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1
Otinashvili, Ramaz. "Security in Company Management." Works of Georgian Technical University, no. 2(520) (June 25, 2021): 67–75. http://dx.doi.org/10.36073/1512-0996-2021-2-67-75.
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To neutralize the danger associated with business management there is a special security service in the management system of successful companies the structure of which depends on the nature and scale of the business. A medium-sized security service consists of four structural divisions: 1. Security; 2. Operative; 3. Analytical; 4. Technical. In each, depending on the specifics of the activity , up to 1 or 10 employees can be employed. Every business has its general and specific challenges. The main challenge still comes from direct competitors. Rivalry often transcends civilized boundaries and escalates into physical or other confrontation, especially if there is a new "player" in the segment. In the advanced countries of the West, in addition to state security institutions, there are private detective and detective organizations, news agencies, studying scientific and consulting centers, which provide various services on a fee-for-service basis. Coordination of state law enforcement agencies and private security structures is sophisticated. There is created a special body, if necessary and it harmonizes their activities. It would be nice to transfer this practice to Georgian conditions.
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Lysytsia, Nadiia, Yuliya Byelikova, and Maryna Martynenko. "Gender specifics of emotional intelligence as a resource for successful HR- management." Economics of Development 19, no. 2 (July 6, 2020): 33–43. http://dx.doi.org/10.21511/ed.19(2).2020.04.
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Competitive advantage of any successful company is qualified personnel and intellectual capital. Thus, the work of HR-management specialists significantly affects the formation of human resources potential and hence the competitiveness of modern enterprises. In conditions of information economics, information about HR managers is in demand. Together with professional competences HR managers should use emotional intelligence which can help them to achieve success. Gender specifics of economic specialty students emotional intelligence is not studied enough that substantiates the topicality of the article. In connection with the above mentioned, research related to the study of key professional competencies and emotional intelligence of HR- managers is of particular importance. New technologies for managing behavior of employees appear every decade. As a result, new models of managerial behavior are becoming necessary, which would contribute to the development of new mechanisms for managing people. The aim of the article is to identify gender specifics of the emotional intelligence of economic specialty students as potential workers in the field of HR- management. The object of the research is phenomenon of emotional intelligence in the process of HR management. Hall’s methodology was used to assess students’ emotional intelligence. Results of emotional intelligence research conducted by Hall’s methodology allowed the authors to determine practical value of gender specifics of emotional intelligence in HR management. Gender specifics of such components of emotional intelligence (EI) as emotional awareness, management of own emotions, self-motivation, empathy, management of others’ emotions, general emotional intelligence have been analyzed. Cluster analysis has been made and allowed the authors to reveal groups of clusters among students with gender specifics of EI which may be regarded as resource for successful HR- management.
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Pletneva, Nataliya, and Vadim Koshcheyev. "Logistics of a Building Company: Specifics and Methods of Logistics System Management." Applied Mechanics and Materials 725-726 (January 2015): 1013–18. http://dx.doi.org/10.4028/www.scientific.net/amm.725-726.1013.
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The article reveals the specifics of logistics in operation of a building enterprise, which specifics determine the most essential means by which logistics influences a building enterprise’s efficiency. Depending on the types of influence several logistics strategies have been proposed for this kind of work. A sequence has been elaborated of how to tackle the principal tasks in a building company. Simultaneously, their essence has been shown and the methods of addressing the said tasks have been structured. Relevant techniques have been devised for controlling operational and managerial logistics processes at a building enterprise with employment of a balanced indicator system format. For managing operative logistics activities in the system of key logistics indicators, accounting is proposed for fulfilled, current and prospective orders for logistics servicing of the building process. Considered are different options of resolving the problem of integrating the management of inter-functional and inter-organizational logistics coordination with a format of the balanced indicator system.
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Palchuk, Oksana, Lesya Kononenko, and Valerii Mytsenko. "Information Support of Innovation Management in the Accounting System." Central Ukrainian Scientific Bulletin. Economic Sciences, no. 4(37) (September 28, 2020): 228–35. http://dx.doi.org/10.32515/2663-1636.2020.4(37).228-235.
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The article specifies the scope of innovation as an object of accounting. The constituent elements of the innovation management system, their essence and features of interaction in terms of impact on the creation of accounting and information support for innovation management are studied. It is proved that the formation of the accounting and information system depends, first of all, on the specifics of innovation processes, features of activities and motivation of innovation companies, resources and instruments available to the company to carry out these activities. The peculiarities of the formation of accounting objects of information support are determined.
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Aitalieva, V. V., and M. O. Panasyuk. "THE SPECIFICS OF CORPORATE CULTURE MANAGEMENT IN A FOREIGN SUBDIVISION OF MCDONALDS COMPANY." Business Strategies, no. 11 (January 1, 2016): 1. http://dx.doi.org/10.17747/2311-7184-2016-11-1.
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KOGAN, Anton B., and Alina N. PRISTAVKA. "Company performance measurement systems: History and prospects." Economic Analysis: Theory and Practice 20, no. 1 (January 28, 2021): 81–106. http://dx.doi.org/10.24891/ea.20.1.81.
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Subject. The article considers the most well-known Performance Measurement Systems, i.e. Strategic Measurement Analysis and Reporting Technique (SMART), Balanced Scorecard System (BSC), Integrated Dynamic Performance Measurement System (IDPMS), Performance Prism System (PPS), Dynamic Multi-Dimensional Performance Model (DMP). Objectives. We focus on identifying the specifics of the analyzed systems and determining the direction of their development. Methods. The study employs general scientific methods. The specifics of efficiency measurement systems are described and compared by a single set of parameters (the composition of stakeholders, whose interests are taken into account, practical applicability, dynamic adaptability, the presence of links between strategy and technological operations, innovation, etc.). Results. We analyzed the said efficiency measurement systems, described their strengths and aspects that need to be developed in further research. The findings can be used to create a system to measure the performance of Russian manufacturing and trading companies that produce goods for individual consumers. Conclusions. The systems like SMART, BSC, IDPMS, PPS and DMP are significant developments that help companies achieve their goals. These systems are universal. They serve as a methodological framework for creating a particular system for measuring a company's performance, taking into account its industry-specific requirements. These systems enable to solve some economic and management problems, but do not allow, for example, to determine the optimal business model of the company. It is appropriate to develop efficiency measurement systems by incorporating the value-based management principles.
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Barbarskaya, Marina, Alla Larkina, and Elena Trubchaninova. "Management of the production potential of a construction company." SHS Web of Conferences 55 (2018): 01014. http://dx.doi.org/10.1051/shsconf/20185501014.
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The paper is devoted to the management of the production potential of a construction company. The importance of the production potential as one of the most significant elements of the organization resource base is substantiated in the article. Theoretical foundations of the concept of “production potential” and the element structure of the production potential are considered. The management of the production potential is considered from the point of view of the system approach. Taking into account the specifics of the construction sector, the structure of the managing subsystems, such as the target, supporting, managed and managing ones, is represented. The implementation of management decisions in the system of management of the productive potential is to ensure an increase in the management effectiveness of all elements of the production potential, contribute to its further development, and enhance efficiency of a construction company as a whole.
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HUAN, WEI, A. S. MELNIKOV, and A. V. KOLESNIKOV. "SPECIFICS OF PURCHASING MANAGEMENT IN CONDITIONS OF TOTAL DIGITALIZATION." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 3, no. 5 (2021): 92–99. http://dx.doi.org/10.36871/ek.up.p.r.2021.05.03.015.
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The purpose of the article is to determine the specifics of purchasing management in conditions of total digitalization. Based on the synthesis of concepts and research trends, activities in the management of pro-curement of material resources are identified, which contribute to the effective activities of business entities, digitalization priorities and effects in the procurement process. The article summarizes the advantages, ad-vantages and disadvantages of centralized, decentralized and mixed models of the organization of the pro-curement management system, taking into account the timing, identity of contracts, delegation of procurement functions, accuracy of order satisfaction, reduction of risks of bureaucratization and corruption. Vector zones of digital transformation of conditions and scope of procurement, intensity of climate change in the company, integration of intellectual, technological and efficient procurement process for the business as a whole are defined. It is emphasized that the system of digital procurement through machine training significantly trans-forms the procurement process, contributing to the prompt selection of the right type of competition, the iden-tification, definition and recognition of proven (law-abiding), customer-oriented suppliers, the identification of criteria for the optimal market price and the formation of conditions for effective purchase.
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Chykurkova, Alla, Taras Hutsol, Oleg Kucher, and Mariia Melnyk. "Conceptual approaches to analysis and assessment of efficiency of joint stock company functioning." Turystyka i Rozwój Regionalny, no. 14 (July 16, 2020): 55–67. http://dx.doi.org/10.22630/tirr.2020.14.18.
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Effectiveness of a joint-stock company is realized through the skills and ability to take into account the wishes and needs of stakeholders and the organization in full. This work is based on the alignment of performance criteria with the organization’s strategy and capabilities. Management plays a key role in this process. It is they who must understand what the shareholders, customers, employees, lenders, and regulators want from the company, and that each category requires organizations to meet their own needs. At the same time, the performance measurement and management system should be flexible enough to be transparent and able to keep track of processes occurring within the organization and stakeholder engagement. The activity of a joint-stock company includes general elements and special elements that arise from the specifics of the company’s operation. The peculiarities of the activity of the company are due also to industry trends, which are partially derived from specific elements of management. In this regard, when identifying problems of functioning of joint-stock companies of the dairy industry, it is necessary to take into account the specific nature of their activity.
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Sokol, Volodymyr, Mariia Bilova, and Oleksii Kosmachov. "Typical functionality, application and deployment specifics of knowledge management systems in IT companies." Vìsnik Nacìonalʹnogo unìversitetu "Lʹvìvsʹka polìtehnìka". Serìâ Ìnformacìjnì sistemi ta merežì 8 (December 5, 2020): 45–54. http://dx.doi.org/10.23939/sisn2020.08.045.
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The work is focused on features of knowledge storage and its reuse in companies whose activities are related to software development. The concepts of knowledge, knowledge management and knowledge management systems from the standpoint of their usage in an IT company are given. It is determined that organizational knowledge is divided into explicit, which can be presented in the form of a letter, instructions, reference book, etc., and implicit, which exists only in an employee's mind directly and cannot be easily extracted. The main goal of knowledge management is formed, which is the organization of processes of creation, storage, acquisition, transfer and application of knowledge. The main strategies of knowledge are described, including the creation of knowledge, storage and retrieval of knowledge, transfer and exchange of knowledge, application of knowledge, examples of their use in software development. The characteristics of the knowledge management system is given as an information system that is designed to improve the efficiency of knowledge management of the organization. This system allows to solve problems related to the variety of software projects in which the IT company is involved. The main structural components and functions of knowledge management systems are identified, which include search tools, content and interaction management tools, data storage tools and mining tools, as well as group and artificial intelligence tools. The features of the usage and implementation of knowledge management systems at the work of small and medium-sized IT companies on the example of the Academy Smart Ltd are analyzed. The emerging issues of implementation of the system and success factors are considered. The features of the knowledge management process in Academy Smart Ltd is given, conclusions about efficiency of this organization are made, according to what the directions of the further researches are formed.
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Ficbauer, David. "Specifics of financial management of holdings when managing cash-flow." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 58, no. 6 (2010): 673–80. http://dx.doi.org/10.11118/actaun201058060673.
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Concentration and cooperation belong to the main attributes of the modern business life. Business competition makes the start of a new business more difficult. Just the moment of concentration and cooperation can make the break to the new business easier. This can be achieved by including new businesses into holding companies. Basically there are two ways how to do a business. These depend on whether company carries out many lines of business or on the amount of asset. The first way is to cover everything with one enterprise and thus to create one accounting unit. The second way is based on a foundation of a holding structure with subsidiaries and the holder on the top. In fact holding is a specific way how to cover business by many subsidiaries.The goal of this article is to describe specifics of a financial management of holdings when managing cash-flow. The focus is on reasons of holding structure and usage of both theoretical and other models of managing cash such as Baumol model, Miller-Orr model and Beránek model. As transfers within the holding organization belong to the main advantageous of holding, the way how to transfer finance from one subsidiary to other or from subsidiary to holder or reversely is handled here.
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Levchaev, P. A., and B. Khezazna. "Specifics of strategic financial planning of enterprise activity in the digital economy." Finance and Credit 26, no. 3 (March 30, 2020): 499–507. http://dx.doi.org/10.24891/fc.26.3.499.
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Subject. The article investigates the specifics of strategic financial planning of enterprise operations in conditions of digitalization processes, as well as the introduction of advanced technologies in all spheres of social and economic life. It determines unique opportunities for company development in the international market. Objectives. The study aims at reviewing a set of economic relations and problems emerging in the process of strategic financial planning of enterprise performance in the digital economy, and developing recommendations to improve the financial strategic planning of economic entities. Methods. We employ methods of economic analysis and synthesis, and comparison. The paper rests on works by academic economists on the problems of finance, financial management, and planning. Results. We investigated the most important features and problems of strategic financial planning of enterprises in the digital economy, and how the digital era increases the level of competition of participants for economic dominance. Identified features of financial strategic planning of the corporation's activities in the digital economy are recommended for use in the corporate management system of an industrial enterprise. Conclusions. Improving the strategic management process is a stage of transformations in the digital economy. Enterprises create new priorities through using management models. At the same time, the role of fixed assets is reduced, and intangible assets and information accelerate the business. The effectiveness of company operations is often determined by the availability of accurate and timely information that reflects the necessary aspects of financial and economic practice.
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Balabash, Olha, Valerii Ilin, Nataliia Poprozman, Inna Kuznetsova, Dmytro Shushpanov, and Nataliia Slavina. "Content Strategy in Management of Communications." Independent Journal of Management & Production 12, no. 3 (May 1, 2021): s232—s242. http://dx.doi.org/10.14807/ijmp.v12i3.1538.
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The aim of the article is to substantiate the theoretical and methodological support for the formation and implementation of the content strategy of a construction company. The article considers the formation of content strategy, its place in the management of communications of the enterprise. The following methods were used in the course of the research: the method of statistical analysis (for the analysis of the tendency of the real estate market development of Ukraine); analysis, synthesis, logical and theoretical generalization – to specify the factors of supply and demand in the real estate market; graphical method, table method (to visualize the results of the study); method of calculating specific indicators of communicative activity (CPC (Cost Per Click), CPA (Cost Per Action), CTR (Click Through Rate)) for analysing trends in traffic to the company's website and identifying alternative sources of traffic. The specifics of developing a content strategy taking into account the peculiarities of the company's construction industry are shown. An analysis of trends in the real estate market of Ukraine is carried out based on official statistics. The dynamics of the volume of construction works is analysed, the housing price indices in Ukraine are determined and the factors of supply and demand in the real estate market are specified. The analysis of communicative efficiency of the web-system of the construction company is carried out, as a result of which, measures for improvement of management of its external communications by substantiation of variants of advancement on the Internet are developed. This is done by analysing trends in traffic to the company's website and identifying alternative sources of traffic. The developed measures will increase the efficiency of management of the construction company. The article proposed a procedure for analysing the web-system of a construction company based on attendance indicators and search activity, which allows identifying alternative sources of traffic and developing appropriate measures to manage communications of the enterprise in order to achieve their efficiency. The practical significance lies in the fact that the developed recommendations for the formation of the communication strategy of the construction company can be further used to intensify the promotion of the company's services in the real estate market and attract investment.
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Lazutkin, Vadim. "Management of Labor Motivation of Research Personnel." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2021, no. 2 (August 13, 2021): 229–37. http://dx.doi.org/10.21603/2500-3372-2021-6-2-229-237.
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The specifics of research and academic profession presuppose special approaches to personnel management and motivation. The selection of adequate motivational tools is often done by trial and error. The paper attempts to substantiate short-term and long-term methods of motivating scientific personnel. The experiment featured the case of a Russian biotechnological company, whose personnel underwent S. Ritchie and P. Martin’s Motivational Profile Test. The dominant factors of job satisfaction included self-development opportunities, recognition, ambitious goals, creative tasks, etc. The authors developed some ways for the further development of methods for motivating research personnel.
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Kozyrieva, Olena, Veronika Khudolei, Valentina Vyhovska, Maksym Zabashtanskyi, and Andrii Rogovyi. "Mining Business Risk Management." E3S Web of Conferences 174 (2020): 04043. http://dx.doi.org/10.1051/e3sconf/202017404043.
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In the mining industry, as a dangerous industry related to the specifics of its production, in particular, the process of risk management and analysis should be taken into account. One of the main reasons of occupational accidents, in addition to human error and technical failures, is the lack of foresight of possible accidental events, and the lack of assessment by a company of the risks associated with occupational safety. The article considers the main risks in the mining industry, analyses the problems of modern systems of risk assessment and management of mining investment projects, methods and sequence of qualitative and quantitative risk assessment, provides recommendations for their improvement in order to bring them in line with international risk management standards.
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Харакоз and Yu Kharakoz. "Features of application of erp-systems in management accounting." Auditor 1, no. 3 (March 25, 2015): 71–76. http://dx.doi.org/10.12737/12769.
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The article is devoted to problems of application in the account field of automated systems to support management activities, which provide standardized business
processes, different algorithms for data analysis and decision-making in order to improve management of the organization. Based on the research was made
a reasoned conclusion about the need to unite the theory of management accounting methodology formalization and optimization of business processes, technology
development and implementation of enterprise information systems taking into account the specifics of the company.
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Kudina, Alevtyna. "Brand management system of fashion-industry enterprises." Marketing and Digital Technologies 5, no. 1 (March 14, 2021): 113–25. http://dx.doi.org/10.15276/mdt.5.1.2021.7.
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Aim of the article. The purpose of the article is to reveal the system of brand management implementation in fashion companies and to develop a plan to create a brand management department in such companies. Analyses results. The style and basic principles of brand management should be based on the company's activities and technologies that should be used in brand management and communication strategy with the target audience. Based on this information, we have a functional structure for the implementation of brand management in the company, as well as areas of responsibility of the company's employees working in this area. Brand management is a comprehensive regular management of building and improving the brand, which is carried out at all stages of its development. To effectively manage a company's brand, it is necessary to determine the core value of a particular brand and broadcast it to the target audience. If a brand is a set of values and attributes, then branding is a specific step that a company takes to express its individuality. Branding is how a company manages the perception of a brand by consumers. Brand management can be considered in three directions: a) scientific basis - a system of scientific knowledge that includes the theoretical basis and methodological practice of the world's leading companies in the field of brand management and branding; b) corporate brand management - reflects the corporate vision of the company's mission, its culture and management style. An important area of corporate brand management is the development of corporate identification programs, which achieve the company's recognition in the market, provides a high level of consumer awareness of brands and develops customer loyalty; c) the process of brand management (branding) - aimed at developing the appropriate personality. Branding includes several basic areas, namely: organizational component (formation of a team, unit and consolidation of functions under the relevant management); market research; development of the brand concept; lanning of marketing programs for brand development; organization and marketing activities management. Based on the specifics of the scope of activities of companies engaged in fashion, and the functionality needed to implement brand management in this type of enterprise, recommendations were developed for the structure of the brand management department in companies and areas of responsibility of employees, their tasks and responsibilities. The flows and sources of information, the process of its processing and the mechanisms of interaction of responsible persons within the department responsible for the brand management process are considered. Conclusions and directions for further research. Drawing conclusions, we can say the following. Creating a strong brand and implementing brand management in the company is now a necessity for any company. And in order for brand management and its promotion on the market to be successful, the company must create an appropriate organizational structure based on the specific goals of the company and the tasks set before the brand. The formation of the structure of the brand management department of the organization directly depends on the scope of the company, its scale, the characteristics of the target audience of the brand, the need for physical outlets or the company's focus on work in e-commerce. The article presents developments on the typical structuring of the brand management department at enterprises operating in the fashion industry. Depending on the factors listed above, the structure can be adapted to the needs of a company in this area. It should also be noted that with the development of technology and the emergence of new channels of communication, such a structure will be constantly changing, adapting to modern realities. Keywords: brand management, branding, enterprises, fashion industry
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Agarkova, Lyubov, and Viktor Agarkov. "Features of assessing the liquidity and solvency of the insurer." KANT 37, no. 4 (December 2020): 19–23. http://dx.doi.org/10.24923/2222-243x.2020-37.3.
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The article presents the results of a study in terms of assessing the liquidity and solvency of the company, applicable in the insurance business, taking into account the industry specifics. Liquidity is one of the most important indicators reflecting the level of financial stability of an insurance company. The analysis of this ratio is carried out to identify the company's ability to cover existing insurance liabilities, as well as to improve the efficiency of asset management in general.
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Cataldo, Ieva, Nerija Banaitienė, and Audrius Banaitis. "Developing of Sustainable Supply Chain Management Indicators in Construction." E3S Web of Conferences 263 (2021): 05049. http://dx.doi.org/10.1051/e3sconf/202126305049.
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Most of the existing supply chain management methods and systems are being transferred to construction regardless of the specifics of companies in the construction sector. Numerous complex factors such as ecological, social and economic are required for the continuous evaluation in the modern management of construction sector. The provided studies and the research to examine sustainable supply chain management in construction sector from a holistic perspective, concentrating on mostly long-term sustainable decision-making by the construction company rather than being centered only on the supply chain management for construction projects. This paper identifies a list of sustainability indicators for examining the supply chains of construction companies. Those indicators were categorized and assigned to one or a couple groups by reviewing their use in the previous literature agreeing to the reasoning to way better reflect the SSCM principle of their use in construction companies. The use of indicators can help develop strategies for the construction sector for sustainable policy makers and construction company managers.
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Bichurova, Iva, and Petia Yordanova-Dinova. "COMPANY INNOVATION POLICY AND STRATEGY." Knowledge International Journal 28, no. 5 (December 10, 2018): 1517–20. http://dx.doi.org/10.35120/kij28051517i.
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This report is aimed at clarifying the essence and specifics of company innovation policy and strategy. The two categories are shown as interpersonal and intertwined. Markets and products are the two cornerstones of company policy that binds it to the production and distribution of goods. Its success is conditioned by the introduction of novelties, the upgrading of the assortment and the analysis of the marketing environment. This combines innovation with company policy and strategy. Company innovation policy is a system of management actions for organization, management and insurance of conditions for creation, implementation and successful market realization of innovations. It is a sequence of activities in planning, organizing, developing and introducing novelties by using administrative and economic leverage to maintain a positive innovation potential. The paper also discusses the components and tools of company innovation policy.Each company develops its common strategy, which is a complex program with visions of action on the priority directions of its development. In the sphere of innovation it is connected with the ability to conduct a competitive struggle for the development and implementation of the novelties. The innovative strategy of the company is reflected in its innovation program, which is the basis for implementing the company's innovation policy. The definition of the prospects and the orientations of the strategy and policy for technological innovation and innovation activity is related to the market, production, investment, organizational, social and other spheres of development. They can be grouped into three main strategies: leadership in overall costs; product differentiation; concentration in the field of business. In connection with the elucidation of the essence the subject presents the types of innovation strategies and policy.
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Marichova, Aneta. "Role of the Government for Development of Sustainable Construction." Ovidius University Annals of Constanta - Series Civil Engineering 22, no. 1 (December 1, 2020): 53–62. http://dx.doi.org/10.2478/ouacsce-2020-0006.
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Abstract In the last years questions related to sustainable development are particularly relevant. The construction market is usually identified as the first sector to face serious problems and requires special attention in implementing the idea. The main reasons for this assessment lie in the specifics of construction as an economic activity, the specifics of the construction product, the construction process, the specifics of organization and management of the construction company and the strong economic, social and environmental effect. The purpose of the proposed study is: 1) analysis of the problem of sustainability of the construction market, 2) the role and influence of the government for the development of sustainable construction.
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Kudrevatykh, Vladimir V. "Research of the toolkit features for the evaluation and development of project-oriented management in a full cycle engineering company." Vestnik MGSU, no. 5 (May 2019): 634–49. http://dx.doi.org/10.22227/1997-0935.2019.5.634-649.
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Introduction. Analysis of existing foreign and Russian project management maturity models revealed the absence of tools for assessing the maturity of project management, which would take into account the specifics of the functioning of engineering companies and the implementation of engineering projects. The uniformity of such models limits the list of evaluated aspects of project management, which does not allow to fully cover the project management processes operating in engineering companies. Such processes should include engineering, management of intangible assets, control and acceptance of the results of engineering works, management of construction and installation works, and so on. To solve the problem, it is necessary to develop special tools for the assessment and development of project management, which will take into account engineering-specific processes. The toolkit will allow to quantify the degree of implementation of the project approach to the activities of an engineering company and to plan the continuous improvement of the processes and tools of project management in it. The subject of the research is the development of tools for assessing and developing project-oriented management in a full-cycle engineering company.
Materials and methods. Applied the method of comparative analysis, survey method and method of semi-structured interviews.
Results. The article formulates the features of project management in engineering companies. The main types of maturity models of project management are considered, their distinctive features are revealed. Tools for the evaluation and development of project management for the Russian engineering company full cycle are formulated. The assessment of the levels of formalization of project management processes was carried out, their current and target states were determined. Set of measures for the development of processes and tools of project management is planned.
Conclusions. The toolkit for project management evaluation and development proposed in the article allows to carry out structural analysis of project management processes and the level of their formalization, to implement improvements based on the results of evaluation not only in the engineering company under consideration, but also in project-oriented organizations implementing similar projects.
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Narayanamurthy, Gopalakrishnan, Pradeep Kumar Hota, Surya Prakash Pati, and Manoranjan Dhal. "Maruti Manesar lockout: the flip side of people management." Emerald Emerging Markets Case Studies 5, no. 2 (April 16, 2015): 1–14. http://dx.doi.org/10.1108/eemcs-02-2014-0042.
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Subject area Human Resource Management (HRM), Industrial Relations, Labor Law (Indian business context), Organizational Behavior, Trade Union and Employer-Employee Relationship. Study level/applicability Academic students (MBA and BBA), management trainees, HR managers and top management of organizations interested in understanding the importance HRM practices. Case overview This case describes an Industrial Relations situation in an automobile company in India. It begins with the mention of Maruti Suzuki India Limited's (MSIL) brush with an unprecedented labor violence that rocked its Manesar facility on July 18, 2012, eventually leading to the lock out of the same on July 21, 2012. Further, it describes the background of the company, employer-employee relationship, a series of strikes experienced by the company, incidents that led to the violence, incidents that happened on the day of violence and finally actions taken after the violence by the company, the government and the union. With such details, the case raises questions on the prolonged people management issues afflicting MSIL. It endeavors to educate the discussants on the specifics of an industrial relations system and the role of each actor toward maintaining industrial peace. Expected learning outcomes Understanding the role of actors of industrial relations toward effective HRM in the organization. Analyzing the compliance of the actors under the existing labor laws as applicable to the organization. Comprehending the attitude of employees, employers and industry toward each other and also toward the job. To understand the nuances of people management function and its contribution toward the violence that eventually resulted in lockout. To comprehend various organizational behavior concepts that shall help synergize the employees' objectives and employer's goal. To analyze the complete incident with relevant organizational and industrial relations (IR) theories. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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��������, Dmitry Artemev, ��������, and O. Panacheva. "Project Office Selection in Retail Companies." Russian Journal of Project Management 4, no. 2 (June 17, 2015): 3–19. http://dx.doi.org/10.12737/12213.
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This article deals with a Project office formation based on classical models, taking into account the specifics of the projects implemented in retail trade companies. Based on the definition of Project Office�s role and place in company structure and its core functions, the authors propose an algorithm to select the most suitable model of project management office for retail companies.
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Peterková, Jindra, and Jiří Franek. "Specifics of Management of Enterprise Innovation Activities in the Czech Republic – The Decision-Making Mechanism." Management Systems in Production Engineering 26, no. 3 (September 1, 2018): 137–42. http://dx.doi.org/10.1515/mspe-2018-0022.
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Abstract The majority of Czech managers are aware that the long-term competitiveness of the company depends primarily on the use of innovative technical solutions and investments in new technologies. Despite awareness of the importance of innovation, many companies do not know how to manage, implement, and evaluate them. Empirical research showed that most innovation firms implement, but do not systematically manage the implementation of innovative projects and the allocation of funds. There is a contradiction between companies’ ability to orientate themselves in the approaches available in the area of innovation management and the existence of a large number of approaches that can be used to address a particular type of innovation problem. A set of innovation concepts has been created to solve those challenges. Practical steps of the decision-making mechanism for selecting innovation concepts have been proposed. The decision-making mechanism is based on the analytic hierarchy process (AHP) and serves primarily for managers of medium and large enterprises.
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Sahakiants, Ihar, and Marion Festing. "Socially Responsible HRM Reporting in Russia: A Modern Practice Embedded in the Past?" Journal of East European Management Studies 25, no. 4 (2020): 648–70. http://dx.doi.org/10.5771/0949-6181-2020-4-648.
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Based on an analysis of CSR/sustainability reports published by Russian companies, we analyse the determinants of socially responsible human resource management (SRHRM) disclosure in Russia. By considering the historical development and contextual specifics of the country, we concentrate on the path dependence perspective. The results of our study not only confirm the expected relationship between the reported founding history before the fall of the Soviet Union and the disclosure of information about social benefits provided to employees, but also deliver evidence that company size is a relevant predictor of SRHRM reporting in Russia. Thus, this study confirms both the path-dependent nature of organisational practices in this country, as disclosed in company reports, and the importance of factors in line with those identified in developed industrialised countries.
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Vlasova, L. A. "THE PROBLEM OF EDMS CHOICE FOR ENTERPRISES." Vestnik of Khabarovsk State University of Economics and Law, no. 1-2 (October 20, 2020): 88–98. http://dx.doi.org/10.38161/2618-9526-2020-1-2-30.
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The article considers the review of the specifics and analysis of the use of electronic document management in enterprises. The results of the EDMS research, the choice of vendors ' position in the local market and the enterprise's IT-infrastructure are presented. Measures to implement EDMS for more effective control of the activities of all structural divisions and improve the overall manageability of the company are proposed
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Leont'ev, N. Ya, A. F. Plekhanova, A. A. Ivanov, and N. D. Ivanova. "Conceptual framework for corporate competitiveness of engineering companies of the nuclear industry." Economic Analysis: Theory and Practice 19, no. 7 (July 30, 2020): 1300–1314. http://dx.doi.org/10.24891/ea.19.7.1300.
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Subject. The article addresses the conceptual framework for competitiveness at the company level and development of original proposals for its perfection. Objectives. The study aims to improve the concept of corporate competitiveness in accordance with current trends in economics and management and the specifics of nuclear engineering companies. Methods. We employed general scientific research methods, classification and graphic visualization techniques. Results. The paper systematizes scholarly works on corporate competitiveness, formulates disadvantages of existing developments and ways to eliminate them, taking into account industry characteristics and specifics of engineering. We developed our own provisions of the concept of competitiveness of engineering companies operating in the nuclear industry, considering the external conditions, sector-specific issues, and promising trends in the management, economics, and business. We also introduced new concepts, including the notion of the agent of competitiveness, offered their classification to develop and analyze competitiveness. Conclusions. The specifics of engineering activities, threats and challenges to the nuclear industry, trends in the society, business and environment lead to the need to develop the foundations of the concept of competitiveness. The satisfaction of mainly market needs and the emphasis on the priority of economic indicators as criteria for assessing competitiveness limit the scope and functionality of traditional concepts, requiring their improvement.
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Avdeeva, Elena, Oksana Belyantseva, and Elena Smorodina. "Constituents of sustainable development potential of a logistics company." MATEC Web of Conferences 239 (2018): 08004. http://dx.doi.org/10.1051/matecconf/201823908004.
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The article explores the potential for sustainable development of the company in a dynamic environment. The components of the potential are composed of external and internal. For their identification and analysis, tools such as SNW- and SWOT-analysis are used on the example of a construction industry enterprise. It was revealed that internal stability is formed under the influence of management tools. It includes organizational, investment, production, technological and financial sustainability. External stability includes global, regional and national. For a deeper analysis it is desirable to apply the indicator of sustainable development. With its help, it is possible to analyze the development of the enterprise in terms of dynamics, compare different enterprises and identify bottlenecks among the components of sustainable development potential. The indicator is flexible and takes into account industry specifics. The authors concluded that the innovative component should be present in all areas of the enterprise.
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Henk, Anastasiya, and Terje Fallmyr. "Navigating through institutional complexity: adoption of a process view in functional organizations." Business Process Management Journal 26, no. 2 (October 17, 2019): 593–612. http://dx.doi.org/10.1108/bpmj-01-2019-0038.
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Purpose The purpose of this paper is to contribute to the ongoing debate on the appropriate organizational design for the process management implementation. Using the lens of institutional theory, the paper discusses how organizations adapt to a required implementation of a process view alongside their organizational structures. Design/methodology/approach The study is designed as a single case study of a Norwegian shipping company. On the one hand, shipping companies are traditionally managed by functions due to the specifics of maritime operations and high safety-related risks of the work. On the other hand, the rising demands of regulatory bodies and customers within the offshore logistics are calling for implementation of a process view within the organizations, which implies management by processes. Findings The study analyses conflicting requirements of the institutional environment influencing organizational structure and how these conflicts are addressed by the company. Besides, it describes the decoupling mechanism the company uses to balance between such requirements and adapt to the changes of the institutional pressures. Originality/value The study introduces a situational-based organizational structure as an alternative for both process and vertical views implementation within the companies operating in the highly demanding institutional environments.
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Welch, James. "What’s in a name? Complications in overcoming reputational damage during the corporate recovery process." Strategic Direction 36, no. 3 (February 14, 2020): 1–3. http://dx.doi.org/10.1108/sd-09-2019-0167.
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Purpose It is an unfortunate and sometimes entirely avoidable prospect that very successful companies can suffer self-inflicted reputational harm due to poor corporate executive decision making. One contemporary example is seen with the once popular and rapidly growing pizza chain, Papa John’s as the company has been facing an uphill battle to recover its reputational standing following recent scandal. This article examines the recovery process and the very specific complications with the company itself. Design/methodology/approach This is a case study approach examining corporate reputational recovery using a four-pronged turnaround model of replacing the leadership, restructuring the organization, redeveloping the strategy, and re-branding the product. Findings While the four pronged approach of replace, restructure, redevelop, and re-brand, appears to be a model that can work across industries, there are some challenges depending on corporate specifics. The major challenge with Papa John’s seems to be in the ongoing connection to the founder with related problems dealing with the legacy of the corporate culture. After all, it is very difficult to move beyond reputational damage for a company still bearing the name of the corporate executive who had been the source of the scandal as well as a company that is largely intact structurally. Originality/value This article examines the corporate recovery process for Papa Johns Pizza using a four step model for corporate recovery. The new four pronged approach centers on replacement of the corporate leadership, restructure of the organization, redevelopment of strategy and the re-branding of the product. Papa Johns continues to struggle to regain traction following public relations stumbles in 2017 and 2018 and the four pronged corporate recovery model serves as a valuable analytical tool to examine the impact and effectiveness of their efforts thus far as well as their future prospects.
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Gableta, Małgorzata, and Andrzej Bodak. "Employee interests in the light of human resource management concepts." Management 18, no. 1 (May 1, 2014): 9–20. http://dx.doi.org/10.2478/manment-2014-0001.
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Summary Representation of employee interests is addressed, as reflected in the modern human resource management concepts. By attending to the need of respecting employee interests, companies may greatly increase their chances of reaching company business objectives and increase their effectiveness, as a result of improved employee involvement. Direct and indirect expressions of this aspect in modern HRM concepts are discussed. Specifics of local approaches to the realization of employee interests are discussed, based on empirical studies of more than 200 companies operating in the Lower Silesia region of Poland. Based on the study results, the authors demonstrate that the practice of management in the area under study is only in part consistent with the model representations of human resource management, as recommended in professional literature.
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Zakharkina, L. S., H. V. Saltykova, and V. M. Novikov. "The Theoretical and Methodological Principles of the Value-Oriented Approach to Business Management." Business Inform 7, no. 522 (2021): 169–77. http://dx.doi.org/10.32983/2222-4459-2021-7-169-177.
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The research is aimed at analyzing the value-oriented conceptions of business management and studying the possibility of their implementation in the activities of Ukrainian enterprises. The carried out analysis of the literature shows the considerable attention paid by the scientific community to the issue under research, since the use of value-based conceptions in Ukrainian realities is quite problematic due to a lack of understanding of their specifics and features. The publication carries out a chronological analysis of the interpretation of the essence of the conception of «business value» by various scientists during 2011-2020. The value of the business is a volume-based indicator, thanks to which it is possible to understand the further prospects of the enterprise development and its investment attractiveness. According to theoretical research, the value of business is understood as the value of invested labor and labor resources; as the results obtained by the company from operational, investment and financial activities; as an expression of the price at which the company positions itself in the market and can potentially be reorganized. The value-oriented management should be applied at all levels – from operational to strategic. It is determined that career growth, an effective system of motivation, exchange of information and knowledge are among the few factors that affect the formation of the value of enterprise. Among the methodological approaches that allow to conduct a thorough assessment of the value of business, attention is focused on earnings, value-based, market-based and optional methods. Prospects for further research relate to a more detailed analysis of the specifics of value-oriented conceptions and analysis of domestic market conditions for the possibility of spreading the value-based management approach among managers of Ukrainian companies.
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Nikitina, D. A., S. N. Petryaev, I. S. Sivokon, and E. E. Fomina. "Analysis of Experience in Building Operation Management Systems for the Foreign and Russian Oil and Gas Companies." Occupational Safety in Industry, no. 2 (February 2021): 69–74. http://dx.doi.org/10.24000/0409-2961-2021-2-69-74.
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The performed analysis showed that integrity management is required for ensuring stable and reliable operation. Along with many other processes in the field of industrial safety, integrity management is an important process for the prevention of cases of equipment depressurization, and, therefore, for preventing people by storing hydrocarbons inside the pipelines and vessels. High quality integrity management leads to high production operations efficiency and has a positive effect on the entire business. The article presents the results of the implementation of operation management systems (OMS) in various companies. It shows how deeply integrity management, being part of OMS, is integrated into all the areas of production operation activity. To achieve the high level of production operations reliability, all the industrial and occupational safety processes must be interconnected and form a single system. The conducted analysis shows that OMS of different companies have both similarities and differences. OMS is often developed based on the existing industrial and occupational safety management systems, which explains the focus of such systems on safety. The latest statistics show that this is the right approach, however, OMS of different companies differ from each other due to different experiences, the size of the company, the specifics of the country of operation and the presence of current problems. It is fair to note that there is no single correct OMS structure since each company must consider its own needs and its own specifics when developing its system. However, in general, the development and implementation of such systems contribute to improving the reliability, safety and efficiency of production operation activities. However, in general, the development and implementation of such systems facilitate the improvement of the reliability, safety and efficiency of production operation activities.
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Zhuravlyov, Vladimir, Tatyana Khudyakova, Natalia Varkova, Sergei Aliukov, and Svetlana Shmidt. "Improving the Strategic Management of Investment Activities of Industrial Enterprises as a Factor for Sustainable Development in a Crisis." Sustainability 11, no. 23 (November 25, 2019): 6667. http://dx.doi.org/10.3390/su11236667.
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This article discusses the problem of improving the strategic management of sustainable development in industrial enterprises in Russia. The shortcomings of the strategic management of industrial enterprises are due to the fall in the growth rates of the world and domestic economy, international sanctions, and the specifics of the development of socio-economic relations in the Russian Federation. The main problem of the research is related to the imperfection of the strategic management of the investment policy of the enterprise, which leads to a slowdown in the development of the company and a decrease in competitiveness. The main goal of the presented research is to develop proposals for improving the strategic management model for the development and implementation of investment strategies of an industrial enterprise. Based on the analysis of theoretical sources, gaps in research related to the topic and objectives of this work are highlighted. The methodological base of the research is determined, the basis of which are: system theory, systematic approach to managing a company’s sustainable development, theory and practice of modeling, strategic management, investment design. The improved model is proposed, which determines the interdependence of the strategic management of investment policy and the sustainable economic development of the company, presents the algorithm for managing the process of developing investment strategies in an industrial enterprise. This mechanism takes into account the main indicators of sustainable development of an industrial enterprise. There are proposals to improve the management model of insurance reserves of the company, reflecting the strategic aspects of investment activities necessary for the successful implementation of the course on sustainable development in an industrial company. The obtained results were tested by a number of Russian enterprises, which led to positive results of their activities, contributed to more sustainable development and strengthening of competitive positions.
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Staroverov, B. A., and A. E. Mozohin. "Development of the digital platform of intellectual services for the regional electric grid company." Vestnik IGEU, no. 1 (2020): 69–76. http://dx.doi.org/10.17588/2072-2672.2020.1.069-076.
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Annually, the structural units of electric grid companies involved in the operation of network equipment, dis-patch and technological management tools, maintenance and repair of power equipment, asset manage-ment and electricity metering introduce specialized hardware-software complexes (HSC) from different man-ufacturers. This trend leads to the disunity of technological processes control means of electricity transport and distribution. It is difficult to control the life cycle of the equipment in a single management system, as well as access to the information of the relevant services of different HSC, which requires the integration of highly specialized systems. The aim of the study is to develop the structure and information model of a digital integration platform that integrates the management systems of a regional network company and to create on this platform the intelligent services for conducting business processes by various structural di-visions of the company. The software for the development of cloud digital platforms and cloud services was used. When analyzing the management structure of an electric grid company, the methods for building multi-level automated control systems that take into account the specifics of managing distribution networks on a regional-company scale were applied. The structure and information model of a digital integration platform has been proposed, which forms a unified trusting software environment for automated management systems of a regional network company. Intelligent services have been developed for a digital platform, including the prediction of energy consumption, and a basic version of services for conducting joint business processes by different divisions of the electric grid company has been presented. A modern hierarchical structure of the automated technological control system of a regional power grid company has been proposed. It implies providing of an intelligent module at each control level, that allows integrating the local system into a single trusted software environment for operational management in everyday and emergency situations. The proposed digital integration platform is open and scalable. In the first case, it allows combining the efforts of intelligent services developers, and in the second one, it can be deployed both on local servers within the enterprise and on rented cloud resources.
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Petrov, Pavel, Svetoslav Ivanov, Petar Dimitrov, Georgi Dimitrov, and Oleksii Bychkov. "Projects Management in Technology Start-ups for Mobile Software Development." International Journal of Interactive Mobile Technologies (iJIM) 15, no. 07 (April 9, 2021): 194. http://dx.doi.org/10.3991/ijim.v15i07.19291.
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The management of the technology start-up company for development of software for mobile devices includes various activities such as creation of specification, development, implementation, sale, and maintenance of software for mobile devices, as well as services for it. Usually the main activity is the production and maintenance of software for mobile devices, but there may be different options and sub-options in the business model of the technology start-up, which are divided into two main categories - products and services. In recent years, there has been a trend to move into a business with service providers. The objective of our study is to outline some specifics about the operation of technology start-up companies for mobile software development in areas such as the management of human and financial resources, choosing the suitable methodology for software development and business model to follow.
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Grigoryev, V. V. "Specifics of the Discount Rate Calculaton in the Business Valuation." Economics, taxes & law 11, no. 3 (November 6, 2018): 83–88. http://dx.doi.org/10.26794/1999-849x-2018-11-3-83-88.
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The paper examines two main methods of the discount rate calculation for business valuation: cumulative and weighted average capital cost (WACC), discloses the importance of business valuation for improving the business activity of a company, proposes the principles of the discount rate calculation, examines ways to determine additional risks in the implementation of the cumulative method, and analyzes the costs of the equity and borrowed capital in the implementation of the WACC method. The purpose of the research was to perform a comprehensive analysis of the methods for calculating cash flow discount rates for equity capital and for all invested capital. The research resulted in the development of methods for measuring additional risks in the calculation of the cash flow discount rate for equity and identifying risks in the calculation of the weighted average discount rate of the cash flow for the total invested capital. The research findings can be used for boosting business activities as well as for business valuation and management. It is concluded that every percent of additional risk in the discount rate calculation increases the size of the rate and reduces the cost of a valuated business.
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Shcherbak, Olena V. "JUSTIFICATION OF ORGANIZATIONAL CHANGES INCLUDING SPECIFICS OF HIERARCHICAL RELATIONS IN DEVELOPING ORGANIZATIONS." Management 26, no. 2 (April 24, 2018): 110–24. http://dx.doi.org/10.30857/2415-3206.2017.2.9.
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Introduction and study objective: the requirement to create an effective system of enterprise’s innovation development brings forward issues of theory and methodology, including specifics of necessary organizational changes and cooperation within the company including management –employees’ interaction. Thus, scientific ground for solution to these problems will facilitate the creation of organizational structures for efficiently functioning enterprises.Hypothesis of scientific research. It is often assumed that the choice of effective and required methods of the enterprise’s adjustment to the market environment would allow to systematize the organizational changes enabling performance increase of its economic activity.The purpose of this study is theoretical and methodological justification of concept approaches and methods in organization change management of enterprise structures and functions during its adjustment to the conditions of economic environment.Research methodology: application of the system analysis justifies 5 sets of hypothetical relations linking perceived power with perceived behavior of reward and penalty.Furthermore, two-dimensional correlation, stepwise multiple regression and hierarchical multiple regression analysis help to construct a model of relevant organizational changes.Results achieved: diagnostic methods were developed that determine external and internal conditions of the enterprise in order to choose the right change strategy; the methodology of evolution analysis of change efficiency was proposed. Additionally, high-quality econometric models were created for assessment of the impact of changes based on the enterprise’s performance.Conclusions: the proposed approach to justification of organizational changes enables the implication of methods designed to analyze the need for restructuring of organization culture, management style, employees’ relations and takes into account specifics of hierarchical structure in a developing organization. Furthermore, new methods were developed to assess the effectiveness of management system at an industrial enterprise, including introduction of changes and their dynamics’ assessment.
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Kraievskyi, V., M. Skoryk, А. Savchenko, S. Polischuk, and S. Skrypnyk. "ACCOUNTING AND ANALYTICAL MECHANISM OF FORMATION OF THREE-DIMENSIONAL VALUE THE COMPANY." Financial and credit activity: problems of theory and practice 2, no. 37 (April 30, 2021): 95–104. http://dx.doi.org/10.18371/fcaptp.v2i37.229936.
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Abstract. The branch features of formation of system indicators of accounting and information management system by enterprise to build a rational system of production and sales, which should provide a constant increase in the efficiency of the specified business entity. The thematic structuring of indicators of the accounting and information management system is carried out by the activity of agricultural enterprise in terms of clearly demarcated characteristics of industry specifics. It was proposed a model for reconnaissance of the functional content of indicators of management information system, which is based on parametric correlation results of functioning mechanisms of the formation and organizing of exogenous and endogenous factors. Accordingly, new and improved management indicators have been developed and improved, primarily due to their objectification within the accounting and information system. Our research is based on the system method, which considers in unity and development all elements which form the accounting and information system of management of enterprise. The following general scientific methods of scientific cognition were used in the research, namely: method of analysis (reconnaissance of the functional content of indicators of the management information system); synthesis (explication of the spatial indicators of the information system by levels of management of the enterprise); method of induction (improvement of methodology of formation of indicators of information system of management of enterprise in the context of ensuring its sustainable development in the long run); and empirical method and graphic method. The methodology of formation of indicators of the information system of management of the enterprise in the context of maintenance of its sustainable development for the long term is improved. It is proved that the role of the information system is in service transactionality. Using a praxeological approach axiological imperative generalizations made about the mentioned «information overflow» performance indicators through a system of information was justified. The main results of the study can be used for information systems for the management of enterprise, designed for quantitative and qualitative characteristics of retrospective static parameters and perspective dynamic forecasts used in making qualitative decisions. Keywords: indicators, accounting and information system, capital, company resources, environmental and social resources. JEL Сlassification М41, М11, Q12, С53 Formulas: 0; fig.: 3; tabl.: 5; bibl.: 8.
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Tkachenko, I. N. "SPECIFICS OF QUALITY ASSESSMENT OF CORPORATE GOVERNANCE IN MEDIUM-SIZED COMPANIES WITH STATE PARTICIPATION." Strategic decisions and risk management, no. 2 (June 3, 2016): 58–64. http://dx.doi.org/10.17747/2078-8886-2016-2-58-64.
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The aim of the study is to identify the specific characteristics of companies with state participation, relating to medium-sized companies, and their reflection during assessment of corporate governance quality in preparation for the long-term development programs for public companies, the share of the Russian Federation in the authorized capital in the aggregate more than fifty per cent. Actualization of the goal set in this publication is that the typical structure of corporate governance of large corporations is of little use for small and medium-sized companies because of their significant features. It occurs sort of collision: the corporate governance system in mid-sized companies can not be possesses a fundamental corporate governance of large corporations, but it should be oriented towards the development and improvement. After all, only the use of basic standards, elements and tools of traditional corporate governance systems allows to build robust governance structure to medium-sized businesses.The article discusses specific features of corporate governance and to assess its quality with regard to medium-sized companies with state participation. Spells out interests of stakeholders associated with the company. The problems of corporate governance in the midmarket companies with 100% state package are analyzed. We consider the practical experience of evaluating the quality of corporate governance for the purposes of long-term development of the company and strategic management. Consideration characteristics companies with state participation, belonging to medium-sized businesses, during of corporate governance quality assessment in them will expand methodological assessment base and can be used in the practice of taking effective managerial decisions.
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DANCHENKO, O. О. "KEY PERFORMANCE INDICATORS OF A CREWING COMPANY ACTIVITY." Economic innovations 21, no. 1(70) (March 20, 2019): 28–36. http://dx.doi.org/10.31520/ei.2019.21.1(70).28-36.
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Topicality. Enterprises must inculcate modern economic tools in the management practice to provide efficiency of their work. The universal set of parameters that can be used equally well for all kinds of activity without the exception is absent. The complexity of forming financial results of a crewing company activity and necessity of taking into account the specific features of its functioning require to research the key parameters of effectiveness concerning specifically crewing activity. Aim and tasks. Identification of performance indicators (qualitative and quantitative) of the company, which will cover all aspects of the crewing company activity without any exceptions, taking into consideration the specifics of their activities and the peculiarities of formation of incomes and expenses for various types of crewing. Research results. Most companies use traditional techniques to assess the competitive position on the market. Besides today, more and more attention is paid to valuing the company. In our view, to assess the work of a crewing company, it is necessary to focus on the so-called key performance indicators (KPIs). They are an element of a balanced system of parameters, which should have a set of indicators that can clearly identify the company's goals and the extent to which they are achieved. In particular, it is necessary to use both financial and non-financial indicators, to determine quantitative and qualitative KPIs, as well as perspective and actual indicators. A list of KPIs must be developed for each employee of a crewing company. Their number should not exceed 5-7 indicators. They all should be simple, understandable, clear and achievable. All KPIs should be known to all employees in order to ensure proper transparency, stimulate competition and motivate employees to develop. Conclusion. Today, more emphasis is placed on traditional quantitative financial indicators that reflect the results achieved. In turn, promising indicators as KPIs provide a benchmark for company employees to the place of application of effort and reflect key improvements in the work of the crewing company. Therefore, it is necessary to make efforts and develop promising KPIs in order to determine what factors and how they affect the actual KPIs. This will help identify the specific services and processes that are key factors to the success of the company.
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Yaneva, Dilyana. "DEVELOPMENT OF MARKETING STRATEGIES IN BULGARIAN ENTERPRISES." Volume 8, Issue 2 v8, no. 2 (November 10, 2020): 86–92. http://dx.doi.org/10.37708/ep.swu.v8i2.8.
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The development of an effective marketing strategy is the basis for the formation of a reliable marketing policy of the organization. At the same time, the specifics of each individual marketing strategy allows making the right decisions according to the company's goals, resources and opportunities, market situation and consumer requirements. In this regard, the article aims to examine whether Bulgarian companies have developed marketing strategies and how they are perceived by company management. The results of the opinion of Bulgarian managers and business owners are presented on the basis of a survey conducted in 2019.
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Brimah, Bolatito Amudat, Wahid Damilola Olanipekun, Ayodeji Gbenga Bamidele, and Musa Ibrahim. "Knowledge Management and its Effects on Financial Performance: Evidence from Dangote Flour Mills, Ilorin." Financial Markets, Institutions and Risks 4, no. 2 (2020): 34–42. http://dx.doi.org/10.21272/fmir.4(2).34-42.2020.
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This paper summarizes the arguments and counterarguments within the scientific discussion on the issue of knowledge management and their impact on the financial performance of economic entities. It is determined that despite the key role of knowledge both for the development of the country (which in the 21st century is based mainly on knowledge) and to increase the value of the company, today companies do not fully use arrays of knowledge and data, which forms barriers to increase competitiveness in the strategic perspective. The main purpose of this study is to assess the impact of knowledge management on the financial performance of companies. Data for the study were obtained from a primary source based on a structured questionnaire with which Dangote Flourmills staff worked. The methodology of the work is a software product for statistical data processing – STATA 11, while the data analysis was performed on the basis of regression analysis, which was used to test hypotheses at the level of 5% significance. The analysis of the data confirmed the significance of the impact of all indicators of knowledge management on the financial performance of the economic entity. The results theoretically confirmed and empirically proved that strategic leadership, organizational culture, information, and communication technologies, effective human resource management practices have a significant impact on financial performance. This study concludes that knowledge management has a significant impact on the financial performance of businesses. The paper states that knowledge management activities help to focus the company’s management on the accumulation, storage, and use of knowledge to solve problems, dynamic learning, strategic planning, and making sound financial and economic decisions. The authors have formed the following recommendations: assistance from the management of the company to exchange knowledge, training and professional development; introduction of the latest digital technologies to improve communication and management mechanisms, based on the specifics, features, and needs of companies; ensuring and developing a corporate culture that allows you to balance and coordinate the actions of management policy. Keywords: knowledge management, human resources, strategic leadership, organizational culture, financial results of the company.
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Fokina, A. О. "Features of Internal Control of Insurance Companies." Accounting. Analysis. Auditing 6, no. 3 (June 5, 2019): 84–90. http://dx.doi.org/10.26794/2408-9303-2019-6-3-84-90.
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Current situation of the economy for the insurance business is characterized not only by a high level of income, but also by a high level of competition in the industry. The article defines the feasibility of developing and implementing an internal control system for modern insurance companies. Internal control of the insurance company is related to internal audit and insurance management. These concepts at the current stage of development of ICS insurance companies are not clearly separated. The paper considers the features of the regulatory and legal regulation of the internal control system, analyzes the main provisions of the Concept of the internal control system of insurance companies. The author defines the algorithm of internal control system formation, features and requirements to the system in insurance companies. Particular attention should be paid to control actions that determine the specifics of business processes when creating insurance company ICS. Due to well-chosen control actions, it is possible to increase the efficiency of both the individual business process and the insurance company as a whole.
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Jurkštienė, Aušra, Valdonė Darškuvienė, and Arūnas Dūda. "MANAGEMENT CONTROL SYSTEMSAND STAKEHOLDERS’ INTERESTS IN LITHUANIAN MULTINATIONAL COMPANIES: CASES FROM THE TELECOMMUNICATIONS INDUSTRY." Journal of Business Economics and Management 9, no. 2 (June 30, 2008): 97–106. http://dx.doi.org/10.3846/1611-1699.2008.9.97-106.
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The paper addresses the issue of introduction and effectiveness of modern management control systems (MCS) in Lithuanian enterprises controlled by foreign owners. Modern management control systems are supposed to provide local management with useful information, reflecting firm's performance from different stakeholders’ perspectives. However, the tools of management control sometimes fail in providing with this main function. Thus, the question is raised as to the extent to which performance management systems (PMS) are effective within Lithuanian telecommunication companies, when they are implemented by foreign parent companies in the rapidly changing environment of the industry. The paper reports the findings of a survey of 78 top and middle level managers of two telecommunication companies. Results of the research indicate that differences in the effectiveness of MCS do exist due to the specifics of governance structures within the telecommunication companies. Nevertheless, it is concluded that, when used interactively, a PMS is potentially effective even if a company operates in a rapidly changing environment.
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BASIURKINA, N., and O. CHMURA. "ROLE OF THE CULTURAL AND ECONOMIC FACTORS IN THE IMPROVEMENT OF HUMAN RESORCE MANAGEMENT SYSTEM�." Economic innovations 20, no. 1(66) (March 20, 2018): 18–23. http://dx.doi.org/10.31520/ei.2018.20.1(66).18-23.
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Topicality. The system of personnel management is a set of methods, technologies of work with personnel and includes the processes of recruitment, adaptation, development and training, motivation, evaluation, certification, etc. The effectiveness of the personnel management system and, consequently, achievement of the company's goals depends on from how efficiently these processes are carried out. At the moment, there is a certain specificity in the management of personnel, which should be taken into account when developing a human resource management system of the enterprise. On this basis, the improvement of the personnel management system of modern organizations is an important task, the solution of which is currently essential for domestic economic theory and practice. The urgency of the problem lies in ensuring the success of each business, in particular - preventing the problem before it arises. Therefore, by being aware of the specifics of the management for each employee, company can not only prevent a number of problems, but also improve the quality of services provided by the company, as well as reduce some of the costs. Aim and tasks. The purpose of this article is to develop theoretical, methodological and practical applications, which would substantiate the importance of cultural and economic factors in improvement of the personnel management system. Research results. The research, conducted based on the community in one of the well-known social networks, gave an undeniable result. Both factors - cultural and economic - have been identified as factors with great influence on employees of almost every sphere of the enterprise. In addition, more than half of respondents pointed to a number of problems that arose due to inadequate study of these factors on the company premises. Conclusions. Human resource management system in modern organizations can be improved, which will allow to increase the efficiency of managerial efforts, productivity of all employees in organization, and moreover, to increase the integral efficiency of the whole enterprise. The conducted research showed the need for in-depth study of cultural and economic factors in order to improve the human resource management system.
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Pavlova, Nataliia, and Svitlana Onyshchenko. "Development and research of a model for optimizing the composition of a project-oriented forwarding company’ suppliers." Technology audit and production reserves 1, no. 2(57) (February 28, 2021): 36–42. http://dx.doi.org/10.15587/2706-5448.2021.225521.
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The object of this research is the composition of the suppliers of a project-oriented transport and forwarding company. The work is aimed at determining the composition of the suppliers of a project-oriented transport and forwarding company, the purpose of which is to obtain a synergistic effect, which manifests itself in reducing the costs of performing individual operations of the transport process while meeting local requirements for each project. This study proposes an optimization model that allows to determine the composition of suppliers of a project-oriented organization in order to obtain the maximum systemic effect – a synergistic effect. The proposed approach is based on the creation of a virtual project management office, the work of which is based on the corresponding information system. The proposed model is a flexible tool that allows to quickly form the composition of suppliers of a project-oriented company. The model is developed for the service sector and, in particular, for the transport industry, where suppliers are not responsible for material objects, resources, but for services, the set of which forms the essence of the project. Thus, the product of the project and its parameters in such a situation are directly formed due to the specifics of suppliers and the parameters of their services. For the transport industry, this approach has not been used before and can serve as a theoretical basis for building a project-oriented management system in the transport sector. The synergistic effect taken as a basis in this model provides the greatest difference between the «declared» delivery costs and the «actual» ones, which are formed taking into account the amount of work for all projects. Since the freight forwarding company is the «holder» of the portfolio of all deliveries/projects, a certain part of the synergy effect can be used to reduce delivery costs for customers in order to increase competitiveness and attractiveness. Experimental studies have substantiated the reliability of the results of the developed model and confirmed its practical applicability. This model is quite universal and can be supplemented with restrictions that take into account the specifics of a project-oriented organization, its projects and requirements for suppliers.
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MazabaCA, Isaac, Willem Adriaan Lotter, and Thomas Wolfgang Thurner. "Looking into the expectation gap - What are going-concern assumptions really about?" Corporate Ownership and Control 10, no. 2 (2013): 714–20. http://dx.doi.org/10.22495/cocv10i2c4art6.
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The question of whether or not a company will be able to continue to do business is at the core of every audit. Despite the importance of this part of the audit, little is known about what triggers an auditor to issue a qualified opinion based on going-concern uncertainties. Previous research has suggested that the auditor might act strategically, using, e.g., ambiguous wording to avoid a qualification and negative consequences for the client and still communicate his concerns. Yet these studies failed to explain in what instances auditors use such strategies. We use a sample of 90 companies that were delisted from the Johannesburg Stock Exchange or received a qualified opinion, and show that the issuance of a qualified opinion is not correlated with the company’s financial situation at all. We therefore suggest that the auditor’s own risk assessment— whether or not he might risk a lawsuit if a due going-concern assumption is not issued—might explain much more about his decision than do specifics about the client company.
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Kolesnik, V. I., and I. S. Toropova. "MANAGEMENT ACCOUNTING IN THE MANAGEMENT SYSTEM OF A MEDICAL ORGANIZATION." Scientific Notes of V. I. Vernadsky Crimean Federal University. Economics and management 6(72), no. 2 (2020): 75–81. http://dx.doi.org/10.37279/2413-1644-2020-6-2-75-81.
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The emergence and growth of the number of market-oriented organizations led to the introduction of management accounting into economic life. A well-established system of management accounting and reporting for managers of different levels is necessary for the highly effective work of a modern medical organization. At the same time, innovative approaches to management, the emergence of new forms of economic relationships, the constantly growing information needs of managers of the organization, the increase in the level of socialization and intellectualization of society have led to the emergence of new accounting objects. The allocation of management accounting in the system of economic accounting, along with accounting, statistical, operational and tax, is fixed at the legislative level. However, the organization determines the formation of this type of accounting to meet the information needs of management independently, which is also stipulated by law. The theoretical and methodological aspects of management accounting have been studied by many foreign and domestic scientists, but today the potential of accounting in the field of management of health care institutions, the essence of its system methodology, without understanding which the full use of its tools is complicated. There are no studies that would comprehensively cover the problems of management accounting in medical organizations in this area, which has determined the relevance and timeliness of this work. The article is devoted to the organization and management of accounting in medical organizations. The article substantiates the need to implement management accounting in the management system of a medical organization. The introduction of management accounting is considered as one of the factors for improving the efficiency of the medical organization’s management system. The article considers the classification of management accounting tools, outlines its range of tasks, taking into account the specifics of the medical organization, describes the conditions for effective management accounting in medical organizations, the problems of implementing and functioning of management accounting, the main approaches to the formation of the concept of modern management accounting for medical organizations. A management accounting system can be effective in healthcare institutions if it takes into account current trends in the industry and the economy as a whole. In the modern understanding of the term «management accounting», more and more emphasis is placed on the word «management», since the organization and methodology of this type of accounting is aimed at solving management tasks. The emergence and existence of management accounting is due to a specific goal-to help internal users make more informed decisions and is aimed at generating information for internal users to make management decisions. However, it is not regulated by generally accepted principles and is organized by the company independently. However, traditional approaches to the concept that the accounting system should include only internal information, and activities are considered as one main item of expenditure of the organization, are currently unacceptable. The system of domestic accounting should be focused not only on the production of services, but also on the market. At the same time, service-oriented thinking should change to patient-oriented thinking. Management accounting plays an important role in solving predictive tasks. The organization of management accounting in the healthcare industry provides for the need to take into account a number of factors that have a primary impact and are determined by the specifics of the activity. Each medical organization develops a management accounting system based on its own needs and work specifics. The cost of developing and further operating a management accounting system should not exceed the economic benefit of its implementation. The main approaches to forming the concept of modern management accounting for medical organizations are the introduction of new cost accounting systems and new approaches to calculating the cost of medical services provided. The experience of many medical organizations shows that the practical application of management accounting, unfortunately, has not yet received proper distribution, due to an unsolved range of problems. In modern conditions, this issue is extremely relevant and requires research.