Статті в журналах: "Management enterprise"

1

Yang, Da Zhi. "Discussion on the Usage of Computer-Assisted Method in Evaluation of Enterprise Financial Management." Applied Mechanics and Materials 543-547 (March 2014): 4235–38. http://dx.doi.org/10.4028/www.scientific.net/amm.543-547.4235.

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The main goal of modern enterprise financial management is the maximization of enterprise value. As our country's market economic system improved gradually, accession to the WTO and the information technology revolution, will change the current development pattern of Chinese enterprises. Face the global financial crisis and enhance their enterprise value, improve competitiveness become the central task of our country enterprise development. In enterprise financial management, Scientific evaluate to the realization degree of the financial management objectives and analyze the realization factors impact on the financial management objectives is essential[. To establish the evaluation index system of enterprise financial management goal, especially set up computer aided evaluation system, can avoid to a certain extent experience evaluation and one-sided evaluation of misjudgment, can make us scientific understand the status quo of China's enterprises, find restrict factors which may constraint the promoting competitiveness of our enterprises, constantly improve the enterprise's own value.

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2

Lisdiono, Purwatiningsih, Jamaliah Said, Haslinda Yusoff, and Ancella A. Hermawan. "Risk management practice, alliance management capability, and enterprise resilience: Findings from Indonesian state-owned enterprises." Problems and Perspectives in Management 20, no. 1 (February 7, 2022): 190–202. http://dx.doi.org/10.21511/ppm.20(1).2022.17.

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In the era of high uncertainties, all businesses, including state-owned enterprises, are trying to be resilient, be able to absorb the negative impacts caused by the changes, adjust, rebound, and then thrive and success after the disruptions. This study aims to examine to what extent risk management and alliance management capabilities promote enterprise resilience among Indonesian state-owned enterprises using dynamic capability theory. Analysis was done using SPSS and Structural Equation Model – Partially Least Squares on 322 valid questionnaires that were received via an online survey from the boards of directors and senior management of state-owned enterprises and their subsidiaries. The study discovered that alliance management capabilities have a significant positive effect on enterprise resilience and risk management practice. Furthermore, the findings show that risk management contributes significantly to the formation of enterprise resilience and act as a mediator between alliance management capabilities and enterprise resilience. Thus, enterprise resilience can be developed by having the ability to form and manage alliances effectively and efficiently, as well as practicing risk management, which allows a firm to anticipate and plan mitigation actions in the face of an uncertain and disruptive situation. Acknowledgment We acknowledge the Ministry of Higher Education Malaysia for HICoE Research Funding, Accounting Research Institute (ARI), Universiti Teknologi MARA, Malaysia, Universitas Indonesia, Indonesia, for all support and resources.

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3

Chen, Yin Feng. "Enterprise Document Management Module’s Design and Implementation Based on Workflow Technology." Advanced Materials Research 1061-1062 (December 2014): 1279–83. http://dx.doi.org/10.4028/www.scientific.net/amr.1061-1062.1279.

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With the acceleration of enterprise information, office automation system had already become an important content of enterprise modernization. Enterprises realized office automation which could optimize management organization, increase coordination office ability and increase the efficiency of the enterprise's decision-making. The paper was based on the workflow technology to carry on the document management module’s design and implementation in the enterprise office automation in order to achieve the enterprise document automatic functions of approval.

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4

Wang, Chaocui. "A Brief Discussion on the Comprehensive Budget of Industrial Enterprises." Journal of Finance Research 1, no. 1 (October 11, 2017): 45. http://dx.doi.org/10.26549/jfr.v1i1.603.

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The medium-sized industrial enterprise is the important component of our national economy, its development is fine or not, representing the rise and decline of our national economy, the research focal point of standard lies in what utilizes the west to manage in the theory budgets for the financial administration which strengthens enterprises in The Master Budgeting.This text introduces relevant contents of master budgeting, analyze the difficult problem met in implementing, and combine enterprise's own characteristics to solve. First of all, this kind of enterprise of our country is a kind of enterprise surviving between grouping enterprise and small business, it indicates, there is this kind of enterprise to the demand for development of big enterprise by own enterprise characteristic. Utilize the budgets of enterprises to manage and strengthen management to the budgets of enterprises, introduce, direct against the question that the characteristic of every enterprise uses enterprise's budget management and should be paid attention to.

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5

Mamonov, K., E. Grytskov, D. Prunenko, V. Velychko, and A. Achckasov. "STAIKHOLDER-ORIENTED ENTERPRISE MANAGEMENT MODEL ENTERPRISES." Financial and credit activity: problems of theory and practice 4, no. 35 (December 24, 2020): 396–410. http://dx.doi.org/10.18371/fcaptp.v4i35.222435.

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6

Belak, Jernej. "Management and governance: organizational culture in relation to enterprise life cycle." Kybernetes 45, no. 4 (April 4, 2016): 680–98. http://dx.doi.org/10.1108/k-04-2014-0082.

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Purpose – The behaviour of an enterprise (including ethical behaviour) strongly depends on the organization’s culture, values and beliefs. The purpose of this paper is to demonstrate that organizational culture differs according to enterprise life cycle stage. Also the importance of the knowledge and awareness of these differences to enterprises’ management in order to be able to ensure enterprises’ success is argued. Design/methodology/approach – The case study research methodology was applied to explore the differences in the type of organizational culture as well as cultural strength depending on the enterprise’s life cycle stage. For the empirical testing, the author have selected Slovenia, one of the most developed European post-socialist transition countries. Findings – The research revealed differences in the types and strengths of enterprises’ organizational cultures and showed their dependence on the enterprises’ life cycle stages. Practical implications – Knowledge of differences in organizational culture in relation to an enterprise’s life cycle stage can significantly contribute to the behaviour of the enterprise’s key stakeholders by ensuring the long-term and sustainable success of the enterprise. Originality/value – The available literature does not provide similar research of differences in organizational culture in relation to an enterprise’s life cycle stages.

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7

Флек, Mikhail Flek, Угнич, and Ekaterina Ugnich. "Management System of Enterprise’s Innovative Development: Synergistic Approach." Economics 2, no. 6 (December 17, 2014): 47–52. http://dx.doi.org/10.12737/6734.

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The task of innovative economy formation requires rethinking of enterprise’s management system. This task solution from the standpoint of synergistic approach will allow improve an efficiency of industrial enterprises’ potential use, accelerate the rate of their innovative development and ensure their competitiveness. The enterprise’s innovative development management system and its components have been considered in this paper through the prism of synergistic approach. Strategic vision of the enterprise management system focuses on improvement of business philosophy and corporate culture, principles, tools and methods of enterprise functioning. Synergistic approach to modern enterprise management allows it to move on a new level of innovative development taking into account objective laws and natural logic of systems’ functioning.

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8

Li, Lulu. "Corporate Culture in Enterprise Management: The Motivational Role of Corporate Culture in Huawei Company as an Example." BCP Social Sciences & Humanities 16 (March 26, 2022): 381–90. http://dx.doi.org/10.54691/bcpssh.v16i.492.

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Now as China's economy is growing competition in the market more and more fierce, many enterprises realize that within the enterprise the importance of cultural construction in the whole enterprise management. Through research the incentive function of Huawei's corporate culture in the position in the company management, found that the role of Huawei's incentive mechanism of enterprise culture is: the enhancement enterprise's cohesive force, promote the good enterprise image and help to constraint and regulate the behavior of employees.

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9

FAIZOVA, Svitlana Oleksandrivna, Maryna Illivna IVANOVA, Olha Latyfivna FAIZOVA, Viktoriia Leonidovna SMIESOVA, Olena Anatoliyivna PARSHYNA, and Olena Oleksandrivna ZAVHORODNIA. "Use of Balanced Scorecard for Enterprise Competitiveness Assessment." Journal of Advanced Research in Law and Economics 11, no. 2 (March 31, 2020): 349. http://dx.doi.org/10.14505/jarle.v11.2(48).08.

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The problem of defining the prospects, opportunities, limitations and methodological format of assessing the competitiveness of an enterprise in a transitive economy using the Balanced Scorecard (BSC) concept has been considered. The relevance of the issue is due, on the one hand, to global trends in innovative development, and on the other hand, to the incompliance of performance of the post-socialist industrial enterprises with the characteristics of innovative development. The creation of mechanisms for improving the enterprise’s competitiveness and its appropriate assessment based on the use of advanced management practices and technologies is becoming increasingly relevant. The purpose of study is to improve methodological approach to the BSC-based assessment of competitiveness of a value-oriented enterprise, and to substantiate the prospects of effective integration of the BSC into the existing enterprise management system. This research paper justifies the possibility of using various methodological forms, including the simplest ones, of the Balanced Scorecard, which features a transformational nature, in the process of forming a balanced strategic management of enterprise. Methodical approach has been proposed for identification of the enterprise strategy directed at increase of its market value and strategic competitiveness. Matrix analysis was applied to assess the enterprise performance indicators; it revealed a relationship between the enterprise's competitive position and class of its innovation BSC-based strategies. To assess the enterprise’s competitiveness, an integral index of its investment attractiveness has been proposed, and to assess the class of the enterprise innovative strategies, an integral index of the enterprise innovations was calculated. The proposed methodological approach was used to perform expert sampling within the frame of indicators for determining the investment attractiveness and innovativeness of a metallurgical enterprise by the criteria of strategic orientation, efficiency and functionality. The study has analyzed the experience gained by the leading enterprises of Ukraine’s metallurgical complex in using BSC in a limited methodological format as a tool for identifying the strategy of an enterprise, assessing its competitiveness, innovativeness and investment attractiveness. The result of the study was the conclusion about the possibility of applying the simplest Balanced Scorecard forms as a catalyst for innovative transformations and developing balanced enterprise management in transition economies.

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10

YUE, DONG, and ALINA BRYCHKO. "COMPETITIVENESS OF PRODUCTION AS A DETERMINING FACTOR OF EFFECTIVE MANAGEMENT OF THE ENTERPRISE IN MARKET CONDITIONS." Ekonomìka ta upravlìnnâ APK, no. 2(151) (December 16, 2019): 67–75. http://dx.doi.org/10.33245/2310-9262-2019-151-2-67-75.

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Production management is the main meaning of enterprise in production and management. Good production management can improve the efficiency of companies working, effectively manage the information of production process, and improve the overall competitiveness of enterprises. The production competition is the one of main task of the enterprise and the reason for it to survive in the fierce market economy competition. An enterprise that stands out from the market is recognized by the public and accepted by consumers, relying not only on the brand shaping of the enterprise, but also on the competitiveness of the enterprise's product production. To provide high-quality products and sufficient inventory for consumers and society has become an important factor for enterprises to base themselves on the market. The main aim of this article is to attract the attention of enterprise managers in the market and determine factors of effective management of the enterprise. Also in our research, we discuss competitiveness of production as a determining factor of effective management of the enterprise in market conditions. There are many factors that affect enterprises to gain competitive advantage. They are summarized as follows: production management cost, quality, flexibility, time, service and environmental protection. We discuss the characteristics of enterprise from the two aspects of the production and operation of the output factors management and the environmental element management: how to improve the production and operation management so as to improve the competitiveness of the enterprise. The thought method of the advanced production and operation management, the enterprises constantly inspect and improve the defects existing in the production and operation system in order to provide the market with a low price in time. High quality and diverse products or services, occupying a larger market share. The managers of the enterprise attach importance to the production competition, which is the first step in the operation of the enterprise, which will help the enterprise to stand in the invincible position. The prospects for further research in this area are related to increase the competitiveness and efficiency of enterprise management by introducing a set of measures to improve product quality. Key words: competitiveness of production; market conditions; production management, effective management; enterprise; competitive advantage.

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11

Umerova, H. V. "Agricultural enterprise management report." Bioeconomics and Agrarian Business 11, no. 3 (March 3, 2021): 106–17. http://dx.doi.org/10.31548/bioeconomy2020.03.106.

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The article is devoted to the organizational and basic procedures of the Management Report’s structural synthesis and informational content. This reporting form introduction is due to the implementation of the Directive 2013/34 / EU provisions “On annual financial statements, consolidated financial statements” in the legislation of Ukraine. Accordingly, the requirement has been established for large enterprises, including public interest entities, to prepare a Management Report concerning the financial and non-financial information disclosing. Medium-sized enterprises are entitled to submit the Report in abridgement, highlighting only the finance indicators of their activities. Management Report is an information support source and a comprehensive assessment of the state and potential, financial, economic, social, labor and environmental enterprise activities, identified risks and uncertainties, etc. The information obtained allows both internal and external users to assess the consequences of the enterprise activities impact on the environment, society and the economy, in particular, the certain segment development potential. Domestic and international regulatory support on the Management Report preparation has been analyzed as part of the study. It has been established that the form, structure and content of the Management Report is not regulated and is generated by enterprises independently in any form, taking into account the Methodological Recommendations for its preparation. The Management Report content has been proposed in accordance with the requirements of different management levels particularly concerning disclosing relevant information on agricultural enterprise activities in economic, social and environmental areas. The purpose of such informational content is to reflect the specifics and technological features of the enterprise activities for crop production. The implementation of these recommendations will provide information on the results and specifics of agricultural enterprise activities; the headcount analysis and the social policy state in general at enterprises; impact on the environment and mechanisms to minimize it. It also has determined that disclosing these key performance indicators contributes to the increase in information transparency, accountability and comparability, as well as agricultural enterprise investment attractiveness and sustainable development.

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12

Sharanov, Roman. "Enterprise Crisis Management Algorithm." Central Ukrainian Scientific Bulletin. Economic Sciences, no. 6(39) (2021): 288–96. http://dx.doi.org/10.32515/2663-1636.2021.6(39).288-296.

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The article devotes to the study of the enterprise crisis management process. In recent years, a large number of enterprises in Ukraine have suffered losses. This result related to both the internal problems in the country and the emergence of a new coronavirus crisis. Thus, in the conditions of unstable development of both world and domestic economy, the formation of the crisis management system is important for enterprises. Thus, the enterprise crisis management algorithm offered, which takes into account the peculiarities of the activity of small, medium and large business entities. The algorithm consists of the following stages: diagnostics of the business entity (small, medium, large), determining the crisis and its causes, developing a strategy to eliminate the threat, developing crisis measures to eliminate the threat, implementation of selected measures and monitoring their implementation, identifying the reasons for the ineffectiveness of measures (in case of overcoming the crisis) and eliminating the threat. There is a significant difference in crisis management between different businesses at the diagnostic stage. For small businesses, the diagnosis consists of assessing revenue, profitability, working capital. Diagnosis of medium-sized enterprises should be comprehensive and cover all areas of enterprise activity. Diagnosis of large enterprises consists of both comprehensive diagnostics and models for assessing the level of bankruptcy. Crisis management strategies and measures for small, medium and large businesses are common; however, the choice should take into account the possibility of their implementation in a particular enterprise. Depending on the stage of the crisis, the recommended strategies and crisis management measures. In consequence of the proposed algorithm, the company will be able to timely identify and overcome threats, and ensure continuous monitoring of its activities. It was indicated the practical significance of the above algorithm, which consists in early detection and consistent overcoming of problems in the activity of domestic enterprises in an unstable economic environment.

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13

Shyshkovskyi, S. V. "Key Factors Influencing the Management of the Enterprise’s Development." Business Inform 10, no. 525 (2021): 357–62. http://dx.doi.org/10.32983/2222-4459-2021-10-357-362.

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The gradual demise of the command-administrative management system determines the relevance of the study of the peculiarities of the development of the methodological basis for managing the development of industrial enterprises in terms of modern management. The article highlights the features of managing the development of industrial enterprises in the context of globalization, as the adoption of the methodology of sustainable development, which is based on the principles of socially responsible activities of enterprises; increasing the weight of management of changes and constraints in the overall management system of enterprise development; increasing the role of informal tools in building a methodology for evaluating directions, as well as methods of strategic forecasting and planning of enterprise development; abandonment of management decisions in the short term in favor of long-term strategic decisions; decentralization of enterprise management and dissemination of collective decision-making methods; improving marketing management as one of the decisive factors in increasing the competitiveness of enterprises, their investment attractiveness. The interpretation of the enterprise’s evolvement as a process of acquiring new qualitative, quantitative or structural properties of the socio-economic system, which involves a change in the parameters of its state and the acquisition of equilibrium, is elaborated. The system is transformed through the growth, activation or structuring of the constituent elements. The author considers relationship between the concepts of «innovation» and «development» as complex categories that need to be clearly delineated and closer defined. The factors limiting the ability of enterprises to increase production include: prices for the raw and expendable materials, cost of energy, tax pressure, lack of working capital, insufficient effective demand of domestic consumers, high competition in the commodity market. The key internal factors that affect the development of the enterprise are its existing potential, functional activity of the organization and the effectiveness of enterprise development. Innovation remains an important sign of development – necessary, but insufficient for its implementation. The key factors influencing the management of enterprise development include the mission, vision, values and policies, plan and program of enterprise development.

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14

Balanovska, T., М. Mykhailichenko, V. Holik, К. Dramaretska, and A. Troian. "DEVELOPMENT MANAGEMENT OF AGRICULTURAL ENTERPRISES." Financial and credit activity: problems of theory and practice 3, no. 38 (June 30, 2021): 134–43. http://dx.doi.org/10.18371/fcaptp.v3i38.237434.

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Abstract. Today there is an intensification of activities and the associated increase in the dynamics of change in all sectors of the economy, including the agrarian sector, in Ukraine and throughout the world. This makes it urgently necessary for agricultural enterprises to adapt to such conditions in order to ensure the efficiency of their activities and long-term competitiveness. The most effective way to address this issue is to introduce development management of agricultural enterprises. The article considers the concept of «development» and «enterprise development», clarifies the meaning of the concept of «enterprise development management», and defines the purpose of such management. In accordance with the content and the proposed definition of the concept of «enterprise development management», the study highlights its characteristic features. It analyzes the main indicators of development of the agricultural enterprises in Ukraine, which demonstrated deterioration in the dynamics of their performance. The findings show the importance of development management of agricultural enterprises. To find a solution, the article suggests an algorithm for development management of agricultural enterprises that is developed, substantiated and based on the tools of strategic management. Adherence to such an algorithm will contribute to the effective realization of the potential of enterprises, rapid adaptation to changes in the external environment, the formation and implementation of effective development strategies, which will ultimately ensure economic, social and environmental efficiency and long-term competitiveness. The proposed algorithm is typical for agricultural enterprises of different organizational and legal forms of management, size, specialization, etc. and at the same time flexible to take into account the peculiarities of certain types of enterprises, which enables to achieve maximum efficiency of enterprise development on the basis of specification of its certain stages. Keywords: development, enterprise development, enterprise development management, competitiveness, agricultural enterprise. JEL Classification Q12 Formulas: 0; fig.: 3; tabl.: 2; bibl.: 22.

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15

Zhang, Chengran. "The Application of Public Relations in Modern Enterprise Management." Frontiers in Business, Economics and Management 3, no. 1 (January 13, 2022): 9–12. http://dx.doi.org/10.54097/fbem.v3i1.222.

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With the development of global economy and society, public relations, as a new management discipline, is more and more applied to enterprise management. At the same time, the definition of public relations in the development process has always been different, each definition explains the characteristics of public relations from different aspects. Therefore, it is particularly important to discuss the role of public relations in enterprise management. Combined with the actual case analysis, public relations in enterprise management can not only build a good image for enterprises, can help enterprises deal with the crisis through difficulties, but also can coordinate the relationship between enterprises and the public.with the development and progress of modern enterprises, public relations is no longer an activity mode of external publicity, but an indispensable management mode in the process of continuous development of enterprises. The scientific management of public relations can not only create a successful brand for the enterprise, but also pave the way for the scientific management within the enterprise, and reasonably regulate the relationship between the enterprise and the outside society, as well as the relationship between the enterprise employees. This paper discusses the application of public relations in enterprise management.

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16

Dashko, Iryna. "METHODOLOGICAL PRINCIPLES OF ENTERPRISE COMPETITIVENESS MANAGEMENT." Economic Analysis, no. 30(1, Part 1) (2020): 57–64. http://dx.doi.org/10.35774/econa2020.01.01.057.

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Introduction. Maintaining and strengthening the market position of enterprises makes it necessary to find ways to increase their competitiveness. One of them is to substantiate the evaluation characteristics of the overall competitive position of the enterprise and to create a system of managing the competitive state of the entity in the market of the entity, which necessitates the study, analysis and evaluation of competitiveness. At the enterprise level, competitiveness is an independent category that reflects the degree of realization of the goals of the enterprise in its interaction with the environment. At present, there is no commonly accepted definition of the concept of "competitiveness". A number of scholars interpret one entity using different terms and vice versa Modern science presents a wide range of methods for assessing competitiveness, but despite this, the process of modifying them and creating new options continues. Purpose. Development of theoretical foundations, scientific and methodological recommendations and practical tools for managing enterprise competitiveness. Method (methodology). The basis of research consists of general – scientific and specific scientific methods (economic – statistical, methods of strategic analysis and planning), traditional methods and techniques of economic analysis (tabular, comparison). To select and substantiate the enterprise's competitive strategy, a scientific approach is used, based on the separate definition of tactical, strategic competitiveness and competitiveness, which will allow the company to make sound management decisions in the conditions of competition. The factors used in describing the logic behind constructing segmentation of competitive strategies are the results of assessing the competitiveness and competitiveness of the enterprise, a comprehensive study of which allows to divide strategic competitiveness into a number of segments, correlated with each other in the form of a special matrix. Results. The processes of formation and management of enterprise competitiveness are investigated. The essence of the enterprise competitiveness and the specificity of its formation are determined. The classification of the types of competitiveness of the enterprise, which form the basis of methodological principles, is developed. Regardless of the intensity of competition for each business, it is necessary to develop an effective strategy that will outweigh the competitors. It is noted that such factors as accidental events, activity of state power structures and the degree of privatization of enterprises in this sector should be included in the system of determinants. The peculiarities of enterprise competitiveness management are determined on the basis of strategic approach.

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17

Kang, Jingjing. "Research on Management Defense and Enterprise Innovation under Informatization." E3S Web of Conferences 251 (2021): 03053. http://dx.doi.org/10.1051/e3sconf/202125103053.

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The information development affects the Enterprise Management Defense, and then affects the enterprise innovation. This paper takes the non-financial listed companies in China’s A-share market from 2013 to 2017 as samples to empirically study the impact of management defense on enterprise innovation. It is found that managerial defense inhibits enterprise innovation; compared with non-state-owned enterprises, managerial defense of state-owned enterprises has a more significant inhibitory effect on enterprise innovation. The results of this paper provide a basis for improving corporate governance structure, weakening management defense, promoting enterprise innovation, and help government departments deepen the reform of state-owned enterprises.

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KREMEN, Viktoriia, Olha KREMEN, and Alina KRAVCHENKO. "Theoretical principles of enterprise capital management." Economics. Finances. Law, no. 11 (November 20, 2020): 19–22. http://dx.doi.org/10.37634/efp.2020.11.4.

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The enterprise's capital is the basis of its activities, the basis for the formation of proper financial and property support of economic activity and the bedrock of financial autonomy, solvency, and stability. An important area of financial management in the enterprise is capital management, which includes essential areas such as selecting and prioritizing capital sources, ensuring consistency of capital cost with profitability, structuring and optimizing the composition and volume of capital. The paper is devoted to studying enterprise capital's economic essence and its management's theoretical foundations as a sufficient component of financial management and financial work in the enterprise. The paper presents the analysis of scientific and methodological approaches to interpreting the essence of the concept of «capital» and «enterprise capital». The paper substantiates that the enterprise's capital is a set of monetary, tangible and intangible assets, mobilized from various sources and involved in operational and investment processes to generate income and maximize the market value. The enterprise's capital as the main source of maximum profit, profitability, and financial stability requires effective management through the application of a system of principles and methods of development and implementation of management decisions related to its optimal formation and ensuring its effective use in various economic activities. The enterprise's capital management mechanism includes a system of regulation of financial activity of the enterprise, a system of external support of financial activity of the enterprise, a system of financial levers, a system of financial methods, and a system of financial instruments. The system of regulation of the enterprise's financial activity, in turn, includes the state regulatory legal regulation, market and internal mechanisms of regulation of financial activity of the enterprise in the part of capital management.

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19

Moon, Karen K. L., Phyllis L. L. Mo, and Rita L. Y. Chan. "Enterprise Risk Management." International Journal of Risk and Contingency Management 3, no. 2 (April 2014): 18–30. http://dx.doi.org/10.4018/ijrcm.2014040102.

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The authors investigate strategic measures companies adopt to combat and manage risks in order to survive and grow in an unstable economic environment. Based on in-depth interviews with senior staff from six Hong Kong-based successful enterprises in the textile and clothing industry, they find that companies have adopted various enterprise-wide, holistic, and integrative approaches to effectively address and manage risks. Also found was that the use of a formal approach to manage risks by a company at a different stage of the Enterprise Risk Management (ERM) maturity continuum is affected by its size, scope of operations, and legal structure. The findings from this study enhance the understanding of the relationship between organization structure and risk management.

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20

Wang, Yang, Yiqi Wang, and Yi Zhang. "Application of the Blockchain Technology in the Vertical Value Chain Management of Enterprises." Wireless Communications and Mobile Computing 2022 (January 22, 2022): 1–13. http://dx.doi.org/10.1155/2022/2408027.

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This paper studies how the blockchain technology applies the enterprise’s vertical value chain management and specifically studies how the blockchain technology is applied to the management of various transaction information involved in the enterprise’s vertical value chain management. This paper first analyzes the basic needs of the enterprise vertical value chain management, analyzes the decentralization, integrity, and authenticity of relevant transaction information in management, and designs and implements enterprise value chain management solution based on the blockchain technology, including the design and implementation of organizations, consensus mechanisms, data structures, and business processes. The simulation data is used for testing, and finally, the solution is evaluated in terms of security, transparency, efficiency, and scalability. The research in this paper shows that the blockchain technology can be applied to the enterprise’s vertical value chain management, which can ensure the authenticity, transparency, tamper resistance, and security of various transaction information of enterprises, thus improving the quality and reliability of the vertical value chain management of enterprises.

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21

Afandi, Pandi, Mada Adi Wibowo, and Tri Septiana. "THE GOVERNANCE AND THE BUSINESS PERFORMANCE OF VILLAGE-OWNED ENTERPRISE USAHA PRAJA AND THE IMPLICATIONS FOR THE COMMUNITY’S WELFARE IN DOPLANG VILLAGE BAWEN DISTRICT SEMARANG REGENCY." International Journal of Engineering Science Technologies 5, no. 5 (October 23, 2021): 69–76. http://dx.doi.org/10.29121/ijoest.v5.i5.2021.232.

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This explanatory research aims to analyze the managerial influence of village-owned enterprise, Usaha Praja, toward the performance and the implication for the villagers’ welfare in Doplang, Bawen district, Semarang regency. The researcher took 100 respondents purposively as the sample from the village community. The results showed that the management significantly influenced the village-owned enterprise’s performance. The village-owned enterprise's performance influenced the village community’s welfare. Then, the village-owned enterprise’s management significantly influenced the community’s welfare. The contribution of the village-owned enterprise’s management and performance was 61.7%. The performance could mediate the correlation between the management and the community's welfare. The village-owned enterprise must encourage the community to support the village-owned enterprise's management with innovative and local-signature products.

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Klochko, V. M., O. V. Bogoyavlensky, and N. O. Postolna. "Values Management as the Main Element of Creating a Corporate Culture of Enterprise." Business Inform 4, no. 519 (2021): 270–75. http://dx.doi.org/10.32983/2222-4459-2021-4-270-275.

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The article is aimed at examining the peculiarities of development and implementation of values management as the main component of the corporate culture of enterprise in modern conditions of competition in both the world and the domestic markets. The article analyzes the concept of value, also the ideology and civilizational world-view related to the values. An analysis of the concept of corporate culture is made, as well as the basic principles of culture of organizations and enterprises are highlighted. Management levels at enterprises are considered. The main characteristics of values management and corporate culture are highlighted. Bright examples of creating effective, outstanding corporate cultures are given (Zappos and Semco companies). The algorithm for development and implementation of the value system at the enterprise is also provided. Building up a corporate culture and implementing the core corporate values are substantiated on the example of JSC «Kharkivske instrumentalne pidpryiemstvo». To improve the corporate culture, based on the experience of the best world and Ukrainian enterprises, it is proposed to characterize the ideal look of the future enterprise; outline the mission (purpose of the enterprise); decide on the following: values (ideals, convictions, important things, values of the enterprise’s staff); rules, norms of conduct of employees of the enterprise; management manner and personnel policy; rules, traditions, procedures and the order adopted at the enterprise or organization; heroes, myths and history of the enterprise; socio-psychological climate in the team; interaction between employees of the same and different departments; corporate symbols in the form of external paraphernalia.

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Bai, Min. "An Empirical Study on the Relationship between Stock Price Information and Enterprise Innovation Management Based on Information Learning Mechanism." Computational Intelligence and Neuroscience 2022 (May 17, 2022): 1–10. http://dx.doi.org/10.1155/2022/9425405.

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The capital market economy had created a good environment for the development of enterprises, and innovation had brought great impetus to the sustainable development of enterprises. However, the research on the relationship between stock market and enterprise innovation was not deep enough. Therefore, this paper proposed an empirical study on the relationship between stock price information and enterprise innovation management based on information learning mechanism, in order to provide reference for enterprise innovation and development. Firstly, taking the A-share listed enterprises from 2005 to 2020 as the research sample, this paper analyzed the factors that may affect the innovation behavior of enterprises, such as enterprise stock price information, peer stock price information, and IPO, and put forward relevant assumptions. Secondly, according to various factors that restrict the innovation behavior of enterprises, this paper defined relevant indicators to reflect the change law of enterprise stock price information, peer stock price information, and IPO and described the restrictive relationship between exploratory innovation and developmental innovation with different influencing factors by constructing a correlation regression model. Finally, through empirical analysis, the results show that exploratory innovation and developmental innovation are not affected by the enterprise’s own stock price information, but with the increase of peer stock price information, enterprise exploratory innovation becomes more sensitive to peer stock price information. Although the share price information of peers has no significant impact on enterprise development and innovation, after IPO, enterprises are more sensitive to the share price information of peers in exploratory innovation and developmental innovation. However, with the passage of time, the impact of peer stock price information on enterprise developmental innovation is gradually weakened.

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Huang, Sheng. "Discussion on Effective Strategies for Improving Enterprise Operation and Management Abilities." Journal of Finance Research 3, no. 1 (April 29, 2019): 54. http://dx.doi.org/10.26549/jfr.v3i1.1622.

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In the current socialist market economy, if an enterprise wants to grow and develop, it must do all kinds of management for its enterprise, and the most important thing for strengthening management of enterprises is to strengthen their own operation and management abilities. Whether it is financial management, management of personnel efficiency, or management of talents, it is necessary to protect from the infrastructure, so as to fundamentally improve the economic benefits of the enterprise, and vice versa if it is not properly managed, it will affect the development of the enterprise. Therefore, improving the operation and management abilities of enterprises at present is an important factor to promote the economic development of enterprises. This paper analyzes the management problems of enterprises and the definition of enterprise operation and management abilities, and analyzes how enterprises can reform and innovate, thus strengthening the operation and management abilities and economic benefits of enterprises.

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Ming, Jian, and Nai Lian Hu. "The Enterprise Performance Management System for Mining Enterprises." Advanced Materials Research 433-440 (January 2012): 3276–83. http://dx.doi.org/10.4028/www.scientific.net/amr.433-440.3276.

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This paper, guided by market demand, puts forward the mining enterprise performance management system for the purpose of enhancing the competitiveness of the enterprise. According to the scarcity of the mineral resource, the system improves the current situation of the separations of the operations management and the performance management. The system associates the operations plan, the budget plan and the performance management, integrating the strategic process and the operations process, which constructs the core of the enterprise executive ability. The system continuously improves the level of the business operations management and meets the requirements of the enterprise strategic management and of rational exploitation and utilization of the mineral resource, supporting mining enterprises to make decisions on the business strategy.

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Sirotinska, Alla, and Oleksan Sirotinsky. "INFORMATION TECHNOLOGIES IN ENTERPRISE MANAGEMENT." International Journal of New Economics and Social Sciences 6, no. 2 (December 22, 2017): 66–77. http://dx.doi.org/10.5604/01.3001.0010.7624.

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The development tendencies of the information services market and electronic data interchange between enterprisesin Ukraine are studied. Functioning features of electronic data interchange systems and information systems of the enterprises are considered. The stages of work when choosing an information system for an enterprise and its introductionare proposed. The role of analytical accounting of economic activity in enterprise management is disclosed. The main prospects for the development of information technologies in enterprise managementare determined.

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Blinkov, I. O. "Principles of Competitive Immunity Management of Industrial Enterprises." Zhurnal Economicheskoj Teorii 18, no. 1 (2021): 141–46. http://dx.doi.org/10.31063/2073-6517/2021.18-1.10.

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In modern business conditions, partnership is becoming a new vector for addressing knowledge-intensive production tasks in Russian industrial enterprises. Partnerships enables enterprises to adjust to changes in the external environment more effectively. The article aims at describing the methodological approach that would allow to formulate the principles of competitive immunity management of an industrial enterprise. Such principles should be based on establishing partnerships with other enterprises and on expanding the possibilities to increase the enterprise’s adaptability by combining its resources with those of partner enterprises. It is proposed to address this task by creating a coordination board comprising representatives of partner enterprises to manage interactions between the companies. Thus, the proposed mechanism for managing an industrial enterprise’s competitive immunity ensures partnership development and enhances this enterprise’s adaptability and overall performance.

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Liu, Ping, Ju Wang, and Xia Han. "The Application Research of ERP in Enterprise Information Management." Applied Mechanics and Materials 713-715 (January 2015): 2356–59. http://dx.doi.org/10.4028/www.scientific.net/amm.713-715.2356.

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The development of science and technology has become an inevitable trend of economic globalization, more and more enterprises realize that the competition between enterprises has already becomes a complex systems engineering, and in the process, the original management pattern gradually exposed the shortcomings, should be replaced by the information management mode. So far, the most complex ERP is the enterprise information management system, it for the enterprise information management provides a new train of thought, to optimize enterprise resource allocation efficiency, strengthen the core competitiveness of the enterprise. This paper analyzes the application of ERP system in the process of enterprise shown, the characteristics of problems including the system in use process. This article selects the typical enterprise ERP application case study, based on the enterprise ERP implementation methodology reference model quickly, for the related industries, enterprises implementing ERP, and equipment asset management problem of study for reference.

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REZNIK, Nadiya, and Vitalii KOSTYLIANU. "ANTI-CRISIS MANAGEMENT OF THE ENTERPRISE AS A MEANS OF BANKRUPTCY PROTECTION OF THE ENTERPRISE." Ukrainian Journal of Applied Economics 4, no. 3 (August 30, 2019): 181–87. http://dx.doi.org/10.36887/2415-8453-2019-3-20.

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The functioning of most medium-sized, small and large enterprises in today's realities remains at a low level of professionalism. Many business executives do not pay enough attention to analytical work, do not develop new strategies and do not improve the proposal related to crisis management. Only the enterprise management of the adequate level of qualification can avoid all the negative consequences of the crisis. The main task of enterprises is to comply with the requirements of the enterprise anti-crisis policy, namely the calculation of financial ratios that reflect its financial stability. The coefficients allow to consider the company from different sides, among which the most important in the implementation of anti-crisis management are: the efficiency of current assets using, own and borrowed funds, using of production potential, effective management in the enterprise, the dynamics of production and sales of products, depreciation of fixed assets, using of investment capital. In addition to monitoring indicators, crisis management involves identifying problem areas in the enterprise and developing measures to eliminate them. The final part of the enterprise's anti-crisis policy is the implementation of these measures, which prevents the bankruptcy of the enterprise at the stage of possible threats and problems. Unfortunately, modern entrepreneurs neglect this measure and therefore find themselves in a difficult financial and managerial situation. Another issue of crisis management is the issue of securities, which allows to raise additional funds used by the enterprise as a means of eliminating possible bankruptcy. This process is a means of lending in today's realities that is more effective than loans made through the banking system. In today's market economy, business development is the driving force, so we believe that the topic of crisis management is relevant, because such measures are developing enterprises, which in turn develops the economic sectors and the country's economy. Keywords: crisis management, crisis, bankruptcy, financial instruments, enterprise management, analysis of financial condition.

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Kaul, Mohan. "Public Enterprise Management: Strategies for Success." Vikalpa: The Journal for Decision Makers 15, no. 1 (January 1990): 3–14. http://dx.doi.org/10.1177/0256090919900101.

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What constitutes successful management of public enterprises? Executives of successful enterprises from 14 commonwealth countries exchanged their experiences and outlined strategies at two roundtable meetings under the auspices of the Commonwealth Secretariat, London. This paper is a summary of the views of the executives presented at the two meetings. In recent years, public enterprises in developed and developing countries have been criticized for not fulfilling the expectations placed on them. The case studies and the discussions at the two meetings, however, reveal that many public enterprises have been managed, successfully. The strategies outlined by the executives relate to managing the external environment, the enterprise-government interface, internal management, building enterprise culture, managing human resources, and the role of leadership.

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Matukova, Hanna, Valentyna Khrapkina, Natalia Bahashova, Daria Matukova-Yaryha, and Alla Levitskaia. "Eco-Controlling: Prospects for the Environmental Policy in Enterprise Management." SHS Web of Conferences 100 (2021): 05011. http://dx.doi.org/10.1051/shsconf/202110005011.

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The research defines eco-controlling as a new trend of the enterprise environmental policy in the field of environmental protection, its place in the enterprise control system under conditions of permanent changes of the economic environment and environmental challenges. There are outlined tasks of eco-controlling that covers a wide variety of issues associated with ensuring the enterprise’s effective activity in the long run considering requirements of environmental protection. The authors substantiate efficiency of introducing eco-controlling as a set of tasks of planning, accounting, controlling, analyzing and auditing environmental aspects of industrial enterprises’ activity.

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Klius, Yuliia, Liubov Kotova, Yuliia Ivchuk, and Oleh Skupinskyi. "Adherence to Legal Culture as a Component of the Regional Industrial Enterprises’ Corporate Innovation Management while Ensuring their Sustainable Development." European Journal of Sustainable Development 9, no. 2 (June 1, 2020): 431–40. http://dx.doi.org/10.14207/ejsd.2020.v9n2p431.

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The article is to determine the role of the compliance culture as a part of the regional industrial enterprises’ corporate innovation management while ensuring their sustainable development. Any enterprise, operating in a market economy, aims to maximize profits as its main internal goal. Effective innovative development is an objective necessity for sustainable economic growth. The main goal of the innovative activity of enterprises or organizations can be designated as obtaining a certain number of innovations in the form of new products, technologies, raw materials, methods of organization and management with certain features. The formation of new and efficient innovation management systems by means of straight-line management is of great importance for industrial enterprise’s effective development management. The creation of new and efficient systems of management of innovation activity to direct it into an effective path is greatly important for effective development management of the industrial enterprise. Therefore, the innovation management corporate system creation and the study of its role in the effective development of the enterprise is extremely relevant. Keywords: legal culture, innovative activities, industrial enterprises, sustainable development

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33

Shen, Liang Feng. "Research on Modern Enterprises Culture Construction Based on Knowledge Management." Applied Mechanics and Materials 58-60 (June 2011): 135–40. http://dx.doi.org/10.4028/www.scientific.net/amm.58-60.135.

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Knowledge Management has put forward many new requirements for modern enterprises culture construction，which requires the enterprise build its knowledge environment and establish its knowledge system，then shape the enterprise culture which can let the members work according to the thoughts of the enterprise. The relationship between enterprise culture and knowledge management is analyzed in this paper, and the modern construction enterprises culture structure hierarchy is probed into under the background of knowledge management，based on these the thoughts of the modern enterprise culture construction is put forward to build the culture atmosphere for enterprise implementing knowledge management.

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Bytsyura, Leonid. "STRATEGY OF ENERGY EFFICIENCY MANAGEMENT OF ENTERPRISE." Economic Analysis, no. 27(3) (2017): 281–85. http://dx.doi.org/10.35774/econa2017.03.281.

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Introduction. The dynamic of introduction of energy efficiency projects in international companies in the field of heat supply is growing. As a result, the topical issue is to reform the activities of enterprises in the field of heat supply in Ukraine. Purpose: systematization of theoretical aspects and research of practical bases of realization of strategy of energy efficiency management of enterprise in the field of heat supply. Method (methodology). Methodological basis of the research were the following methods: analysis and synthesis – for determine scientific approaches to the strategy of energy efficiency management of the enterprise; generalization – for highlight the features of strategy of energy efficiency management of enterprise; comparison – for studying the strategy of energy efficiency management of enterprises in the field of heat supply. Results. The article summarizes scientific approaches to the essence of strategy of energy efficiency management of enterprises. The features of strategy of energy efficiency management of enterprise are highlighted. The author’s interpretation of the essence of strategy energy efficiency management of the enterprise is offered. The analysis of introduction of strategy of energy efficiency management of enterprises in the field of heat supply on the example of «Kyivteploenergo», «Lvivteploenergo» is carried out. The results of the research of scientific approaches to strategy of energy efficiency management of enterprise are the basis for determination of factors of transformation of strategic energy efficiency management system of enterprises in the field of heat supply.

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Остаев, Гамлет, Gamlet Ostaev, Борис Хосиев, Boris Hosiev, Айгуль Клычова, and Augul Klychova. "MANAGEMENT ACCOUNTING: MANAGEMENT OF FINANCIAL FLOWS OF AGRICULTURAL ENTERPRISES." Vestnik of Kazan State Agrarian University 13, no. 3 (November 7, 2018): 135–40. http://dx.doi.org/10.12737/article_5bcf579cf1b9d1.45286766.

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At the present stage, the development of measures for management accounting, management and improvement of financial flows for agricultural enterprises is a significant problem. Financial flows for agricultural enterprises are a necessary measure for the development of not only the agricultural production sector, but also the processing of agricultural raw materials. Management accounting and management of an agricultural enterprise include strategic planning and regulation of financial flows. Management accounting and management of financial flows - is the management of the movement of cash (financial) funds, which arose in the process of promoting commodity-material and intangible values. In addition, in the process of management accounting, a purposeful allocation of financial resources in the logistical financial system of the agricultural enterprise is carried out. Management of financial flows is carried out both for the purposes of the internal environment of the agricultural enterprise, and for the external environment.

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Rudenko, Inna, Alina Kolesnyk, Tetiana Bolotova, Oleg Bogoyavlenskiy, Olha Halkina, Viktoriia Pustova, and Denis Darmostuk. "Methodological approach to mutually agreed corporate image management and economic security of enterprise." ScienceRise, no. 2 (April 30, 2021): 53–58. http://dx.doi.org/10.21303/2313-8416.2021.001790.

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The object of research: corporate image and enterprise economic security. Investigated problem: methodical approach to mutually agreed management of enterprise’s image and its economic security. The main scientific results: theoretical analysis of the opinions, which are presented in the scientific literature of enterprise economic security functional components and the mechanism of their formation, is carried out. The functional components of economic security related to the internal and external aspects of enterprise are studied in detail, and their close relationship with image components is determined. The stages of enterprise image management are schematically shown with taking into account the compliance of image economic security components levels. The area of practical use of the research results: the need to adhere to certain sequence of actions aimed at forming a positive image and managing it in enterprises is emphasized. It is advisable to use an approach to the formation of corporate image with taking into account the targeted influence of management entities on the business environment. Technological innovation: the enterprise economic security structure in the context of modern tendencies is proposed, the complex of measures which are recommended to be applied for enterprise image maintenance is determined. Scope of application for technological innovation: practical activity of Ukrainian enterprises is in interconnection with other business environment participants.

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37

Shao, Fang. "Analysis of Science and Technology Human Resource Information Management Application in China Enterprise." Advanced Materials Research 171-172 (December 2010): 600–603. http://dx.doi.org/10.4028/www.scientific.net/amr.171-172.600.

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According to science and technology human resources function inside enterprise is prominently important, various enterprises are more and more value science and technology human resources information management. The article described science and technology human resources present situation in China, introduced essential countermeasure to improve enterprise’s science and technology human resources information management, which help enterprises actualize science and technology human resources information management effectively.

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38

Yin, Xue Mei. "Application of Information Engineering in Enterprise Management." Applied Mechanics and Materials 174-177 (May 2012): 2745–48. http://dx.doi.org/10.4028/www.scientific.net/amm.174-177.2745.

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Information engineering has been widely used in project management. Implementation of enterprise information technology can overcome various inconveniences caused by geographic or time gap and make up the gap with partners or competitors. The purpose of this paper is to use the mature and advanced technology to design and realization of high reliability, scalability, flexibility, economy, and be able to meet the management requirements of modern enterprises, to improve enterprise information-sharing capabilities, and to support enterprises in high-level enterprise information management platform.

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Nastiti, Pambayun Kinasih Yekti, Apriani Dorkas Rambu Atahau, and Supramono Supramono. "THE DETERMINANTS OF WORKING CAPITAL MANAGEMENT: THE CONTEXTUAL ROLE OF ENTERPRISE SIZE AND ENTERPRISE AGE." Business, Management and Education 17, no. 2 (October 9, 2019): 94–110. http://dx.doi.org/10.3846/bme.2019.10409.

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Purpose – working capital management plays a vital role in determining the continuity of enterprises’ business activities. Enterprises should manage their working capital efficiently to avoid excessive working capital investments and at the same time, to maintain their liquidity. This study aims to examine the determinants of working capital management and to test the different effects of the determinants of working capital management based on enterprise size and enterprise age. Research methodology – the sample consists of 117 manufacturing enterprises listed at the Indonesian Stock Exchange for the years 2010–2017. Panel data regression was used to test the hypothesis. Findings – the findings reveal that sales growth and economic growth determine working capital management. However, the effects of the determinants of working capital management differ depending on enterprise size and enterprise age. Specifically, economic growth is the only determinant that exhibits different effects on working capital management between different enterprise size and enterprise age subsamples. Meanwhile, besides economic growth, capital expenditure, and operating cash flow are the other enterprise-specific determinants that exhibit different effects on working capital management between the two enterprise age subsamples. Research limitations – this study only measures enterprise size with total assets. Thus, we advise future studies to complement this proxy with other measures such as market value and the listing size criterion (main board vs development board). Further, it is necessary to analyse the non-linear relationship between leverage and working capital management to explain the positive effect of leverage on working capital management. Practical implications – the empirical results suggest that manufacturing enterprises must focus more on their sales growth because it affects their ability to manage their working capital efficiently. Besides, younger manufacturing enterprises need to shorten their cash cycles that are longer relative to old enterprises. Originality/Value – no previous studies have analysed the determinants of working capital management based on enterprise characteristics, especially enterprise size and age. Specifically, in the scientific literature, enterprise size and enterprise age mainly act as the dependent variables.

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40

Niu, Yitong. "Enlightenment of Positive Psychology on Human Resource Management." Modern Management Forum 5, no. 1 (April 10, 2021): 30. http://dx.doi.org/10.18686/mmf.v5i1.3169.

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This paper analyzes the concept and main ideas of positive psychology, discusses the theoretical basis of applying the principle of positive psychology to human resource management, analyzes the problems encountered in the development of modern enterprise organization from a practical point of view, and discusses its enlightenment to human resource management of enterprises. From how to establish enterprise culture and create a positive working environment for enterprise organization, to training enterprise employees, including employee recruitment, employee motivation, employee training and career planning. It has good practical value for the management and development of human resources in enterprises.

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Sujová, Andrea. "Process restructuralization and its importance by increasing a competitiveness of an enterprise." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 59, no. 2 (2011): 319–24. http://dx.doi.org/10.11118/actaun201159020319.

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Restructuralization in traditional understanding is considered for solution of crisis situation in an enterprise. However, it is important to emphasize that restructuralization shouldn’t be connected only with crisis situation in enterprises. In present time the restructuralization has become a tool enabling revaluation of present enterprising activities and to relocate sources towards increasing the enterprise performance. This paper is focused on substance of restructuralization based on process approach that can enable to optimalize enterprise structure and process and increase competitiveness of an enterprise. Results of research in Slovak and Czech enterprises showed that implementation of process management components by realization of strategic changes enabled to achieve the increase of business performance. Opinions of experts as also experiences of enterprises with realization of changes supported process approach as a basic condition for successful restructuralization. In paper we pay attention especially to effects of enterprise’s restructuralization with emphasis on process approach to restructuralization management which is more effective in comparison with function approach.

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42

Morhulets, Oksana B., and Olena V. Nyshenko. "METHOD OF ASSESSMENT OF ENTERPRISE READY FOR OUTSOURCING IMPLEMENTATION." Management 30, no. 2 (February 11, 2020): 26–37. http://dx.doi.org/10.30857/2415-3206.2019.2.2.

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Introduction. Today Ukrainian enterprises operate under difficult economic conditions, which have developed against the background of the constant increase in the cost of raw materials, energy tariffs, changing geopolitical situation, difficult political situation in the country, which is why most of the enterprises struggle for survival instead of development. Against this background, competition with foreign producers is aggravated, accompanied by a narrowing of the domestic market.Given the complex economic conditions of Ukrainian enterprises, their success today depends on the effectiveness of management in these conditions. Businesses require a modern business process management tool designed to adapt to new challenges and find ways to mitigate the effects of external factors. The economic development of the enterprise is conditioned by the progress of information technologies, the emergence of innovative forms of management, new principles of division of labor, etc. Changes in the management of business entities now require new scientific and methodological approaches, from which the enterprise is regarded as a set of business processes. One of the modern ways of improving the business system is the attraction of external contractors, which is solved by the introduction of outsourcing and allows to increase the efficiency of the enterprise and its competitiveness in the market.Hypothesis. Assessing the readiness of an enterprise to implement outsourcing provides validity of the management decision on outsourcing of business processes and helps to increase the efficiency of utilization of the enterprise's potential.The purposeof this article is to develop a methodological approach to assessing the degree of readiness of the enterprise to implement business process outsourcing to improve the efficiency of the enterprise in the current economic environment and to strengthen its competitive position in the domestic and international markets.Research methods. The methodological basis of the research is a system of general scientific and special methods, the main of which are: dialectical approach, methods of classification and systematization, analysis and synthesis, statistical and logical analysis, concretization, expert assessments and economic and mathematical modeling.Results. A methodical approach to assessing the degree of readiness of an enterprise to use outsourcing in business process management is offered, which, unlike the existing ones, makes it possible to substantiate the outsourcing decision taking into account the existing potential of the enterprise with a greater degree of certainty.Conclusions. As a result of the research, the problem of scientific and methodological substantiation of the enterprise's readiness for implementation of business process outsourcing at the enterprise was solved. This methodological approach enables the management of a number of indicators and the appropriate scale to assess the degree of readiness – the sufficiency of the enterprise's capacity to implement outsourcing and to overcome the risks associated with it. The proposed approach enhances the effectiveness of the management decision to outsource, is versatile and can be used in the practice of any enterprise that plans or already uses outsourcing in business.

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Tahwin, Muhammad, Maslichan Maslichan, and Wulan Suryandani. "MODEL MANAJEMEN USAHA DALAM UPAYA PENINGKATAN DAYA SAING INDUSTRI BATIK TULIS LASEM KABUPATEN REMBANG." Fokus Ekonomi : Jurnal Ilmiah Ekonomi 14, no. 2 (December 8, 2019): 214–25. http://dx.doi.org/10.34152/fe.14.2.214-225.

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Management ability should be the activity that supports small and medium enterprises to be more effective and efficient in carrying out the enterprise in order to have high competitiveness. The problem occurred is there are many small and medium enterprises have poor management. The same problem also faced by Batik Tulis lasem industry, so the competitiveness of Batik Tulis Lasem industry is not optimal. This research aim is to obtain the proper enterprise management model as the effort to improve Batik Tulis Lasem competitiveness. Data analysis used is qualitative approach and SWOT analysis. The research result is the enterprise management model developed consists of production management, human resources management, marketing management and financing management. In implementing this enterprise management model is also developed criterion of enterprise performance measurement. The enterprise subjects have to carry out SWOT analysis for their enterprises, so the enterprises conditions and the competitor position this time can be identified.

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HUMENIUK, Halina, Inna TKACHIVSKA, and Andriy HUMENIUK. "HUMAN RECOURSES MANAGEMENT OF TOURISM ENTERPRISES." "EСONOMY. FINANСES. MANAGEMENT: Topical issues of science and practical activity", no. 3 (53) (October 4, 2020): 76–89. http://dx.doi.org/10.37128/2411-4413-2020-3-6.

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The article defines the current state of personnel management in a tourist enterprise. From the point of view of market economy in terms of personnel management, the tourism enterprise highlights the human factor as the property of the organization, as its own resource, which must be effectively used to achieve the main goals and expected results. The main problems in the implementation of personnel management at the tourist enterprise are identified. The basic principles of personnel management are studied, such as: systematicity ie the conceptual combination of all actions aimed at personnel; sense of purpose, ie certain processes of personnel management, which are focused on the full achievement of the goals of tourism enterprises; scientific, ie the role of tourism management entities is aimed at science-based methods in the implementation of personnel management; optimality, which consists in the absence of the leader's desire to obtain the needed results in any way and price; sequence of management processes; balance of responsibility and authority, it is used at all levels of the tourism enterprise; mutually agreed combination of collective and personal interests with the interests of the tourist enterprise, observance of ethical and moral norms, which is a background in the relationship between the staff and the tourist enterprise. Problems related to personnel management in tourist enterprises are revealed. The guarantee of effective and long-term personnel management is an updated, flexible and well-adapted to modern conditions organizational structure, which should focus on balancing staff behavior and providing appropriate assistance to employees of the tourist enterprise. A set of measures to improve the personnel management system at the tourist enterprise is proposed. The article highlights the main methods of personnel management in tourism enterprises of our state.

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TURCHAK, Iryna. "Principles of quality and assortment management in the management of supplies of the industrial enterprise." Economics. Finances. Law, no. 8 (August 27, 2021): 32–36. http://dx.doi.org/10.37634/efp.2021.8.6.

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Introduction. Due to the coronavirus pandemic and related constraints, the resilience of industrial enterprises relies heavily on the ability of managers to ensure timely and uninterrupted supply. The enterprise's activity in the economic system forces us to interpret any business entity as an open system, the logistics subsystems of which form the “blood system” of the economy. In conditions of increasing risks and the spread of procurement violations, violated with insufficient competence or, in some cases, illegal behaviour of logistics managers, a topical issue is the characterization of crucial properties of supplies – their quality and assortment. Current scientific works fully disclose the peculiarities of supply management at an industrial enterprise. However, we believe that the development of domestic industrial enterprises in a crisis, the prospects for their entry into the international arena depend on the ability of management to achieve not only the overall quality of processes but also to manage quality and assortment in the supply chain. The purpose of the paper is to generalize the principles of quality management and assortment in the supply chain of an industrial enterprise. Results. In the paper we conducted a theoretical study of the features of supply management. We summarized the principles of quality management and assortment in the supply management of an industrial enterprise, which included validity, complexity and consistency, ethics and integrity, sustainable development. As part of the study, we briefly described the challenges and prospects facing logistics managers of industrial enterprises in implementing and maintaining a quality monitoring system and assortment of supplies. Conclusion. We emphasized some of the semantic properties of the concepts of assortment and quality as characteristics of the supply and finally outlined some quality and assortment management principles in the supply management of an industrial enterprise. Such principles include scientific validity, complexity and consistency, ethics and integrity, and sustainable development. A promising area of further research is to characterize the key competencies of logistics managers needed to ensure a transparent and uninterrupted supply process.

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Wang, Mei Tian. "The Design and Implementation of Enterprise Management System Based on ERP." Applied Mechanics and Materials 644-650 (September 2014): 6221–24. http://dx.doi.org/10.4028/www.scientific.net/amm.644-650.6221.

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With the speeding up of economic globalization, the survival and development of enterprise faces unprecedented pressure. The maturing information technology creates conditions for enterprises to improve management level. ERP system which integrates the enterprise management, business process, basic data, manpower material resources, computer hardware and software resources, is the product of enterprise management thought and advanced information technology, providing a strong incentive for enterprise operation and development. This paper analyzes the characteristics of the Chinese enterprises in the process of implementing ERP system, and the ERP system in the different stages of enterprise applications is studied, build methodology for a reference model of ERP rapid implementation based on enterprise.

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Idobayeva, Alla. "IMPROVEMENT OF THE ENTERPRISE MANAGEMENT SYSTEM BASED ON MODERN PRINCIPLES OF BUILDING BUSINESS PROCESSES, CONTROLLING AND RISK MANAGEMENT." Three Seas Economic Journal 1, no. 3 (December 18, 2020): 40–45. http://dx.doi.org/10.30525/2661-5150/2020-3-7.

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The objective of the article is to highlight and consider the main directions for improving the modern enterprise management system, since that in the modern market conditions, the issue of effective development for industrial enterprises becomes more relevant, while the fundamental bearing core of the enterprise's internal environment is the management efficiency. The main problem is the managerial inefficiency of an excessively large structure that is not well suited to the work in market conditions. Methodology. In the course of this analysis, the management system of an industrial enterprise was considered as a complex open system with the use of the system analysis methodology in the study, which made it possible to identify the main directions for its improvement. Results. Enterprise management is a continuous process of influencing the performance of an employee, group or enterprise as a whole for the best results in terms of achieving the goal, which has been set. The management process is provided by the trained management professionals who shape and manage the organization by setting goals and developing ways to achieve them. To do this, management must find an effective way to combine the key variables that characterize tasks and people, while taking into account the obvious and potential external and internal risks and threats. Setting goals and providing them with policies, strategies, procedures and rules, the necessary management mechanisms contribute to the solution of this task. Motivation and control also play a significant role in ensuring that the tasks are completed effectively. However, the key in this is precisely management, which is most obvious and directly related to the systematic coordination of tasks and, accordingly, the formal relationships of people performing them, and the correctly selected management process toolkit allows the enterprise to achieve the greatest efficiency. Practical implications. The performed analysis of the features of the functioning of the enterprise management system allows us to determine the following areas for improving the modern enterprise management system: improving the business processes of the enterprise, ensuring high-quality control in the enterprise management system, and introducing the enterprise risk-management. Value/originality. The use of system analysis made it possible to determine and substantiate the main directions of improving the modern enterprise management system.

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Chen, Haimei. "Application of Financial Analysis in Enterprise Financial Management." Frontiers in Business, Economics and Management 3, no. 2 (March 17, 2022): 37–39. http://dx.doi.org/10.54097/fbem.v3i2.259.

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The rapid development of economic level makes the competition between enterprises more and more fierce. In the competition, financial analysis plays an indispensable role in enterprise financial management. This paper expounds the relevant concepts of financial analysis, explores the role of financial analysis in enterprise financial management, finds the relevant problems of financial analysis in enterprise financial management, and briefly expounds how to strengthen financial analysis within the enterprise, which is more conducive to the effective implementation of enterprise financial management.

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Merkulov, Illia, and Olga Guk. "Management of Innovation Implementation at the Enterprise." Modern Economics 23, no. 1 (October 27, 2020): 130–35. http://dx.doi.org/10.31521/modecon.v23(2020)-21.

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Introduction. At the current stage of the economy of Ukraine, there is a special significance in the development of problems of enterprises effective development. The main problems of industrial enterprises are connected with low consumption of their products, a high level of wear and tear of the main funds, a significant amount of costs for good service and for other reasons. On the current day, one of the main ways to improve the efficiency of organizational performance is to provide innovation. It is the introduction of innovations that will help enterprises to solve these problems. Purpose. The purpose of the article is to clarify the essence of the concept of “innovation implementation”, its role and significance for the activities of enterprises, as well as to describe the stages of implementation of innovation at the enterprise. Results. The article is devoted to the issue of innovation management in the enterprise. This paper, based on research by domestic and foreign scientists, considers the management of innovation in the enterprise, which emphasizes the importance of understanding the stages of the innovation process to achieve the effectiveness of innovative development of the enterprise. A brief overview of the stages of innovation implementation is presented and their characteristics are given. The issue of evaluating the effectiveness of innovations is considered and it is found that depending on the objectives of innovation, the results and costs taken into account, the effect on economic, scientific and technical, resource, social, environmental can be classified.The authors also consider the approach to the introduction of innovations in the enterprise in relation to the innovation load. There are three stages of innovative development of the enterprise. Conclusions. The conclusion is made about the importance of keeping the stages in the process of introducing innovations at the enterprise. It was found that the introduction of innovations is influenced by both the external and internal environment of the enterprise. It was found that the goal of introducing innovations can be not only economic factors, but also other effects, such as social, economic and others.

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Berdar, Marharyta, and Olha Yevtushevska. "INNOVATION ACTIVITY MANAGEMENT OF ENTERPRISES UNDER SELF-DEVELOPMENT." Baltic Journal of Economic Studies 6, no. 2 (May 15, 2020): 25–31. http://dx.doi.org/10.30525/2256-0742/2020-6-2-25-31.

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There are the research directions, determined as relevant, such as the issues of innovation activity management of enterprises, identifying the main causes of low innovation activity of domestic companies, improving the innovation activity management system of industrial institutions, which necessitates the formation of a scientific and methodological basis that can realize the ability to describe the process of innovation activity of the enterprises and mechanisms to manage them. These issues are also relevant because in the context of strengthening the course on European integration, the management of domestic enterprises is tasked with identification of the methodological and practical experience of innovative management of the EU countries as soon as possible and harmonization of their policies in accordance with its provisions. The subject of the study is complex research of management of innovative activity of enterprises under self-development. The purposes of the article are a study of the main directions of operation of innovative-active enterprise under self-development; analysis of key indicators of innovation activity of an enterprise; characteristic of the mechanism of innovation activity management of an enterprise in terms of self-development; definition of directions of policy of strengthening of innovation activity with the purpose of increase of efficiency of development of domestic enterprises. To achieve these purposes the following research methods are used: analysis and generalization of theoretical sources and scientific literature; abstract-logical method in the process of theoretical generalizations and formation of conclusions; prognostic and diagnostic; general scientific methods of analysis and synthesis. Results. The article describes the concept of innovation activity of the enterprise and details its main elements. The authors have also formulated the concept of innovative-active enterprise and presented the priority directions of its operation. The basic aspects of improvement of the innovation activity management system of the enterprise under self-development are considered. The key aspects of improving the management system are highlighted: analysis and evaluation of changes in the operation of the enterprise (evaluation of innovation activity); choice of direction of innovative development of the enterprise; development of strategy of innovative operation (definition of priority of directions, their correlation, development of scenarios); control of implementation of the enterprise development strategy. The process of improving the system of management of innovative activity of the enterprise under self-development is presented as a block diagram. The process is considered and the mechanism of innovation activity management is proposed. Practical implications. The article presents the process of managing innovation activity according to the degree of selfdevelopment of the enterprise. The proposed mechanism has practical orientation in forming a set of measures for strategic development of the enterprise. In general, the paper outlines the main tasks for improving the innovation activity management system, the solutions of which will improve the effective functioning of the enterprise.

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