkers and planners to achieve the business goals of a business. In business development to carry out greater expansion, a business's human resources function as assets that can be trained and developed in accordance with business interests in the business. HR management is tasked with recruiting, evaluating worker performance, ensuring that each person carries out their duties and responsibilities in accordance with their job, and maintaining worker satisfaction with their work environment so as to create effective conditions that support workers in increasing business profits for a business. However, the perception of the approach taken by HR management varies according to the size of the business, whether small or large. In this article, the difference in perception between small businesses such as Risol "Margo" and large businesses such as PT. Unilever's HR management effectiveness is based on 4 (four) factors, namely resource availability, recruitment and retention processes, employee responsibilities, and organizational structure which will influence both businesses in achieving their business goals.

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Wijayanti, Tri Cicik, Kurniaty Kurniaty, Dyah Sawitri, Maya Rupa Anjeli, Yeni Tata Rini e Abdul Hadi Bin Abdul Satar. "Implementation of Training Strategies, Financial Management, Human Resource Management, Business Management, Layer Chicken". Teumulong: Journal of Community Service 2, n.º 2 (30 de abril de 2024): 100–112. http://dx.doi.org/10.62568/jocs.v2i2.114.

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This article explores the implementation of financial management, human resource management (HRM), and business management training strategies in the context of layer chicken farming in Indonesia. Using a case study method, this research investigates best practices and challenges faced in implementing these strategies. The findings indicate that training in financial management, HRM, and business management significantly enhances operational efficiency and profitability of layer chicken farming businesses. However, the implementation of these strategies also encounters several obstacles such as limited resources, resistance to change, and a lack of understanding of the importance of effective management. This article provides valuable insights for layer chicken farming business owners and other stakeholders to strengthen management practices in the poultry industry. Further steps are also suggested to address the challenges encountered in implementing these strategies.

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