Методы внутрифирменного контроля антимонопольных рисков в системе стратегического менеджмента (Methods of Intracompany Control of Antitrust Risks in the Strategic Management System)

2019 ◽  
Author(s):  
Anastasia Shpakova ◽  
Anna Meleshkina
Keyword(s):  
Strategic Management ◽  
Management System

BUSINESS-LEVEL STRATEGIC MANAGEMENT IN CROATIAN TOURISM

2003 ◽  
Vol 9 (2) ◽  
pp. 65-78
Author(s):  
Vinka Cetinski ◽  
Slobodan Ivanović
Keyword(s):  
Strategic Management ◽  
Management System ◽  
Integrated Approach ◽  
Positive Development ◽  
Capital Investments ◽  
Strategic Decisions ◽  
Negative Effects ◽  
Tourist Destinations ◽  
Management Concept

There are few activities so susceptible to the impacts of the macro environment as tourism. In conditions of growing uncertainty, the importance of strategic management is steadily increasing. By studying the environment, by anticipating the future development and implication of trends on enterprises, and by developing appropriate strategies at a number of levels, strategic management seeks to actively influence the increase o f competitive advantages o f both the tourist destinations and tourist enterprises. The term “strategic management” implies a set of management decisions and actions that determine the long-term operations o f enterprises within the management system of tourism: guiding the enterprise by anticipating crucial environmental impacts and internal factors. This management concept is based on the assumption that making properly oriented strategic decisions minimizes the negative effects of the environment and creates strategic advantages for enterprises that can be capitalised only in the medium and long term (Čizmar S. (2001) Strateško upravljanje u funkciji učinkovitog razvoja turističkog ugostiteljstva u Hrvatskoj, doctoral dissertation, University o f Zagreb, Faculty of Economics, Zagreb, p. 3). It represents an integrated approach to strategic management that is the most acceptable for the development of Croatian tourism, as long-term positive results, in both market and financial terms, can be achieved by enterprises within the tourism management system of Croatia only by applying an integrated approach to strategic management, by horizontally and vertically linking the elements of all subsystems of the entire management system and by creating partnering relationships. The Croatian model of strategic management should involve the economic optimisation of all subsystems and systems by establishing efficiency not only across all subsystem elements, but through the system as a whole as well. The level of growth in entrepreneurship and innovations will determine the intensity and speed of positive development changes. These changes will also depend on establishing management responsibilities throughout all segments and managements levels of all subsystems, as well as tourism as an integral system. This paper deals with the issues of strategic management at a micro level with special emphasis on the development of responsibility for managing performance and capital investments.

Integrated Strategic Management System

2019 ◽  
Author(s):  
Paul Francisco Baldeon Egas ◽  
Miguel Alfredo Gaibor Saltos ◽  
Renato Toasa
Keyword(s):  
Strategic Management ◽  
Management System

Linking strategic management accounting and quality management systems

2018 ◽  
Vol 24 (6) ◽  
pp. 1302-1320 ◽  
Author(s):  
Leonardo Sedevich-Fons
Keyword(s):  
Quality Management ◽  
Strategic Management ◽  
Management System ◽  
Quality Management System ◽  
Management Accounting ◽  
Simultaneous Application ◽  
Content Type ◽  
Area Of Interest ◽  
Strategic Management Accounting ◽  
Joint Consideration

Purpose Quality management is gradually becoming an area of interest among management accounting practitioners and scholars because of its significant effects on performance and increasing adoption by organizations. Therefore, the purpose of this paper is to explore the relationships between these two broad disciplines and provide guidelines for their joint consideration. Design/methodology/approach Two specific management innovations are analyzed in detail: strategic management accounting (SMA) and ISO 9000 quality management system (QMS). Such an analysis includes a literature review of both frameworks, the identification of benefits associated with their simultaneous application and the design of a comprehensive model integrating their individual principles. Findings It is concluded that these management schemes are compatible and complementary from a theoretical standpoint; and that, therefore, their combined implementation might help organizations improve overall performance. It is also argued here that their use in conjunction could facilitate the spread of SMA techniques and the full exploitation of QMSs. Originality/value A new management system proposing the incorporation of SMA tools into traditional QMSs is introduced, and some recommendations for its practical use are presented.

MODELS OF TEAM MANAGEMENT IN IT PROJECTS

2018 ◽  
Vol 19 (4) ◽  
pp. 127-136
Author(s):  
Mykolay Chubenko ◽  
Dmytro Bedrii
Keyword(s):  
Strategic Management ◽  
Corporate Culture ◽  
Management System ◽  
Project Managers ◽  
Team Management ◽  
Team Members ◽  
It Project ◽  
Economic Interaction ◽  
Management Project ◽  
Key Aspects

Currently, the project approach has become a major element of the management system in most IT companies. The efficiency of its application is confirmed by the fact that it provides effective tools for solving complex management tasks, and allows forming informal norms of the team management in the IT project for creating a unique corporate culture of the whole organization as the foundation of the entire management system as well. The paper analyzes the management of three key aspects of the team management in the IT project, including: creative potential management, project value management and strategic management of the team. According to the results of the research, it is revealed that IT project managers need to predict the results of economic interaction of their team members from the standpoint of sufficiency, significance and attractiveness in the strategic perspective and constantly develop and improve directions for increasing the effectiveness and efficiency of the motivational mechanism for strategic management of the development of the IT project team.

Sign in / Sign up

Export Citation Format

Share Document