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1
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.
Повний текст джерелаАнотація:
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.
2
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.
Повний текст джерелаАнотація:
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.
3
Straková, Jarmila, Jan Váchal, Jaroslav Kollmann, and Milan Talíř. "Development trends in organizational and management structures." Problems and Perspectives in Management 19, no. 2 (July 6, 2021): 495–506. http://dx.doi.org/10.21511/ppm.19(2).2021.39.
Повний текст джерелаАнотація:
Development trends in management and organizational structures are considered one of the limitations of the ongoing transformation of the company architecture of enterprises in the Czech Republic. This study is based on the survey data of over 450 enterprises in different sizes and sector categories conducted in 2016–2019. Statistical dependence between the type of organizational structure and size of an enterprise is confirmed with a trend of transition to a department-based organizational structure at the expense of a division-based structure. A high degree of statistical dependence is found between the number of management levels and size of a company. However, a low level of statistical dependence is found between the number of management levels and the sector type. Dependence between management structure/size of an enterprise and its profitability is not confirmed. A critical strategic task for companies is acceleration of the transformation of the company architecture, including the organizational framework, and intensification of the innovation and digitalization based on a transfer of new knowledge into corporate practice. If enterprises accomplish this strategic task, they will generate higher value and they can be more profitable and sustainable. A transfer from classical management structures to departmental structures is demonstrated, which creates preconditions for transformation in process and project management. A new finding is an independent relationship between management structure/size of an enterprise and its profitability; and an opposite trend considering the number of management levels compared to the prediction, i.e., their decrease.
4
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.
Повний текст джерелаАнотація:
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.
5
Konovalov, M. V., I. V. Tsomaeva, and A. A. Kiseleva. "DEVELOPMENT MANAGEMENT OF INDUSTRIAL ENTERPRISE." Economics Profession Business, no. 4 (December 10, 2021): 37–42. http://dx.doi.org/10.14258/epb202153.
Повний текст джерелаАнотація:
During strategy development and implementation industrial enterprises face conceptual difficulties, that are similar for enterprises of the military-industrial complex due to their institutional, industry and integration characteristics. The article proposes a methodological approach to the strategic management process organization with an emphasis on the implementation stage of strategic development. Also, modern operating concepts, mechanisms and tools for enterprise development management are considered. Current requirements are highly important. Documents regulating the development management business process must comply with the principles of a quality management system (QMS), and mechanisms for analyzing large amounts of information should correspond to the procedure of mathematical modeling, neuroinformatics, hybrid expert systems, adapted at enterprises during previous empirical research.
It is recommended to make employee reward system concern the level of implementation of company’s development projects.
6
Авдеева and Irina Avdeeva. "Management of development of industrial enterprises." Forestry Engineering Journal 5, no. 3 (November 15, 2015): 305–15. http://dx.doi.org/10.12737/14179.
Повний текст джерелаАнотація:
As tools for the development of enterprises provides a variety of management decisions, causes type of enterprise development. Type of development is determined on the basis of a combination of aggregated indicators of subsystems, called integrated. Based on the identified factors and methods of assessment of development, developed the mechanism of management of enterprise development. Application at the enterprise level, this mechanism will promote the adoption of strategically important managerial decisions and to improve the efficiency of busi-ness management.
7
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.
Повний текст джерелаАнотація:
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.
8
Kudryavtseva, N. N., Y. V. Pakhomova, and Y. N. Duvanova. "The concept of management development management enterprise." Proceedings of the Voronezh State University of Engineering Technologies 81, no. 1 (July 18, 2019): 429–33. http://dx.doi.org/10.20914/2310-1202-2019-1-429-433.
Повний текст джерелаАнотація:
The use of an innovative approach makes it possible to obtain specific results of enterprises, such as the supply of goods and services of high quality, competitive advantages, allowing more flexible response to changes in the internal and external environment. Important in the context of managing the development of the regional market of services are the definition and analysis of the investment attractiveness of the service industry. The higher it is, the more likely the inflow of financial resources into the economy of the industry. In this regard, the relationship between the concepts of "investment attractiveness of the industry" and "competitiveness of the industry" is of great importance .Therefore, the actual problem is the management of the market of services. Analysis of these problems showed the lack of effective management of enterprises in the market. Currently, there are no effective methods and models of enterprise management, representing the relationship of an economic entity, involving the relationship in the provision and consumption of goods and services. This article describes the main aspects of the state influence on the services market. Market regulators do not create conditions conducive to the development of the service sector. Therefore, a model is proposed that allows to regulate the relations of the enterprise on the basis of an innovative strategy of enterprise management, expanding the opportunities and ways to improve the efficiency of management of both the market of services and the sector of the economy as a whole. The article assesses the competitiveness of the services market, defines the economic potential of the regional services market, presents an algorithm for developing a management strategy, and proposes a model for the development of the regional services market.
9
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.
Повний текст джерелаАнотація:
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.
10
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.
Повний текст джерелаАнотація:
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.
11
Blazevska, Aneta, and Makedonka Stojanovska. "History of Forest Enterprise Management Development in Macedonia." South-east European forestry 4, no. 1 (June 30, 2013): 43–49. http://dx.doi.org/10.15177/seefor.13-05.
Повний текст джерела
12
Pysmak, Viktoriia, Lidiya Mazhnyk, and Tetiana Sigaieva. "Innovative development of the management potential at a modern enterprise." Economics of Development 20, no. 1 (December 28, 2021): 46–55. http://dx.doi.org/10.21511/ed.20(1).2021.05.
Повний текст джерелаАнотація:
The development of the national economy and its components in modern conditions is increasingly dependent on technological shifts based on innovation. The ability to form and effectively use potential is becoming a decisive factor in enhancing the competitiveness and development of enterprises. The development of managerial capacity will allow enterprises to adapt quickly to new environmental conditions and make effective management decisions. With the transformation of the economic system towards social orientation, there is a transition from outdated forms of enterprise potential management to a new vision of the quality of management potential. Basic approaches to assessing the quality of management potential in its innovative development were formed. The main features of the innovative development of managerial potential were identified. The main features of the development of innovative management potential were determined. A basic structure for management potential innovative development measures was proposed, which regulates that a company’s policy in the field of improving the efficiency of management capacity is a subordinate element of the general strategy of an enterprise, but at the same time it is necessary to monitor the balance between economic performance and social justice.
13
Kasianova, Nataliia, Elena Tarasova, and Nataliia Kravchuk. "Enterprise development management through managed chaos." Independent Journal of Management & Production 10, no. 5 (October 1, 2019): 1626. http://dx.doi.org/10.14807/ijmp.v10i5.900.
Повний текст джерелаАнотація:
The purpose of the study is to substantiate the feasibility of using the theory of chaos in the process of managing the industrial enterprises. One of the tools for managing chaos is proposed to be chaos engineering – a method of conducting planned experiments that give an idea of how the system can behave as a result of disturbances. The introduction of chaos engineering will allow for prediction of possible perturbations and prepare the system for a new attractor at an optimal time with minimal losses. The chaos management model of the economic system, which allows either a radical change in the status of the enterprise, its ability to influence demand and supply while maintaining the subjectivity of the development, or to promote antifragility of the enterprise, allows strengthening the stability of the economic system.
14
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.
Повний текст джерелаАнотація:
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.
15
ONOPRIIENKO, Dmytro. "Management of support of sustainable development of the enterprise." Economics. Finances. Law, no. 6/1 (June 30, 1999): 33–36. http://dx.doi.org/10.37634/efp.2021.6(1).7.
Повний текст джерелаАнотація:
The paper is devoted to the issues of providing the sustainable development of the enterprises in current conditions. The definition of sustainable development in this context is given. The author's definition of sustainable development of the business entity is given, strategic goals (strategies) of sustainable development of the enterprise in economic, social and ecological spheres are formulated, the basic principles of sustainable development strategy of the enterprise are given, theoretical and practical aspects of sustainable development management are considered, in particular, the main subsystems and tools for management's influence of the management system to provide the sustainable development of the enterprise are identified. It is noted that the sustainable development of the enterprise is influenced by a set of both favorable and unfavorable external and internal factors. Such institutional factors as regulatory, tax and (until recently) monetary policy of the state, the law enforcement system activity, and the lack of judicial proceedings have gained particularly negative impact on business activity in Ukraine. Accordingly, its own model of management based on sustainable development in current business sector in Ukraine has not yet formed. This is also due to the lack of market strategic thinking of the management of the vast majority of enterprises in the conditions of increased uncertainty and instability of the external economic environment in our country. Simultaneously, both the economy in general, and individual enterprises in the short term can be competitive only if they operate on the basis of the sustainable development concept, which requires effective interaction of environmental factors with key internal subsystems of enterprises.
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Vrana, I. "How to approach the development of enterprise information system." Agricultural Economics (Zemědělská ekonomika) 50, No. 1 (February 24, 2012): 41–46. http://dx.doi.org/10.17221/5165-agricecon.
Повний текст джерелаАнотація:
Nowadays, many enterprises face the problem of implementing their enterprise information system in order to keep pace with their competition. It holds generally for all types of enterprises, as e.g. manufacturing, agricultural, trading, financial, transportation, educational, etc. This paper deals with the basic rules for building an information system of the enterprise, particularly of medium or large ones. The attention is focussed at the problems each enterprise must address before starting an IS project. These are mainly the enterprise information policy planning, project feasibility and forms of its management.
17
Boiarynova, Kateryna, Kateryna Kopishynska, and Nataliya Hryhorska. "Economic and management approach to defining effective projects for enterprise development under risks and uncertainty." Problems and Perspectives in Management 17, no. 4 (December 24, 2019): 299–313. http://dx.doi.org/10.21511/ppm.17(4).2019.25.
Повний текст джерелаАнотація:
Enterprise development is dependent on the implementation of projects that contribute to improving economic performance. Considering this the need to apply the economic and management approach to the definition of effective projects under risks of reduced enterprise profitability due to the uncertain economic environment is justified. The study used scientific abstraction, formalization, causal relationship, time series analysis, variational range-based standardization, parameter minimization according to maximum and minimum values. The approach is created to evaluate the profitability dynamics of the production, management and finance subsystems of the enterprise, to monitor the deviations in the established corridor of their sufficient levels, to systematically control for the dynamics of the enterprise development to form the effective project portfolio, as well as to manage the risk reduction for projects that are inappropriate for development. The approach approbation, using Ukrainian machine-building enterprises as an example, has found enterprises with the level of development dynamics lower than the corridor determined. This indicates the risks of implementing inefficient projects and the need for systematic adjustment of their portfolio. The enterprises whose business operations belong to the fourth technological paradigm should implement projects to increase the profitability of the production and management subsystems, and those from the fifth paradigm should execute projects for the rise in the finance subsystem profitability.
18
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.
Повний текст джерелаАнотація:
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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ZANORA, Volodymyr. "STRATEGIC MANAGEMENT OF INNOVATIVE ENTERPRISE DEVELOPMENT PROJECTS: METHODOLOGICAL PROVISIONS." "EСONOMY. FINANСES. MANAGEMENT: Topical issues of science and practical activity", no. 1 (55) (May 27, 2021): 72–85. http://dx.doi.org/10.37128/2411-4413-2021-1-5.
Повний текст джерелаАнотація:
The paper is devoted to the issues of innovative projects strategic management for the enterprises development, which is due to the acceleration of changes affecting the implementation of enterprises economic activities. Conducted a study of theoretical, methodological and applied aspects of enterprise development strategic management to determine the possibilities of improvement and development in modern conditions of the economic activities implementation. The necessity, importance and expediency of the strategic management formation in the enterprise management system are indicated and substantiated. The most common, basic strategies for enterprise development are considered, including strategies for concentrated growth, integrated growth, diversified growth, and reduction. The stages of enterprise development strategic management are determined, among which one of the main is the stage of strategic analysis. The specifics of the enterprises economic activities have been clarified, including the spread of project management methodology, changes caused by Industry 4.0, the COVID-19 pandemic, climate transformations, and others. A conceptual diagram of the «Star» project management model has been formed, which indicates the areas of knowledge in project management, including integration management, risk management, communications management, stakeholder management and others. The model also assumes taking into account both traditional restrictions in the project implementation, namely, compliance with the requirements for quality, project cost and time of its implementation, and new ones, including ensuring profitability, environmental friendliness and social significance. The conceptual scheme provides for further improvement of the project management model by the possibility of expanding the range of components through the addition of new elements. The use of the conceptual scheme of the project management model as a basis for the methodological foundations development for the strategic management of innovative enterprise development projects is proposed. Changes in the strategic management concept of enterprise development are considered. The general project management concept as a basic for strategic management of enterprise development is defined.
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Husarov, Oleksandr, Olena Antyptseva, Kyrylo Husarov, and Olga Yurieva. "Economic development of industrial enterprises: motivation-oriented management methods." SHS Web of Conferences 67 (2019): 06021. http://dx.doi.org/10.1051/shsconf/20196706021.
Повний текст джерелаАнотація:
The article explores the main approaches to the concept of “motivation-oriented management”. The importance of applying motivation-oriented management for the economic development of industrial enterprises is proved. It is determined that the economic development of enterprises is an extremely important factor for the development and competitiveness of the state as a whole. It is noted that in present unstable economic conditions, an innovative approach is necessary for the development of industry. The main and secondary processes that arise in the process of introducing motivational activities in the enterprise are described. It is noted that when managing the economic development of an enterprise, one should focus only on improving its condition, which should be confirmed by certain achieved results. It is indicated that the performance indicators of motivation affect all economic indicators of the enterprise, in particular the level of financial development of industrial enterprises. Conclusions are made regarding the feasibility of introducing motivation-oriented management at Ukrainian enterprises for their economic development.
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Markina, Iryna, Dmytro Diachkov, and Oke Adedeji. "Monitoring the level of sustainable development of the enterprise." Problems and Perspectives in Management 15, no. 1 (May 11, 2017): 210–19. http://dx.doi.org/10.21511/ppm.15(1-1).2017.08.
Повний текст джерелаАнотація:
The paper presents a comprehensive approach to monitoring the level of sustainable development of the enterprise. The basic principles and elements of forming the system of monitoring sustainable development of the enterprise were considered and systematized. The paper provides an analysis of existing approaches to assessing the sustainability of the enterprise during its development. The analysis of the results of monitoring the sustainable development of the enterprise allows to record stable and unstable periods of its development, which helps managers choose the strength of management impact according to the current situation. The theoretical foundations of the concept of sustainable development of economic systems are elucidated on the basis of the analysis of scientific publications. The authors have pointed out the importance of introducing the concept of sustainable development and possible benefits from its use. The enterprises implementing the sustainable development strategy in Ukraine have been highlighted. Based on the results of the study, the information and analytical content of the monitoring system for sustainable development of some processing enterprises of Ukraine was substantiated. The analysis of the application directions of the sustainable concept development has been carried out and a practical example of the information implementation and analytical system for monitoring the sustainable development of a food industry enterprise has been examined using as an example the Obolon Corporation, Kiev. The positive experience of using this method of monitoring the sustainable development of the Obolon Corporation should become an example for most processing enterprises in Ukraine.
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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.
Повний текст джерелаАнотація:
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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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.
Повний текст джерелаАнотація:
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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Bespalova, V. V., and O. V. Kadyrova. "PROCESS INNOVATION PROJECTS IN ENTERPRISE DEVELOPMENT MANAGEMENT." Business Strategies, no. 5 (May 25, 2018): 36–38. http://dx.doi.org/10.17747/2311-7184-2018-5-36-38.
Повний текст джерелаАнотація:
The problem of the formation of enterprise development strategy in the current economic conditions, especially in the worsening crisis, fueled by the sanctions imposed by the international community, offered solutions to the problem, namely the use of an innovative approach to the development of businesses in terms of implementation of process innovation projects in the management of the development of enterprises.
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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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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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Тетяна Назарова, Марина Шевченко, and Павло Грабович. "FINANCIAL CONTROLLING AS A COMPONENT PART OF A SUSTAINABLE DEVELOPMENT MANAGEMENT SYSTEM." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 1 (December 28, 2021): 3–6. http://dx.doi.org/10.20998/2519-4461.2020.1.3.
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concepts, principles and functions of the formation and development of controlling are characterized. The necessity of the organization of financial controlling in the enterprise is grounded, the main stages of the introduction of controlling in the formation of the financial strategy of the enterprise in modern conditions are proposed. It is proved that the difference in the principles of organization of enterprise finance determines the need for differentiation of controlling objects for business entities operating on the basis of commercial calculation, non-profitable activity and estimated financing. If for commercial calculation it is the profit and market value of the enterprise, for non-profitable enterprises it is cash flows that must be efficiently generated and redistributed in accordance with their intended purpose; for enterprises operating on the principles of budget or budget financing, the level of income coverage. The effectiveness of the controlling system is determined by the efficiency of enterprise management. It is proved that the financial strategy is the basis of enterprise management and its production and economic, financial activities in a modern dynamic and competitive environment. The basic principles are investigated at the stages of the implementation of the financial strategy, which allow to correct its directions, which lead enterprises to sustainable development.
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Hudzynskyi, Yuriy, Sudomyr Sudomyr, Tatmara Hurenko, and Juliya Hudzynska. "Effective management of enterprise development: methodological aspect." Problems of Innovation and Investment Development, no. 24 (April 24, 2021): 57–68. http://dx.doi.org/10.33813/2224-1213.24.2021.5.
Повний текст джерелаАнотація:
The purpose of the article. The purpose of the research is to substantiate the scientific approach to the formation of the methodology of effective management of the development of enterprises as socio-economic systems. Research methodology. The main aspects of the methodology of effective man- agement of the development of enterprises as socio-economic entities cover 15 main blocks of synergism, a balanced system of components of development in the areas of change in accordance with the algorithm of systematic development of entrepre- neurial structures, justified orientational priorities of views in the system of direc- tions of actions of competitive direction, methodological tools for evaluating ef- fectiveness. Scientific novelty consists in theoristic and methodological approach to the formation of an effective management system for the development of enterprises with the allocation of the main 15 blocks of synergism. Conclusions. The level of effectiveness of enterprises of the agricultural sector of the economy will be determined by the scientific approach to the formation of the theoristic and methodological principles of building effective management of their development as socio-economic formations and systemic integrity in the areas of innovative, social, environmental, economic, competitive, strategically oriented, intellectual and other in their organic unity and target installations. Key words: effectiveness, development, systemic integrity, management, enterprise.
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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.
Повний текст джерелаАнотація:
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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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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Nadeina, E. A. "Key Approaches to Evaluate of Industrial Enterprise Management System Performance." Zhurnal Economicheskoj Teorii 18, no. 1 (2021): 153–60. http://dx.doi.org/10.31063/2073-6517/2021.18-1.12.
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The relevance of the research is due to the necessity of external and internal problem solving in the context of dynamic changes of external business environment by a successful industrial enterprise. The first type of tasks is the need to sustainability of enterprise development. The author has suggested endogenous approach which is linking the development of enterprise with finding new solutions at each stages of the life cycle. The second task of enterprise is due to contribute to the sustainable development of society, and the approach to solve this problem is designated as exogenous. The exogenous approach aims at the agreement of enterprise owners and people, ensuring balanced and continuous socio-economic development of enterprises. This type of development is in conformity with law of evolution of societies and Nature Conservation Act. The author has identified the differences between of previously mentioned approaches on the criteria: emphasis; aims; principles; functions; core of development; innovations; adaptation; restrictive parameters; final purpose. These approaches should be used consistently in the development of complex indicators of management decisions within author’s hypothesis. The author has presented own evaluation method for each approach. The methodology of enterprise’s assessment of targeted sustainable development is the core of endogenous approach. This methodology includes the technology and development of tools for identifying the convergence of growth rate of industrial, environmental, social, innovative management subsystems. The basis of exogenous approach is the author’s methodology to determine enterprise impact on social, environmental, economic spheres of activity in society and its assessment over time. The author’s suggestion will be a basis of mechanism for identification of functional consistency of industrial enterprise management systems in further research.
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Pirogova, Oksana, and Vladimir Plotnikov. "Management of enterprise development based on adaptive value model in digital conditions." E3S Web of Conferences 164 (2020): 10024. http://dx.doi.org/10.1051/e3sconf/202016410024.
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Based on the analysis of the features of changes in the institutional environment, the article analyzes the impact of digitalization on the conditions for the functioning and development of enterprises. The introduction of information technology has an impact on all spheres of activity of enterprises, and also leads to the transformation of relations between the consumer and the supplier of goods or services. The basic concepts of cost management of enterprises are analyzed, the problems of implementing the principles of cost management at domestic enterprises are considered. The analysis of the problems of the cost management introduction at the stages of the life cycle of the enterprise is done. It is proposed to consider the problems of cost management on the basis of a basic generalized model of the enterprise life cycle. It is shown that at various stages of the life cycle, the basic model of dynamic consistency of development indicators can undergo changes. Based on the dynamics of the cash flow and income of the enterprise, depending on the stage of the life cycle, modifications of the basic model of dynamic coordination of enterprises are proposed. The structure of the models, depending on the stage of the life cycle, is determined by the change in target settings in the enterprise. The proposed models can be used to assess the correct implementation of management decisions based on indicators and criteria for the value of the enterprise.
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Wang, Yong Ming, Fei Han, and Jin Zhong Yu. "Development of Web-Based Partner Alliance Management Platform." Applied Mechanics and Materials 55-57 (May 2011): 26–30. http://dx.doi.org/10.4028/www.scientific.net/amm.55-57.26.
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Along with the rapid development of network information technology, e-commerce is playing an important role, and it is urgent for small and medium-sized enterprises to participate in enterprise dynamic alliance. By using ASP.NET technology, this paper developed a web-based partner alliance management platform, and introduced its architecture and main functional modules. Some key technologies of this platform were discussed, including platform role description and use case analysis, partner evaluation and selection method, network security techniques of this platform and so on. Finally, an applied case of partner alliance management platform is given, which is beneficial to attract small and medium-sized enterprises to take part in enterprise dynamic alliance, thus can realize sharing and integration of resources information among them and improve their competitiveness.
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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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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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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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Ostaev, Gamlet Y., Dmitry V. Kondratyev, Nina A. Kravchenko, and Elena V. Nekrasova. "Crisis Identification and Development of Crisis Management Algorithm in the Agricultural Sector." Revista Amazonia Investiga 9, no. 29 (May 18, 2020): 316–26. http://dx.doi.org/10.34069/ai/2020.29.05.36.
Повний текст джерелаАнотація:
The efficiency of many enterprises has declined significantly in the current global crisis. Enterprise management is the management of joint activities of people, which consists of many problems. The primary tactical tasks for most business entities are “patching holes” (or a reactive form of management) and preventing bankruptcy. This approach does not allow to achieve sustainable operation of the enterprise in the long term. Therefore, the formation of an effective mechanism for managing enterprises is acquiring special significance in today's conditions. The crisis is characterized by many interrelated situations that increase the complexity and risk of management. The problem of evaluating the effectiveness of enterprises is still one of the most complex and intractable. The crisis is objectively characterized by many interrelated situations that increase the complexity and risk of management. The crisis state of the enterprise is particularly difficult in predicting the results of management actions, since the course of events can be changed by relatively small impacts. Based on this, the company should be able to analyze both its own interests and the interests of business partners with whom the company enters into economic relations. There is such a problem as low management competence in the agricultural sector. In this regard, the development of enterprises becomes an urgent problem. This can be achieved by forming a scientifically based algorithm of actions aimed at improving the position of enterprises in the market. The subject of the study is the formation of a crisis identification system and the development of an enterprise crisis management algorithm. The theoretical and practical significance of solving problems associated with achieving sustainable development and functioning of enterprises determined the choice of goals, objectives, object and subject of this study. Based on the foregoing, the object of study is industrial (processing) agricultural enterprises. The research task is to propose a set of measures to overcome the crisis in the processing industrial enterprise. A set of measures has been proposed and justified to overcome the crisis in an industrial enterprise, which will help in managing the economic entity and the result of the implementation of this approach should be overcoming the crisis. The proposed measures can be applied not only by industrial processing enterprises, but also by other economic entities.
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Neskorodieva, Inna, Nikolay Megits, Vladimir Rodchenko, Svitlana Pustovhar, and Oleksandr Stamatin. "The methodical approach to anti-crisis management system development for metallurgical enterprises of Ukraine." Journal of Eastern European and Central Asian Research (JEECAR) 6, no. 2 (November 30, 2019): 259–69. http://dx.doi.org/10.15549/jeecar.v6i2.332.
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The article presents the methodical approach to anti-crisis management system development for metallurgical enterprises of Ukraine, which is aimed at bankruptcy probability estimation based on financial indicators. The methodical approach is implemented by means of defining the indicators of the enterprise bankruptcy; integrated solvability index calculation; integrated solvability index limits definition by the class of enterprise depending on the risk of the enterprise bankruptcy. The elaborated methodical approach is the instrument for preventive anti-crisis management at the enterprises of Ukraine due to its direction at determining early marks of insolvency. Approbation results for the elaborated methodical approach at metallurgical enterprises testified high bankruptcy risk caused by the enterprise loss-making activity, which has a negative impact on the current financial standing and poses the potential threat of bankruptcy resulting from the lack of self-finance sources, thus, reducing the enterprise financial stability and creditworthiness.
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Tarasova, Hanna, Sergey Zaharov, Mykhaylo Vereskun, and Valeriia Kolosok. "Preventive anticrisis strategy for development of industrial enterprise." Independent Journal of Management & Production 10, no. 5 (October 1, 2019): 1405. http://dx.doi.org/10.14807/ijmp.v10i5.890.
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It is established that under anticipatory management of industrial enterprises it is expedient to prevent the development of anticrisis strategies for counteracting the most probable crises for an industrial enterprise. At the same time, the main question is to determine when it is necessary to intensify these preventive anticrisis development strategies. To solve this problem, a scientific and methodical approach has been developed to intensify anticrisis strategies for the development of an industrial enterprise on the basis of weak signals, based on the use of a model for estimating the proximity of an industrial enterprise to a crisis state, and which provides for the preventive adaptation of an industrial enterprise to abrupt changes in the environment or changes in the development trajectory enterprises. It makes possible to assess the stability of the trajectory of development of the industrial enterprise at a specific time, and, accordingly, to carry out anticipatory management of the development of the industrial enterprise.
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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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Zhu, Xiao Lin, and Qiu Lin Wang. "Study on Influence Factors of Environmental Management for Heavy Pollution Enterprises - Taking China's Iron and Steel Enterprises as an Example." Applied Mechanics and Materials 687-691 (November 2014): 4649–53. http://dx.doi.org/10.4028/www.scientific.net/amm.687-691.4649.
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With the rapid development of economy, the economic efficiency of enterprises has also brought environmental problems. As the heavy pollution industries of iron and steel enterprises, we should take the environment as an important part of enterprise development, and make use of environmental management to enterprise management, improve the vigor and competitiveness of enterprises. In this paper, the econometric method is used to analyze factors affecting our country iron and steel enterprise environment management, evaluate environmental management situation of our country iron and steel enterprise, and put forward some suggestions.
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Xie, Zhi Bin, and Zhi Qiang Bu. "Research of Product Design Strategy." Applied Mechanics and Materials 201-202 (October 2012): 875–78. http://dx.doi.org/10.4028/www.scientific.net/amm.201-202.875.
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The article investigates strategy of company's product design and development considering the whole lifespan of product and the development course of enterprise. It suggests enterprises of different nature, enterprises at different developing stage will adopt different mode strategies. It also announces close causality between development course of company and central technology and product.The result indicated in different developing stages such as company development period, crisis predicament period, lasting steadies period, improving by payback period, issues steadies secondary period, declining go and live period, enterprise should pursue different mode product tactics of research and development such as shrinking strategy, consolidating strategy, innovation keeping forging ahead strategy. Enterprise should break regular management mode so as to introduce different research and development mode to promote enterprise's competitiveness effectively.
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Hutsaliuk, Оleksii, Nataliia Havrylova, and Viacheslav Kotlubay. "Modern Features of Risk Management in the Context of Strategic Development of the Enterprise." Herald of the Economic Sciences of Ukraine, no. 1(40) (2021): 74–79. http://dx.doi.org/10.37405/1729-7206.2021.1(40).74-79.
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The article considers the systematic and complex development of the term “management of strategic development of the enterprise”, which occurs through a consistent combination of developments of scientists and business representatives. It is argued that modern views and knowledge on the management of strategic development in the current socio-economic conditions significantly affect the effectiveness of the strategic management system and the development of domestic enterprises. The interpretation of leading domestic and foreign scholars on the interpretation of the concepts of “strategy”, “strategic development management”, “strategic planning” is considered. Attention is paid to anti-crisis strategic management at various levels, namely through the corporate level, the level of first managers, functional level (finance, marketing, product and production policy), linear level (heads of departments, representative offices, branches). In scientific work much attention is paid to the corporate strategy of the enterprise taking into account the influence of internal and external factors in order to develop optimal options for operational, tactical and strategic management decisions, which should focus on monitoring and controlling all types of enterprises to prevent crises. The paper proposes measures of corporate strategy, which should form a set of tools for cross-functional integration of the enterprise by achieving synergies, promote participation of all departments in the development of new enterprise strategy, management of strategic initiatives and changes, integration of strategic priorities and coordination of human resources. It is argued that the management of strategic development, aimed at creating competitive advantages of the enterprise and the establishment of an effective strategic position that will ensure the future viability of the enterprise in changing conditions. The choice of strategy in strategic management is related to the state of key factors, which include the strengths of the industry and the enterprise, purpose, mission, the interests of senior management, employee skills. The dynamic process of strategic management of the enterprise is the umbrella under which the enterprise can confidently move towards the goal, despite the adverse effects of the environment.
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Brych, Vasyl, and Nataliia Halysh. "Resource approach to strategic management of tourism enterprises." INNOVATIVE ECONOMY, no. 1-2 (2020): 125–32. http://dx.doi.org/10.37332/2309-1533.2020.1-2.18.
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Purpose. The aim of the article is substantiation of theoretical bases of the resource approach to strategic management of tourism enterprises in the Ternopil region according to the need for their sustainable development in the conditions of activation of the tourist services market. Methodology of research. The theoretical and methodological bases of the research are the findings of domestic and foreign scientists on the strategic development of tourism enterprises. In the course of the research, the methods of analysis are used (to identify key parameters of the basic enterprise strategies), synthesis (to generalize the concept of resource strategies of tourism enterprises), SWOT analysis (to identify strengths and weaknesses, opportunities and threats in the strategic activity of the tourist company “Land of recreation”). Findings. The essence of the category “resource strategies” is substantiated, their key parameters are characterized. The basic directions of development of tourist potential of Ternopil region are highlighted, and therefore – strategic vectors for competitive activity of tourist enterprises. The factors of opportunities and threats in the development of the tourist enterprise “Land of recreation” are grouped on the basis of analysis, therefore created possibilities to make proposals on the directions of its activity. Originality. The theoretical foundations of the resource approach to the strategic management of tourism enterprises related to the adherence to the conceptual principles of sustainable development as a global strategy for modern development are substantiated. In particular, it is proved that the use of a resource approach can significantly affect the efficiency of the tourism enterprise in a competitive environment. Practical value. According to the results of the SWOT-analysis, the strengths and weaknesses, opportunities and threats of the tourist enterprise “Land of recreation” are identified. Matrixes of opportunities and threats for the given enterprise were constructed. As a result it was possible to differentiate the degree of influence on the activity of a tourist enterprise depending on the probability assessment of their realization in drawing up plans for strategic development. Key words: strategic management; strategic planning; sustainable development; resource-oriented approach; resource strategies; tourism enterprise; tourist product; tourist services market.
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Mishchuk, Ievgeniia, Olena Zinchenko, and Maryna Adamenko. "Sustainable competitive innovative development and economic security of enterprises under unstable conditions: mutual dependency and influence." E3S Web of Conferences 166 (2020): 13017. http://dx.doi.org/10.1051/e3sconf/202016613017.
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The paper reveals interrelations between the concepts “economic security”, “economic sustainability”, “development” and “competitiveness” of an enterprise. Based on their consideration, the paper enhances theoretical and methodological principles of establishing competitive innovation development and economic security of an enterprise. Unlike the existing ones, these principles provide for not only alternativeness but also equal significance when choosing between achievement of high levels of competitiveness, development and economic security. Application of the elaborated suggestions enables more objective formation of the policy of management of an enterprise’s innovation development under unstable conditions considering the industrial field and the market position of the enterprise. It is proven that essential elements of enterprises’ sustainable development include innovative activity, production provision, export of science-intensive products and development of high technology services, this providing for efficient levels of enterprises’ economic security and competitiveness. Under conditions of uncertainty, there are some basic functions of an enterprise aimed at enhancing its competitiveness and economic security including the following: achieving the optimal level of an enterprise’s resulting indicators and efficient “income-risk” ratio, innovative activity, ensuring the quality of an enterprise’s intellectual capital, environmental safety and meeting required social standards.
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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.
Повний текст джерелаАнотація:
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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Yan, Yi, and Dejiang Chu. "Evaluation of Enterprise Management Innovation in Manufacturing Industry Using Fuzzy Multicriteria Decision-Making under the Background of Big Data." Mathematical Problems in Engineering 2021 (November 10, 2021): 1–10. http://dx.doi.org/10.1155/2021/2439978.
Повний текст джерелаАнотація:
The manufacturing industry has always been in the dominant position in the development of China’s national economy. The present industrial structure and development mode of the manufacturing industry are in a critical transformation period. This study aims to explore the problems in the management of manufacturing enterprises in the era of big data. Supplier management is the top priority of manufacturing enterprise management. Regarding the performance appraisal of manufacturing enterprises, the management data of large manufacturing enterprises are collected by questionnaire. 226 questionnaires are issued, and 203 valid questionnaires are collected. The performance appraisal management of manufacturing enterprises is analyzed based on the analytic hierarchy process (AHP) of fuzzy multicriteria decision-making, and the evaluation system of enterprise performance management is established. The results show that the average value of the four indexes of enterprise marketing management, enterprise research and development (R&D) support, enterprise R&D achievement transformation efficiency, and enterprise production innovation is higher than 3.731, indicating that large manufacturing enterprises quite support marketing, R&D, and production innovation. This exploration can provide a theoretical basis for improving the management innovation ability of manufacturing enterprises and also has great reference value for expanding the market competitiveness of manufacturing enterprises.
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Kachalov, Roman M., and Yuliya A. Sleptsova. "Conceptual Model of Sustainable Development Management Process." Journal of Economic Regulation 12, no. 2 (June 30, 2021): 068–84. http://dx.doi.org/10.17835/2078-5429.2021.12.2.068-084.
Повний текст джерелаАнотація:
The purpose of this paper is to develop a concept for managing the level of risk of disrupting the sustainable development of the enterprise. The research methodology is based on the system economic theory and the operational theory of risk management. A methodology is proposed for the study of the development and implementation of management decisions in the managerial subsystem, taking into account the identified risks of sustainable development of the enterprise at the intentional, expectational, cognitive and functional stages. Within the framework of these stages, the processes of goal setting, information collection, assessment of the existing environment and forecasting of changes in the enterprise, as well as the processes of implementing decisions are carried out. To shed light on the processes of identifying risk factors and developing appropriate anti-risk managerial impacts depend on the localization in the control object. When decomposing a control object, four types of localization are distinguished: an object subsystem, a process subsystem, a project subsystem, and an environmental subsystem. The implementation of managerial decisions, from the point of view of the object subsystem, can be limited by the high cost of the main production equipment and long life cycles of the finished product. When implementing the developed managerial solutions, there may be a redistribution of profit centers or a change in the way it is generated, which will lead to a change in the characteristics of the enterprise's process subsystem. In the project subsystem, an enterprise can achieve maximum effect by focusing its efforts on the introduction of innovative technologies. The speed of changes in the external environment of the enterprise becomes very high, so the role of forecasting the impact of these changes on the environmental subsystem of the enterprise increases, and applying this knowledge to develop managerial impact, on the one hand, and to adapt the enterprise to these changes, on the other. It is shown that by regulating and eliminating the imbalance in the preparation of managerial impacts, it is possible to reduce the level of risk in the implementation of such decisions.
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Korzh, M., E. Belikova, I. Fomichenko, and S. Barkova. "Features of Strategic Management of Innovative Development of Industrial Enterprises." Economic Herald of the Donbas, no. 3 (65) (2021): 184–90. http://dx.doi.org/10.12958/1817-3772-2021-3(65)-184-190.
Повний текст джерелаАнотація:
The article considers the main aspects of strategic management of industrial development. A model of strategic management of an industrial enterprise has been developed. It is proved that the combination of integration of strategic and innovation management leads to the improvement of enterprises' competitive position in the market by creating competitive advantages. Peculiarities of formation of strategic management of innovative development at the industrial enterprise are investigated, the main of which is perspective orientation of innovative activity on inquiries of consumers, flexible reaction and continuous updating of parameters of business model, proceeding from competition requirements, towards achievement of steady advantages by development of creativity and intellectual potential of the enterprise, which causes the growth of its importance in the management system of a modern enterprise in terms of innovative development. It is determined that the main advantages of strategic thinking in terms of leadership and management of the enterprise are: the ability to subordinate all activities to a key aspect of strategy; the ability to more clearly respond to changes in the internal environment and the environment by the owners and management of the enterprise; the ability of enterprise managers to assess alternatives for capital investment and staff development, which provides opportunities for redeployment of resources to strategic areas and strategic projects for enterprise development and others. The stages of strategic innovation management are outlined, which will ensure the achievement of the desired results through the implementation of innovative implementations in the future.
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Syzganov, Maksim. "DIFFERENCE OF ANALYTICAL AND ASSESSMENT INDICATORS IN ANTI-CRISIS MANAGEMENT OF MACHINE-BUILDING ENTERPRISES." Russian Journal of Management 8, no. 1 (May 22, 2020): 121–25. http://dx.doi.org/10.29039/2409-6024-2020-8-1-121-125.
Повний текст джерелаАнотація:
The article makes a distinction between analytical and estimated indicators, reveals the possibility of transforming analytical indicators into estimated (target) under certain situational conditions.
Evaluation indicators are considered in the projections of express evaluation, prolonged evaluation and leading evaluation as components of four evaluation blocks - prospects: “Economic efficiency and effectiveness of the enterprise’s operations (production and commercial)”, “Financial condition of the enterprise”, “Enterprise competitiveness”, “Development enterprises ”.
The features of the influence of industry specifics and the strategic situation on the choice of performance indicators at engineering enterprises are disclosed.
The narrowness of considering crisis management measures only as protective measures is shown.
The inflexibility and inconsistency in the development and use of the system of performance indicators at engineering enterprises of the Ivanovo region are illustrated.