scholarly journals Interconnection of functional subsystems of corporate governance

2020 ◽  
Vol 12 (1) ◽  
Author(s):  
Svetlana Sharokhina ◽  
Olga Pudovkina
Keyword(s):  
Corporate Governance ◽  
Management System ◽  
Enterprise Management ◽  
Corporate Management ◽  
Control Analysis ◽  
Governance System ◽  
Governance Process ◽  
Enterprise Management System ◽  
Accounting Control ◽  
Management Functions

The article discusses the features of corporate governance associated with the distribution of ownership and management functions. The components of corporate governance elements are considered in two directions: from the standpoint of the requirements of the current law; from the position of identifying corporate governance with the overall management system in the enterprise. The necessity of applying a systematic approach to the allocation of management functions is justified and their relationship in the corporate governance system is determined. The authors argue that in analyzing corporate governance, one cannot identify it with the enterprise management system in general and exclude the influence of owners on the corporate governance process. The authors propose from the set of corporate governance functions called the following list of functions arranged according to their priority, ambiguity, essence: planning, organization, accounting, control, analysis, regulation. The article describes the goals of implementing individual corporate governance functions and outlines the relationship of some functions with others. The authors call the features of the implementation of the analytical function associated with the opposite of interests. So, if for the management of the company carrying out analytical calculations should contribute to the scientific justification of management decisions, then carrying out analytical calculations by owners is most often aimed at assessing the effectiveness of the enterprise through the activities of management personnel. It is substantiated that the need to study the analytical subsystem, taking into account the requirements of a system-functional approach, is dictated by the fact that it is a subsystem in the general corporate management system, which has an informational relationship with other functional subsystems and is implemented both by the owners and the management of the enterprise. In the course of the study, it was found that the main feature of corporate governance is associated with the distribution of the overall management system between the enterprise management and its owners. At the same time, certain functions are implemented only by certain corporate governance bodies, while others are inherent to both owners and management.

scholarly journals BUDGETING AS A TOOL FOR RESOURCE MANAGEMENT IN THE ACCOUNTING SYSTEM OF THE ENTERPRISE

2021 ◽  
Author(s):  
Victoria Pasenko ◽  
Yaroslava Pasternak
Keyword(s):  
Resource Management ◽  
Management System ◽  
Enterprise Management ◽  
Management Decisions ◽  
Debt Capital ◽  
Internal Accounting Control ◽  
Enterprise Management System ◽  
Accounting Control ◽  
Internal Accounting ◽  
Budget Execution

A modern enterprise management system is impossible without the development and implementation of planned indicators, it should be based on the budget planning and the achievement of budgets realized within the budgeting. The approaches of scientists about the "budgeting" definition were considered in the article and they found that in the modern scientific literature this concept is considered firstly as a process, secondly, as a technology and thirdly, as planning. Therefore, the existing system of enterprise budgeting is aimed not only at the development and implementation of budgets, it permeates all stages of enterprise management. Also it has a significant impact on the organization of accounting, analysis and control, the proper functioning of which depends on the effectiveness of management decisions and the stable development of the enterprise as a whole. Completed researches have shown that the budgeting is used as a tool for managing enterprise resources, debt capital, as well as a tool of internal accounting, control and analysis. The following types of budgets should be developed in the company that are directly related to resource management and debt capital: capital (investment) budget, procurement budget, production budget, inventory budget of finished products, cash flow budget, cash income budget, credit budget, cash budget. No less important place in the enterprise management system is budgeting as a tool of internal accounting, control and analysis. An accounting of budget execution is appointed to reflect the results of individual services, departments, workshops, brigades and the costs incurred by them for the relevant period. Control over the execution of budgets provides verification and evaluation of the results of the operation of various budgeting subsystems. The analysis of budget execution should be understood as a set of methods for comparing the actual budget execution with the planned indicators for a certain period and identifying the factors and reasons that led to their non-execution. Thus, budgeting as a tool of resource management and debt capital of the enterprise involves the formation of plans and budgets for future operations that makes it possible to anticipate problems and make management decisions to eliminate them. Therefore, the introduction of a budgeting system is an objective necessity that has its advantages and contributes to the effectiveness of resource management of the enterprise, increasing its competitiveness and efficiency.

Risk management in the project of digitalization of the process model in group of companies based on ERP-II standards

2020 ◽  
pp. 65-70
Author(s):  
N.N. Aniskina ◽  
◽  
A.V. Sorokin ◽  
Keyword(s):  
Management System ◽  
Process Model ◽  
Assessment Method ◽  
International Standards ◽  
Enterprise Management ◽  
Corporate Management ◽  
Governance System ◽  
Internal Resources ◽  
Common Strategy ◽  
Cutting Processes

The paper analyzes the features of digitalization of the management system in a group of geographically distributed companies united by a common strategy. Consolidation of the activities in several legal entities and their coordinated management is ensured by the process model, which includes local and cross-cutting processes and regulates the interaction of management structures within a distributed object. The authors analyzed the suitability of the process model for digitalization of a distributed control system, taking into account external and internal risks, and justified the choice of international standards for builing a corporate management system. It is presented a structure of the project for implementation of an automated corporate governance system based on the ERP-II concept «Management of internal resources and external relations of an enterprise» using the 1C-ERP product «Enterprise Management» and a risk assessment method.

scholarly journals Methodology and practice of building a new end-to-end corporate governance system for the agro-industrial complex

2021 ◽  
Vol 1 (8) ◽  
pp. 18-28
Author(s):  
E. V. Gusakov
Keyword(s):  
Corporate Governance ◽  
Management System ◽  
Cluster Formation ◽  
Organizational Structures ◽  
Corporate Management ◽  
Industrial Complex ◽  
Governance System ◽  
Corporate Governance System ◽  
End To End ◽  
Definition Of

A conceptual model of the organization and functioning of the agro-industrial complex management system as a mega-cluster formation has been constructed, which includes four main blocks: organizational, economic, legal and institutional, which contain their inherent instruments and levers of regulation. Based on the above, the definition of the management model of the agro-industrial complex as a mega-cluster organization has been formulated. In development, an appropriate definition of the organizational and economic model of corporate governance of the agro-industrial complex as a mega-cluster is given. A set of factors that affect the management system in the agro-industrial complex has been established, and their brief interpretation is given. It has been established that in the modern practice of the agro-industrial complex, several main groups of models can be distinguished, typical for all levels of management: A. Incomplete – not all levels of management are covered; B. Traditional – all functions and organizational structures can be present in the management system; C. Market models – correspond to the specifics of management in market conditions; D. Innovative – based on combining the best aspects of all known models. On this basis, it was revealed that at present, the solution of most of the problems of the agro-industrial complex is possible, first of all, through the development of an end-to-end system of corporate management of agro-industrial production as a megacluster infrastructure.

scholarly journals КОРПОРАТИВНАЯ СИСТЕМА УПРАВЛЕНИЯ АКЦИОНЕРНЫМИ ОБЩЕСТВАМИ В РЕСПУБЛИКЕ БЕЛАРУСЬ

2018 ◽  
pp. 19-22
Author(s):  
И. Н. Рабыко
Keyword(s):  
Corporate Governance ◽  
Management System ◽  
Supervisory Board ◽  
Independent Directors ◽  
Corporate Management ◽  
Financial Risks ◽  
Governance System ◽  
Corporate Governance System ◽  
The Republic ◽  
Corporate Management System

Formulation of the problem. The development of the economy of the Republic of Belarus actualizes the improvement of corporate governance in joint-stock companies, since the largest enterprises of the republic are joint-stock companies. The subject of the research is to assess the current state of the corporate management system of joint-stock companies. The aim of the research is to reflect the role of the corporate management system of joint-stock companies in the Republic of Belarus as a tool for minimizing financial risks. The object of research is the development processes of the corporate management system of joint-stock companies of the Republic of Belarus. The methods used of the research are logical, comparative, analytical, scientific and methodological. The hypothesis of the study is the assumption of the dependence of the quality of the corporate management system of joint-stock companies and their financial risks. The statement of basic materials. An analysis of the world experience of the corporate governance system of joint stock companies shows that the number of independent directors ranges from 15 to 50% of the members of the board of directors (supervisory board) of the joint stock company. These are primarily requirements for issuers of securities, their corporate management system. Originality and practical significance of the research. Banks have obliged to include in the supervisory board at least two independent directors, making high demands on them. They should confirm their business reputation by certification in the National Bank of the Republic of Belarus. Conclusions of the research. The stages of creating a corporate governance system for joint-stock companies confirm the existence of a sufficient regulatory framework and best practices for creating effective corporate governance systems that allow you to manage risks, especially financial ones, and attract international investors.

scholarly journals EVALUATION OF EFFICIENCY OF CONTROLLING IN THE ENTERPRISE MANAGEMENT SYSTEM

2017 ◽  
pp. 145-155
Author(s):  
Petro Kutsyk ◽  
Svitlana Holovatska
Keyword(s):  
Management System ◽  
Enterprise Management ◽  
Enterprise Management System ◽  
Management Functions ◽  
Key Aspects ◽  
Enterprise Activity

The article summarizes the key aspects of controlling. It is considered as a system of separate elements of management functions. The factors of its development are determined. The procedures of their implementation are analysed. The methodical bases of controlling estimation in the management system are investigated. A number of conditions for the indicators of its efficiency are substantiated. Quantitative and qualitative indicators of the effectiveness of its functioning are systematized. The validity of the effectiveness of the controlling, on the basis of the results of changes in the management system, and the enterprise activity indicators after its introduction have been substantiated.

scholarly journals OUTSOURCING IN THE ENTERPRISE MANAGEMENT SYSTEM

2020 ◽  
pp. 83-93
Author(s):  
Tetiana DANYLIUK ◽  
Аnna MOKHNIUK
Keyword(s):  
Management System ◽  
Business Processes ◽  
Business Management ◽  
Operation Time ◽  
Enterprise Management ◽  
Management Approach ◽  
Management Tools ◽  
Reducing Costs ◽  
Enterprise Management System ◽  
Management Functions

Doing business in a competitive environment is based on the fact that the efficient use of enterprise resources is impossible without making relevant changes in the field of business management as well as taking into consideration the links that determine new trends in enterprise management. In this situation high management technologies such as outsourcing take a pride of place. Outsourcing is important in reducing costs, decreasing operation time, increasing profits, enhancing competitiveness, signing up contracts, improving business relationships and etc. Paying significant attention to outsourcing in business management is an urgent problem nowadays. It is necessary to determine the importance of outsourcing in the strategic activities of the enterprise and highlight the correlation among management functions and certain types of outsourcing services. This confirms the significance and the necessity of studying this question. A category of outsourcing as one of the most effective management tools for increasing the efficiency of business processes is considered in this article. The scientists’ statements about outsourcing as successful business management strategy as well as an efficient tool for managing the activities of the enterprise are presented. The importance of business processes outsourcing in the field of business management is investigated. The directions of defining the concept of “outsourcing” within the framework of the management approach considering the representation of understanding its nature are studied. The outsourcing of basic and auxiliary functions with the distribution of business processes at the enterprise is distinguished. Types of outsourcing according to business processes within each management function such as planning, organization, motivation, control and regulation are considered. The relationship among the functions of the enterprise management system, the types of outsourcing and the types of enterprise business processes is demonstrated. The main processes that the company plans to improve as a result of their outsourcing are highlighted. The significance of business processes outsourcing as a part of the company’s crisis program is clarified.

Economic-Mathematical Modeling in the Enterprise Management System

2018 ◽  
pp. 122-131
Author(s):  
Vyacheslav Danilin ◽  
◽  
Andrey Pleshchynski ◽  
Alexander Stavchikov ◽  
Dmitry Zhdanov ◽  
...  
Keyword(s):  
Mathematical Modeling ◽  
Management System ◽  
Enterprise Management ◽  
Enterprise Management System

The development trend of the safety management system (sms) and the quality management system (qms), the formation of a unified corporate governance system in the “compliance management” format in the civil aviation

2020 ◽  
pp. 72-76
Author(s):  
A.A. Hasimov
Keyword(s):  
Quality Management ◽  
Management System ◽  
Safety Management ◽  
Quality Management System ◽  
Development Trend ◽  
Civil Aviation ◽  
Corporate Management ◽  
Governance System ◽  
Safety Management System ◽  
Effective Implementation

The article considers the role of integration processes of the quality management system in the field of civil aviation. The process of effective implementation of IMS in the corporate environment is taken into consideration and substantiated. The analysis of ICAO-9859 Document is carried out and the need for the implementation of an integrated corporate management system in organizations operating in civil aviation is substantiated. The advantages of using integrated systems are substantiated. General and specific principles of the Safety Management System (SMS) and Quality Management System (QMS) are highlighted. The created system for the effective implementation of the IMS is considered using a specific example of applying the requirements of the “Safety Management Manual”.

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