Problems and Solutions of Balanced Scorecard in Small and Medium Sized Enterprises

<p>The balanced scorecard is a new dynamic performance management system which is different from the traditional performance evaluation system. It effectively transforms the enterprise’s strategy into four operational dimensions: finance, customer, internal business process, learning and growth. This paper introduces the balanced scorecard and discusses the problems existing in the application of the balanced scorecard in small and medium-sized enterprises. It summarizes the solutions accordingly.</p>

Factors and methods of effective management. P. 1. Intensification, concentration and production location

There is an active search for ways and mechanisms to upgrade the agrarian economy in the Republic of Belarus and increase its efficiency in conditions of stiffen market situation, but no efficient mechanisms have yet been found. In this regard, we’ve carried out systematic research and prepared a research papers that answer many questions regarding raising the agricultural economy and market challenges. We believe that it can become the basis for accepting specific recommendations. Conditions forming market stability and determining an enterprise’s strategy are determined during the research. A range of factors have been identified. Implementation of these factors will mobilize the entire arrangement and production system and the practice of management to achieve targeted economic and financial results, especially for profitability and profit. The first part of the paper defines the role, functions and significance of such fundamental factors of efficient agriculture management as intensification, concentration, specialization and distribution of production facilities.

The Mechanism of the Industrial Enterprise’s Strategy Development Formation

Theoretical and applied aspects of the mechanism of the industrial enterprise’s strategy development formation, are investigated. Based on the presented scientific achievement towards the enterprise’s strategic development formation concept, done a systematization of the existing scientific approaches towards considering the investigated concept from the point of view of different objects, in particular: systematic approach, functional approach, hierarchical approach, process approach, system-target approach, system- structural approach. Taking into account the specifics of the listed approaches, it is noted that the most rational in the current conditions of the industrial enterprises’ functioning is the use of system-structural approach. Presented the mechanism of the industrial enterprise’s strategy development formation, based on the proposed approach, as a systematic algorithm of actions, that allows on the basis of strategic management to determine the mission, goals and tasks of the enterprise, to develop the main strategic directions and measures of its development in conditions of dynamic change of the external environment at optimal use of the all enterprise’s available resources. Defined the business entity’s targeted areas of work, according to which the process of development and selection of the strategy’s development type, including: strategic plans, tactical plans and operational planning, should be carried out. There are five levels at which the industrial enterprise’s strategy development is developed: corporate level, business level, functional level, technical level, operational level, and modular level. The purpose, toolkit, factors and methods of realization diagnostics of the industrial enterprise’s strategy development are grounded. It is noted that the process of implementation of the enterprise’s strategy development and control over its implementation predicts the practical implementation of the following measures: defined plans and taking measures aimed at the implementation of the made enterprise’s strategy development; monitoring the progress of the implementation of the strategy’s development and determining the need for its adjustment; evaluation of the strategy’s implementation and taking into account the implementation’s disadvantages by developing the next strategy or modification of the existing strategy; control over maintaining the existing values of strategic development indicators, the organization’s activities and the enterprise’s strategic management effectiveness as a whole.

HR-OUTSOURCING IN CONDITIONS OF ECOLOGICALLY-ORIENTED FINANCIAL INSTITUTIONS

The article discusses the hypothesis of HR-outsourcing as one of the most progressive HR technology of human resource management. The issue of human resources management in terms of improving its effective operation requires the development of new tools. In the process of the permanent transformation of the economy the realization of modern approaches of human resource management is a major aspect of the formation of the enterprise’s strategy. In the article were analyzed the character of outsourcing, formed the main areas of HR-outsourcing, researched the mechanism of decision-making regarding the implementation of HR-outsourcing considering the identified strengths and weaknesses. Application of this technology in the context of globalization of economic activities eco-oriented financial institutions helps to optimize the employment policy and labor market regulation in the period of destabilization. Development of HR-outsourcing will allow to work out an effective tool to anti-crisis mechanism of social support through the application of scientific approaches and a factors diagnostics.

Marketing Priority of Strategic Planning

Systemological bases of marketing approach use to the strategic planning are considered in this paper. A complex of techniques for determining the enterprise’s strategy level, based on preliminary assessment of enterprise managers’ readiness to work in strategic planning conditions has been marked. A concept of business objectives’ identification and classification based on consideration of influence groups’ interests has been proposed. A conceptual model related to interaction between market subjects and enterprise’s units during strategic planning information and analytical support has been described. A methodical approach to marketing information system setting on strategic planning’s analytical problems resolution has been Justified.