scholarly journals FORMATION OF ENTERPRISE DEVELOPMENT STRATEGY WITH USE OF STRATEGIC CONTROLLING INSTRUMENTS

2021 ◽  
Author(s):  
Iryna Mushenyk ◽  
Larysa Chornobay
Keyword(s):  
Development Strategy ◽  
Management System ◽  
Enterprise Management ◽  
Successful Implementation ◽  
Internal Environment ◽  
Advantages And Disadvantages ◽  
Enterprise Management System ◽  
Controlling Instruments ◽  
Strategic Controlling

The article summarizes the methodological approaches to the formation of a strategy for the use of strategic controlling based on the analysis of the state of the external and internal environment, research of innovative activity and assessment of innovative potential. The author provides his own understanding of the essence of strategic controlling and establishes its main tasks in the enterprise management system. Different views to the definition of controlling, its functions and methods are researched. Systematization of knowledge is considered to order the role of controlling in contemporary economical thoughts. A place and a role of controlling in company management are determined. The information on practical possibilities of using the tools of strategic controlling is generalized and systematized. An attempt has been made to classify the controlling toolkit by industry and duration of the analyzed periods. The perspectives of controlling management technology are disclosed, due to the peculiarities of national economic conditions. The place of controlling in the enterprise management system as a central subsystem has been determined. The tasks, areas of application and objects of controlling have been defined. The factors of external and internal environment of the enterprise in modern conditions of management are characterized. For the successful implementation of strategic controlling, the advantages and disadvantages of its current tools are determined, the choice of which should be carried out due to the specific features of an individual enterprise. Taking into account all groups involved, the main goal of developing a new strategy for the enterprise was its preservation, improvement and development. The new development strategy aims to increase the value of the enterprise while achieving material, environmental and social goals. When introducing controlling, it is necessary to carefully evaluate the tools that will be introduced and compare the complexity of implementation, the need for the information received. The prospect of further research within the framework of this problem is the complex implementation of tools for the implementation of strategic controlling of production and economic activities at industrial enterprises.

THE ROLE OF THE IMPLEMENTATION OF THE CONTROLLING SYSTEM IN THE MANAGEMENT OF THE POTENTIAL OF THE COMPETITIVENESS OF THE ENTERPRISE

2017 ◽  
Author(s):  
Kateryna Lytvynenko ◽  
◽  
Kateryna Lytvynenko ◽  
Keyword(s):  
External Environment ◽  
Business Environment ◽  
Information Support ◽  
Management Tool ◽  
Enterprise Management ◽  
Controlling System ◽  
Enterprise Management System ◽  
General Business ◽  
Strategic Controlling

The article analyzes the role of introducing controlling in the management of the competitiveness potential of an enterprise in the internal and external markets. The main definitions of the term "controlling" are formulated. The main stages of controlling and its methodological support are determined. Controlling allows an enterprise to adapt to a constantly changing external environment and successfully survive in a competitive environment. The essence of controlling and its place in the enterprise management system can be considered from four approaches: functional, situational, process and systemic. At the same time, two types of controlling are distinguished, namely, operational and strategic, which form an integral controlling system that allows an enterprise to achieve its goals and results. The main purpose of strategic controlling as a management tool is to form the necessary information support and analytical base for the formation of a set of indicators (indicators) which will attest to the need for transformational changes, and about their effectiveness in the long term. With the help of the tools of operational controlling, a mechanism is formed that makes it possible to timely establish deviations from the planned path and correct the direction of development. The components of the controlling process can vary depending on the specifics of the activity and the goals of the company. The development of integration and globalization processes stimulates the development of enterprise transformation at certain stages of its life cycle. To correctly identify the transformation point, that is, to determine the set of control parameters that indicate the need for transformation, it is necessary to use the strategic controlling toolkit, which is designed to increase the competitiveness of the enterprise in the general business environment. Taking into account these development trends, strategic and tactical transformations as a tool for ensuring competitiveness and constant development in a dynamic external environment are a prerequisite for the development of a company.

ANALYSIS AND EVALUATION OF ENTERPRISE COST MANAGEMENT

2021 ◽  
Vol 1 (5) ◽  
pp. 15-20
Author(s):  
Yu. N. POLYUSHKO ◽  
Keyword(s):  
Economic Activity ◽  
Management System ◽  
Cost Management ◽  
Financial Economic ◽  
Enterprise Management ◽  
Analysis And Evaluation ◽  
Enterprise Management System ◽  
Production Resources

Currently, the role of evaluating and managing the costs of the enterprise has increased, since the scale of the profit that the manager will receive directly depends on them. Therefore, their study is a necessary criterion for further promotion and success in the enterprise market. In costs, all aspects of economic and financial-economic activity in the enterprise management system are synthesized, and the results of the use of all production resources are accumulated. The article presents the main conclusions and recommendations related to improving the efficiency of enterprise cost management.

scholarly journals STAFF TRAINING AS A MAIN RESOURCE TO PROVIDE LABOR PRODUCTIVITY

2019 ◽  
Vol 40 (2) ◽  
pp. 49-52
Author(s):  
N.M. Vyshnevska
Keyword(s):  
Labor Productivity ◽  
Teaching Methods ◽  
Staff Training ◽  
Management System ◽  
Enterprise Management ◽  
Personnel Development ◽  
Personnel Training ◽  
Advantages And Disadvantages ◽  
Innovative Methods ◽  
Enterprise Management System

The article reveals the role and necessity of introducing into the enterprise management system such components as training and personnel development. Different methods of personnel training are explored. The analysis of the advantages and disadvantages of teaching methods is conducted. The modern innovative methods of training and qualification improvement of personnel are singled out.

scholarly journals COMPETENCY APPROACH IN THE MANAGEMENT OF ENTERPRISE

2021 ◽  
Author(s):  
Inna Gruzina ◽  
Alina Shcherbak
Keyword(s):  
Management System ◽  
World Economy ◽  
Enterprise Management ◽  
Maximum Effect ◽  
Competitive Advantages ◽  
Advantages And Disadvantages ◽  
The World ◽  
Priority Direction ◽  
Rational Combination ◽  
Enterprise Management System

The article considers the importance and necessity of applying the competency approach in the management of enterprises, as one of the best competitive advantages in the modern conditions of the development of the world economy. The essence of the concepts of "competence" and "competency" as scientific categories in the context of management, which form the understanding of the "competency approach", has been substantiated. The features of using the competence-based approach directly in the management of enterprises are considered. The approaches to the use of "competence" in enterprise management, which are possible only if the source and conditions of their occurrence are understood, have been analyzed. At the heart of this work, attention is focused primarily on understanding the features of using the competence-based approach in enterprise management. Each of the approaches has its own specific features, advantages and disadvantages, due to which at different periods of time it received approval and suffered from criticism of contemporaries. The advantages and disadvantages of each approach are highlighted, as well as a rational combination of their main achievements, which will allow achieving the maximum effect in the process of restructuring the general management system of the enterprise. The importance of the competency approach as a priority direction for improving the enterprise management system, which was facilitated by such changes in the conditions of its functioning as: the globalization of the world economy, the acceleration of the pace of changes in the market environment, the aggravation of the competitive struggle of commodity producers, is emphasized. The circumstances are identified under which it is possible to implement a competency approach in the process of enterprise management, while simultaneously ensuring the achievement of competitive advantages by the enterprise through a competent and effective strategy of its activities, and the development of knowledge, skills and abilities of the personnel involved in management in accordance with the level of management and the developed strategy.

scholarly journals Approaches to Transforming the Corporate Culture of a Russian Enterprise as a Form of the Management System Development

2020 ◽  
Vol 10 (2) ◽  
pp. 88-98
Author(s):  
F. P. Zotov
Keyword(s):  
Corporate Culture ◽  
Management System ◽  
System Development ◽  
Enterprise Management ◽  
Russian Enterprise ◽  
Internal Environment ◽  
Weak State ◽  
Methodological Basis ◽  
Management Actions ◽  
Enterprise Management System

The paper considers the problem of applying modern progressive management methods according to the criteria of efficiency and suitability, which are introduced into management system of Russian enterprises without much success. One of causes of this problem is the weak state of the corporate culture. The methodological basis of this study is the fundamental development of scientists in the scope of management methods and concepts on the paper’s subject. There is applied the methodical apparatus, that allows to evaluate of corporate culture levels in the enterprise in the initial and transformed states. The result of the work is approaches to transformations for Russian enterprises as a form of fullfledged development of the management system. The best examples and traditions of the practice of transnational and Russian companies, focused on obtaining a significant market advantage, are considered as the first step to creating an appropriate internal environment. The mechanism of corrective management actions (CMAM) is proposed, which allows for the promotion and support of transformations. The conclusion is that results of the study may be of interest to the leadership of Russian enterprises in reforming the enterprise management system.

THE CONCEPT OF SUSTAINABLE DEVELOPMENT AND ITS USEFULNESS IN THE DEVELOPMENT OF A CONTROL MECHANISM IN THE ENTERPRISE MANAGEMENT SYSTEM

2021 ◽  
Author(s):  
Sviatoslav Kniaz ◽  
◽  
Yuriy Tyrkalo ◽  
Orest Filts ◽  
◽  
...  
Keyword(s):  
Sustainable Development ◽  
Development Strategy ◽  
Management System ◽  
Control Mechanism ◽  
Retail Trade ◽  
Motor Vehicles ◽  
Enterprise Management ◽  
Industrial Enterprises ◽  
Enterprise Management System ◽  
Financial Result

The article reveals the concept of sustainable development of an enterprise, defines its usefulness in the context of developing a control mechanism in the enterprise management system. It has been established that the concept of sustainable development of an enterprise should be based on the interaction of three key components: the economic component, the social component and the environmental component. It has been proven that the main basis of sustainable development is, first of all, the flexibility of the enterprise management system. It was determined that the concept of sustainable development of an enterprise should be based on the principle of balance, the principle of purposefulness, the principle of ensuring sustainability, the principle of adaptability, the principle of dynamism, the principle of integrity and environmental motivation. It was found that the effective application of the concept of sustainable development of enterprises in practice is often impossible due to the complicated implementation of the sustainable development strategy. The financial activity of enterprises in Ukraine is analyzed by the main types of economic activity. It was found that the indicator of the general financial result (balance) to taxation of enterprises in 2019 against 2016 increased by 19,3 times, in 2020 it decreased by 54,4 % compared to the previous year. It was determined that the activity of agricultural, forestry and fishing enterprises was profitable for the analyzed period, however, in 2020, compared to the beginning of the analyzed period, the financial result (balance) before taxation decreased by 9,8 %. Profitable for the study period was the activity of wholesale and retail trade enterprises, repair of motor vehicles and motorcycles, and financial and insurance enterprises. At the same time, the unstable dynamics of changes in the financial indicator (balance) before taxation occurred in the activities of industrial enterprises, construction enterprises, transport enterprises and warehousing enterprises, postal and courier activities, and temporary accommodation and catering enterprises. It is noted that the prospects for further research in this direction are the analysis of the components of sustainable development of enterprises from the point of view of a practical approach to their analysis.

FINANCIAL DIAGNOSTICS IN THE CRISIS MANAGEMENT SYSTEM

2020 ◽  
Author(s):  
Vitalij Kudelskyi ◽  
Keyword(s):  
Crisis Management ◽  
Financial Reporting ◽  
Management System ◽  
Financial Stability ◽  
Enterprise Management ◽  
Complex Process ◽  
Enterprise Management System ◽  
Definition Of ◽  
Constituent Elements

The article is devoted to the study of financial diagnostics and the role in the crisis management system. The necessity of financial diagnostics is substantiated. The author emphasizes the need to systematically provide management with information about the current level of financial stability. The essence of the concept of "diagnostics" is investigated. The author's interpretation of diagnostics is formed. Methods of diagnostics are investigated. The essence of the concept of "financial diagnostics" is analyzed. Methods of financial diagnostics are determined. Methods of financial diagnostics are investigated. The author's definition of financial diagnostics is formed. The results of financial diagnostics are investigated. The constituent elements of financial diagnostics are investigated. Methods of financial diagnostics are investigated. The concept of "crisis management" is analyzed. The author's definition of anti-crisis management is formed. The purpose of crisis management is investigated. The object of crisis management has been identified. The subject of anti-crisis management is formed. Problems leading to crises or bankruptcy have been identified. The input information of financial diagnostics is investigated. Financial reporting is defined as a source of information for financial diagnostics. The functions of financial diagnostics are highlighted. The condition of the object and the process of financial diagnostics are studied. The reasons for conducting financial diagnostics are identified. The influence of factors on the process of financial diagnostics is investigated. An anti-crisis management system has been formed. The functions of crisis management are investigated. Approaches to management in the crisis period are investigated. The stages of anti-crisis man-agement of the enterprise are investigated.The complex process of information re-search is determined. Methods and types of crisis management are investigated. The role of financial diagnostics in the crisis management system is determined. The information of anti-crisis management technology is investigated. The place of financial diagnostics in the enterprise management system is determined. The bases of financial diagnostics are investigated.

scholarly journals THE ROLE OF SOCIO-ECONOMIC DIAGNOSTICS IN AN ENTERPRISE MANAGEMENT SYSTEM

2018 ◽  
Vol 4 (3) ◽  
pp. 165-171
Author(s):  
Olga Melnyk ◽  
◽  
Andrii Todoshchuk ◽  
Marta Adamiv ◽  
◽  
...  
Keyword(s):  
Management System ◽  
Enterprise Management ◽  
Enterprise Management System

scholarly journals THEORETICAL ASPECTS OF FORMATION OF THE FACTOR MANAGEMENT SYSTEM OF INDUSTRIAL ENTERPRISE DEVELOPMENT ON THE BASIS OF STRATEGIC CONTROL

2021 ◽  
Author(s):  
Oksana Khodyrieva
Keyword(s):  
Development Strategy ◽  
Management System ◽  
Industrial Development ◽  
Integrated Approach ◽  
Industrial Enterprise ◽  
Internal Environment ◽  
Economic Activities ◽  
Industrial Enterprises ◽  
Increased Risk ◽  
Strategic Controlling

The article outlines some aspects of the formation of the management system of development factors on the basis of strategic controlling at an industrial enterprise. The emergence of the need to control the management of industrial development in the current economic conditions of Ukraine is due to the instability of the external environment, increased competition in domestic and foreign markets, increased risk, the need for constant monitoring of changes in external and internal environment. forecasting, increasing the role of planning the activities of the enterprise not only in the short term but also in the long run. The works of scientists who studied the implementation of strategic controlling and management of development factors in an industrial enterprise are analyzed. The system of strategic controlling provides for the analysis and consideration of factors of the external and internal environment of the enterprise, so the article analyzes and summarizes the factors influencing the development of industrial enterprises. It is determined that all industrial enterprises, carrying out production and economic activities, constantly feel the influence of factors of different nature and direction. The author's approach to the classification of factors of development is offered. The factors of development of the industrial enterprise which can be directed by means of system of strategic controlling of the enterprise are defined. The mechanism of increase of efficiency of factors of development of the industrial enterprise which by means of continuous monitoring of an estimation of efficiency of development of the enterprise allows to react in advance to system of strategic controlling and by that constantly to improve the mechanism is developed. The algorithm for forming a strategy for sustainable development of an industrial enterprise has been improved, where due to the constant closed cycle of strategic controlling there is an opportunity to develop and implement an effective development strategy at the enterprise. The advantages of the presented author's method are that it is universal in application, based on a systematic and integrated approach, allows to take into account not only quantitative but also qualitative indicators, obtain information about the main structural components of the enterprise and assess the current state of the enterprise as a whole.

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