FINANCIAL DIAGNOSTICS IN THE CRISIS MANAGEMENT SYSTEM

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

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

ANALYSIS AND EVALUATION OF ENTERPRISE COST MANAGEMENT

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

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

scholarly journals Reengineering as an Innovative Basis to Reconstruct the Enterprise Management System

2020 ◽  
Vol 4 (46) ◽  
pp. 210-216
Author(s):  
V. V. Prokhorova ◽  
◽  
O. V. Bozhanova ◽  
Y. V. Yukhman ◽  
◽  
...  
Keyword(s):  
Management System ◽  
Enterprise Management ◽  
Innovative Development ◽  
Enterprise Information ◽  
Conceptual Foundation ◽  
Industrial Enterprises ◽  
World Economic ◽  
Enterprise Management System ◽  
Definition Of ◽  
Functional Components

The actual value of the topic lies in the fact that nowadays the development of the world economic system is accompanied by innovative processes. Innovative development of enterprises is the only possible way to steer a country’s economy out of crisis. For most domestic industrial enterprises it is necessary to completely abandon the traditional enterprise management system or, at least, to transform it. Thus, it is becoming more and more actual to use methods and tools, which can foster innovative development in various activity areas at an enterprise, and the importance of reengineering as an innovative basis for the reconstruction of the enterprise management system is growing. The article aims at designing a conceptual foundation for reengineering as an innovative basis for the reconstruction of the enterprise management system. The authors reveal the content of reengineering and demonstrate its importance as the innovative basis for reconstructing the enterprise management system. The advantages of using reengineering are highlighted, the essence of reengineering as an economic process is identified. It is stated that reengineering allows providing a systematic and comprehensive approach to the innovative refocusing and restructuring of the enterprise management system as a whole, or of its individual functional components. The authors’ own definition of "reengineering" is offered. It is substantiated that reengineering allows reconstructing the enterprise management system in an innovative way. The need for the reengineering of the enterprise management system is shown. The conceptual basis of reengineering as an innovative basis for reconstructing the enterprise management system is proposed. The basis contains the principles, on which reengineering is grounded as an innovative basis for reconstructing the enterprise management system; and the main stages of reengineering. Reengineering as an innovative basis for reconstructing the enterprise management system involves holistic and systematic modeling and fundamentally changes the enterprise information flow; as a result, the organization structure is simplified, resources are redistributed, individual resources consumption is minimized, product life is reduced, the service quality and image are improved.

Risk Management in Quality Management System: Economic Content and Classification of Risks

2017 ◽  
Vol 2017 (6) ◽  
pp. 143-167
Author(s):  
Tatyana Sviyazova
Keyword(s):  
Risk Management ◽  
Quality Management ◽  
Management System ◽  
Quality Management System ◽  
International Standards ◽  
Enterprise Management ◽  
Enterprise Management System ◽  
The One ◽  
Definition Of

The paper aims to study the nature of risk management in the context of quality management system. Through historical and logical methods of research, we analyze the stages of formation and development of ideas about risk and its impact to economic activity. We consider different definitions of risks that were formulated by economists and presented in international standards, and analyze key moments which characterize the economic content of risk. Based on the considered approaches we propose the author’s definition of risk. Further, attention is paid to different risk classifications, and we analyze most known approaches to risk classification. As an alternative approach, we propose an authorial classification of risks based on key processes of the organization’s quality management system. The consideration of risks by the quality management allows, on the one hand, to integrate risk management into the existing enterprise management system, on the other hand, to react more effectively to possible changes and to use a unified management mechanism. The results of the research can be applied in practice to improve the quality management system of organizations in various business areas and to form a risk management system within the organization.

scholarly journals INNOVATIVE TECHNOLOGIES IN ANTI-CRISIS MANAGEMENT OF A MACHINE-BUILDING ENTERPRISE

2020 ◽  
Author(s):  
Alexey Svistunov ◽  
Keyword(s):  
Crisis Management ◽  
Management System ◽  
Machine Building ◽  
Enterprise Management ◽  
Innovative Technologies ◽  
General Management ◽  
Modern Enterprise ◽  
Building Enterprise ◽  
Building Enterprises

The study considers the main tasks and functions of the crisis management system of the enterprise. The essence of modern enterprise management technologies and their relationship with management decisions are highlighted, the main directions of development of innovative technologies that can be used both in the system of general management of the enterprise and in the system of crisis management are highlighted. The role of technological renewal in the efficiency of machine - building enterprises is shown. The essence of the method of assessing the quality and efficiency of technological renewal of the machine-building enterprise is revealed. The indicators used in assessing the quality and efficiency of technological renewal of machine-building enterprises are systematized. Features of formation of policy of technological updating of the enterprises of machine-building branch are allocated. The importance of technological renewal of machine-building enterprises in the introduction of innovative technologies in the system of crisis management of the enterprise is shown.

ALGORITHM OF MANAGERIAL INNOVATIONS IMPLEMENTATION AT THE WINEMAKING INDUSTRY ENTERPRISES

2019 ◽  
Vol 4 (4) ◽  
pp. 257-264
Author(s):  
Sergii SELIKHOV
Keyword(s):  
Psychological Climate ◽  
Production Costs ◽  
Communication Process ◽  
Enterprise Management ◽  
Innovative Methods ◽  
Foreign Countries ◽  
Enterprise Management System ◽  
Definition Of ◽  
The Cost

The cost of modern innovative methods in winemaking requires finding ways to optimize the use of enterprise resources and reduce production costs. Another effective way is to introduce process innovation. The purpose of the article is to substantiate the feasibility of implementing managerial innovations in wineries and to determine the algorithm for assessing the readiness of the environment for their implementation. The directions of introduction of managerial innovations are considered. The types of managerial innovations in the field of personnel management are presented: recruiting, personnel audit and personnel coaching. The experience of foreign countries in the managerial innovations implementation is considered. Aspects of the analysis of the need for managerial innovations implementation are identified: as a tool and as a consequence. The introduction features of product and technical and technological innovations are determined. The definition of the concept of «organizational lag» has been given, which reflects the implementation of industrial innovations in the old management structures and methods, which reduces both their efficiency and the enterprise as a whole. The role of communication process in the enterprise management system is considered. The algorithm of communication aspects estimation of managerial innovations implementation at the enterprises by organizational, information, technological, social and psychological subsystems is presented. The role of the organizational management structure and the information subsystem in providing effective communications is presented. The role of the human factor in the communication process is defined. Using the developed algorithm will allow to identify bottlenecks in the communication process and to determine ways of overcoming them. Depending on the problems identified, their depth, importance and urgency, various measures may be taken to improve the enterprise communication system and approaches to regulating staff work: economic stimulation, adjustment of the social and psychological climate in the team, conflict resolution, professional development and training in terms of preparing staff for innovative changes etc. Keywords: management, innovation, communication, organization, personnel, enterprise, algorithm, socio-psychological climate, conflict, labor productivity, efficiency.

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

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

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

scholarly journals ASSESSMENT OF THE MANAGEMENT SYSTEM OF THE FINANCIAL STABILITY OF THE ENTERPRISE IN THE MODERN CONDITIONS OF MANAGEMENT

2020 ◽  
Vol 11 (87) ◽  
Author(s):  
Victor Ganin ◽  
Ruslan Aliekpierov ◽  
Keyword(s):  
Management System ◽  
Financial Stability ◽  
Methodological Approach ◽  
Cash Flows ◽  
Enterprise Management ◽  
Economic Activities ◽  
Financial Condition ◽  
Economic Decisions ◽  
Enterprise Management System ◽  
Financial Balance

The activity of enterprises in market conditions, increasing competition, the emergence of crisis situations and the growing number of bankruptcies require the provision of traditional methods and techniques of crisis management. For the integrity of the economic system of the enterprise is important to make economic decisions regarding the management of income and expenses, movement of assets, capital and cash flows, management of capital structure and other aspects of its activities. Managing financial stability is one of the most important tasks for business in today's economic environment. In the modern economic literature, much attention is paid to the analysis and management of financial stability, but there is no single methodological approach to the interpretation of the essence of the concept of "financial stability". Under the financial stability of the enterprise is understood the property of the enterprise, which is reflected in the interaction of external and internal factors that affect the achievement of financial balance and ability not only to maintain the proper level for some time, but also to function and develop. Today, one of the main problems of enterprises is the lack of a holistic strategy aimed at ensuring the sustainability of financial and economic activities of the enterprise and sustainable development in the future. The financial problems faced by enterprises are largely identical in their economic essence, and therefore their solution is possible with the help of universal tools and standard measures that form the mechanism for managing the financial stability of the enterprise. This article discusses the importance of financial stability in the activities of enterprises, also describes the main approaches to determining financial stability, in addition, this article contains some recommendations for strengthening and controlling the financial condition of the organization. The enterprise management system is considered, which allows to determine the main and auxiliary goals that characterize the level of its financial stability. As a result of the analysis the main factors influencing these categories of a financial condition of the enterprise have been defined.

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

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

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

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