scholarly journals FEATURES OF INNOVATIVE STRATEGIC ENTERPRISE MANAGEMENT DURING THE COVID-19 PANDEMIC

2021 ◽  
Author(s):  
Kateryna Kompanets ◽  
Liliya Lytvyshko ◽  
Valentine Artemchuk
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Management Strategies ◽  
Enterprise Management ◽  
Technical Base ◽  
Open Questions ◽  
Management Processes ◽  
Innovative Thinking ◽  
Promising Solution ◽  
The Impact

The article considers the features of innovative strategic management of enterprises during the pandemic COVID-19. The critical analysis of scientific works on the outlined problems is investigated and it is revealed not to open questions concerning a crisis situation of the enterprises which have been caused by quarantine. At the same time, the issues related to the features and specifics of the formation of innovative strategic management in times of crisis caused by the Covid-19 pandemic for the formation and selection of solutions in enterprises are studied at a low level. The concept of strategy and innovative strategic management and strategic planning is revealed. Peculiarities and principles of strategic planning that characterize the management structure and production and technical base of the enterprise are determined. The main stages of management processes of the enterprise on the basis of which the basic elements of the innovative vision of a problem of the enterprises were presented are investigated. It is innovative thinking and is a promising solution for the formation of strategic management during quarantine. Strategic management in the article is considered as a set of five interrelated management processes and related typical actions. The forms of strategy implementation and strategic control are determined. The model of innovative strategic management of the enterprise is developed. The basis of the offered model is the thorough analysis of activity of the enterprise, namely: potential of the enterprise in a cut of its components, the strategic analysis. It is mandatory to take into account environmental factors, the impact of which on the activities of the enterprise is variable and unstable. Recommendations for strategic management of enterprises during the crisis caused by Covid-19 have been formed. Namely, the two most expedient and possible for the implementation of innovative management strategies were noted: the strategy is related to the development of the transportation system; the strategy is aimed at developing the production and technical base and personnel.

scholarly journals Gestión estratégica basada en marketing para las PYMES del sector salud

2021 ◽  
Vol 1 (1) ◽  
pp. 34-43
Author(s):  
Kristhian Diaz
Keyword(s):  
Strategic Planning ◽  
Data Collection ◽  
Strategic Management ◽  
Middle Management ◽  
Health Sector ◽  
Diagnostic Study ◽  
Type Study ◽  
Experimental Field ◽  
Open Questions ◽  
The Impact

El siguiente artículo trata sobre planificación estratégica para el incremento de las ventas en las PYMES a través del marketing bajo Gestión Estratégica; dirigiéndose principalmente al sector salud. Se define como objetivo general proponer mecanismos de gestión estratégica basadas en el marketing para las PYMES del sector salud a través del estudio de la organización de Servicios Medisalud 24, C.A. Se determina metodológicamente como un estudio de tipo tecnicista con base en un estudio de diagnóstico descriptivo con diseño de campo no experimental. Se implementó como instrumento de recolección de datos el cuestionario cerrado aplicado a la alta y mediana gerencia; mientras que a la principal clientela se aplicó el cuestionario con preguntas abiertas; para así proceder a su análisis de manera porcentual y conocer exactamente el impacto que estos resultados representan para la organización. ABSTRACT The following article deals with Strategic Planning for increasing sales in SMEs through marketing under Strategic Management; mainly targeting the health sector which approach in the market is totally different. It is defined as a general objective to propose marketing-based strategic management mechanisms for SMEs in the health sector through the study of the organization Servicios Medisalud 24, C.A. It is determined methodologically as a technical-type study based on a descriptive diagnostic study with a non-experimental field design. The closed questionnaire applied to upper and middle management was implemented as an instrument for data collection; while to the main clientele the questionnaire was applied with open questions; in order to proceed to its analysis in percentage terms and to know exactly the impact that these results represent for the organization.

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

Classroom Management 3.0

2021 ◽  
pp. 185-202
Author(s):  
Annette G. Walters
Keyword(s):  
Classroom Management ◽  
Management Strategies ◽  
Daily Practice ◽  
Well Being ◽  
Classroom Management Strategies ◽  
Management Processes ◽  
Critical Issues ◽  
Consistent Manner ◽  
The Impact ◽  
Educational Delivery

The impact of a poorly managed classroom on the health, well-being, and instruction of students, along with commensurate effects on the educational delivery and teacher efficacy has expanded nationally across school systems. There are often dire consequences of a poorly managed classroom, which includes teacher burnout, missed educational opportunities, increase absences of both students and teachers, poor test scores, educator fatigue, increase discipline and referrals, and reports of job dissatisfaction. While information about classroom management has proliferated, the art of implementing effective classroom management strategies across multitiered grades, content areas, and activities has not occurred in a seamless consistent manner. In this chapter, the literature on effective classroom management processes with multi-system approaches for delivery are suggested for providing cogent actions and strategies to educators in their daily practice. Critical issues and trends, perceptible strategies, and methods for implementation are covered.

scholarly journals Classification of methods for implementing enterprise strategy

2020 ◽  
Vol 16 (5) ◽  
pp. 102-109
Author(s):  
A. R. Khachemizov ◽  
V. Z. Zarubin ◽  
A. K. Dorgushaova
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Management System ◽  
Planning Process ◽  
Educational Process ◽  
Strategy Development ◽  
Enterprise Management ◽  
Enterprise Strategy ◽  
Strategic Planning Process

Strategy development is one of the most important functions of enterprise management. In addition to a sound strategic plan for the successful development of an enterprise, an effective mechanism for its implementation is required. The set of actions to develop the strategy and its implementation create the prerequisites for the formation of a strategic management system. The purpose of the research is to develop and use a new approach to the classification of methods for implementing enterprise strategy, which is based on the principle of separation of methods in accordance with the tasks of strategic management. Functional approach has been used as a methodological basis of the research. It provides for the division of the strategic planning process into a number of aggregated functional tasks. Scientific publications and works of foreign and domestic scientists were used, devoted to the analysis of the formation of strategic prospects for the enterprise development. The eventual result of the research was a classification of strategic planning methods, where the main stages of the strategic planning process, the tasks of strategic choice and methods of their solution are put in logical correspondence. The main features of the classification of methods for developing and implementing a strategy are: scientific specificity or specialization; characteristics of expert information; stage of the strategy development process; the degree of determinism of the problem conditions. Theoretical significance of the research lies in the development of methodological foundations for the formation and functioning of the strategic management system of an industrial enterprise. The classification of methods of strategic planning proposed in the article in accordance with the functional characteristics of the stage of strategic planning is of practical importance. The results can be used in subdivisions of an enterprise management system that solve the problems of developing and implementing a strategy, as well as in the educational process when training bachelors in the areas of «Management» and «State and Municipal Management».

Strategic management as a tool for improving the tourist enterprise management system

2021 ◽  
pp. 66-73
Author(s):  
Inna Illiashenko ◽  
Nataliia Boiko ◽  
Tatiana Kolisnichenko ◽  
Oleg Pankratov ◽  
Maryna Poliukhovych
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Management System ◽  
Tourism Industry ◽  
Enterprise Management ◽  
Goods And Services ◽  
Effective System ◽  
Industrial Complexes ◽  
Tourism Enterprises ◽  
Enterprise Management System

The sphere of tourism can be safely attributed to the category of unique in efficiency industrial complexes that can help solve economic anti-crisis problems. Tourist activity has a significant impact on economic growth, which is manifested in the improvement of entrepreneurship, the scale of production of products and services, the growth of effective demand. The article considers the concept of strategic management in the tourism industry. In the course of research the stages of a cycle of strategic management of the tourist company are defined on the basis. The constituent elements of strategic planning as a basis of strategic management are considered. Peculiarities of strategic management at tourist enterprises are determined. The article identifies current problems of management of tourist enterprises in Ukraine. It is noted that the success of the tourist enterprises of Ukraine depends on an effective system of management and coordination of all components of tourist attractiveness: tourist resources, infrastructure, investment and quality service. It is offered to consider the management system of the tourist enterprise in dynamics which interacts with such important elements, as: tourist resources, services, production, external environment and the factors influencing development of tourist sphere, the purposes of development of system of management of tourism. The key characteristics of the process of realization of the tourist enterprise management system are given. In today’s global economic change and the crisis in the tourism industry, tourism companies should apply strategic management, which includes a program of action to identify specific goals and means of implementing the chosen path of development. The strategic management of tourism enterprises should be based on strategic planning, which will provide an opportunity to predict the future development of production of goods and services, promising projects, personnel and financial activities on a planned basis. Key words: strategic management, management system, planning, strategy, tourism company.

scholarly journals THE EFFECT OF MANAGEMENT DECISION PROCESSES ON THE MANAGEMENT OF BRIDGES

2015 ◽  
Vol 22 (1) ◽  
pp. 94-104 ◽  
Author(s):  
Amin JAMALI ◽  
Bryan T. ADEY
Keyword(s):  
Management Strategy ◽  
Management Strategies ◽  
Level Of Service ◽  
Management Decision ◽  
Optimal Management ◽  
Management Processes ◽  
The Hours ◽  
Negative Impacts ◽  
The Impact

It is necessary to execute interventions on bridges to ensure that they continue to provide an adequate level of service. It is necessary to inspect them to ensure that these interventions are timed appropriately. As there are negative impacts associated with both inspections and interventions, e.g. the impact on the owner due to the hours of labor and amounts of materials required to perform an inspection and execute an intervention, it is desirable to determine inspection and intervention strategies that minimize these negative impacts (i.e. the optimal management strategy). An important, however often overlooked, factor in determining optimal management strategies, is how management processes affect the determination of the optimal management strategy. In this article it is shown that it is not always possible to determine an optimal management strategy without explicitly taking into consideration management processes, how variations in management processes can be evaluated and that the significance of these variations is dependent on the values of the incurred impacts.

scholarly journals The effectiveness of the monitoring and control system in the agricultural enterprises management

2019 ◽  
pp. 58-62
Author(s):  
Iryna Havrylko
Keyword(s):  
Control System ◽  
Strategic Management ◽  
Economic Efficiency ◽  
Enterprise Management ◽  
Monitoring And Control ◽  
Monitoring And Control System ◽  
Information Base ◽  
Agricultural Enterprises ◽  
And Control ◽  
The Impact

Introduction. Due to the impact of the global financial crisis and the growth of competition in the international market, control in the enterprise management is becoming important. It provides feedback between the control and managed subsystems of the enterprise. The purpose of the research is to substantiate the effectiveness of the monitoring and control system in the agricultural enterprises management in an unstable economic environment. Results. It is established that the existing approaches to the agricultural enterprise management do not contribute to the effective implementation of monitoring and control. The number of problems in the process of agribusiness management were identified based on expert analysis. It is determined that the development of strategic management in the agricultural enterprises activities is hampered by the lack of use of appropriate monitoring and control tools. The guidelines of agrarian business entities are determined in accordance with the market concept of enterprise management. The coefficient analysis of capacity utilization and profitability of agricultural enterprises is carried out. The inconsistency of the existing approaches of agricultural enterprises management to the requirements of the market environment has been established. It is revealed that the imperfect organization of enterprise management contributes to the formation of an unstable information base of enterprise control. The operative orientation of control in the enterprise management of the agrarian sphere and neglect of strategic factors of success are determined. It is substantiated that the integration of economic monitoring and control tools in the management system contributes to the growth of enterprises economic efficiency. Conclusions. The formation of strategic goals of agricultural enterprises is based on the distorted implementation of the sustainable development concept. The presence of a significant number of factors is determined that inhibit the process of increasing the investment attractiveness level and economic efficiency of agricultural businesses. Keywords: monitoring, control, enterprise management, agrarian business entity, efficiency, strategic management, monitoring and control tools, information base.

scholarly journals THE IMPORTANCE OF GE TOOL IN CHOOSING AND ASSESSING BUSINESS STRATEGY

2019 ◽  
Vol 26 (6) ◽  
pp. 1591-1596
Author(s):  
Elvis Elezaj ◽  
Njomza Elezaj
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Research Methods ◽  
Empirical Analysis ◽  
Business Strategy ◽  
Strategic Issues ◽  
The Impact ◽  
Evaluation Techniques ◽  
Selection Of ◽  
International Companies

The purpose of this paper is to recognize the importance of future forecasting, namely the process of strategic formulation (evaluation and selection of strategic alternatives), and the impact that this dimension can have in our business. However, during the compilation of this research, a number of research methods and studies have been used on applying evaluation techniques and selecting the strategy as an IE matrix, in international companies and application opportunities in Kosovo businesses. The study focuses on ways of strategic planning in local enterprises, their impact and results achieved. What this research tries to highlight is the ability to apply dimensions of the IE matrix and the correlation between matrix boxes and businesses. The model of this paper will include studies of international and local cases in order to derive an empirical analysis of data, where matrices will represent how we use strategic issues and how we strive to predict future and competitiveness. Regarding the concept of forecasting and competition, this segment is very dynamic and turbulent that the changes are visible, so through these techniques we will try to identify the environment and the ways of evaluating it. Therefore, the size of strategic management is a necessary and vital field for companies to plan their future and foresee the environment in which they operate so that their movements and actions can be realized with a loyal and honest competition.

Knowledge Sharing and its Impact on Knowledge Creation

2012 ◽  
Vol 11 (02) ◽  
pp. 1250012 ◽  
Author(s):  
Peyman Akhavan ◽  
Somayeh Ghojavand ◽  
Roghayeh Abdali
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Structural Equation ◽  
Management Strategies ◽  
Positive Influence ◽  
Manufacturing Industries ◽  
Meaningful Relationship ◽  
Management Processes ◽  
The Impact

It is known that "knowledge management" is associated with significant benefits which can empower organisations to get more competitive advantages in their market. Knowledge sharing and knowledge creation are the two vital aspects of knowledge management which play an important role in creating organisational value. The value-creation of knowledge depends on level of sharing knowledge and skills among people across the organisation. So, most companies are focussed on enhancing their capability of knowledge sharing to create new knowledge. The aim of this paper is to test empirically the degree of influence of different knowledge-sharing mechanisms on the knowledge creation capability of Iranian manufacturing industries. A question survey was administered to a sample of manufacturing industries operating in Iran to elicit opinions of the personnel on the relationship between knowledge sharing and knowledge creation. The questions were structured mostly based on Sa'enz et al. (2009) and Choi and Lee (2002) studies. More than 400 respondents from 16 organisations responded to the survey. A short training course was held in all sample firms separately to explain importance and applications of knowledge management for respondents. SPSS and LISREL software were utilised to analyse research data using Regression tests and structural equation modelling (SEM). Results obtained show that knowledge sharing has a positive influence on the knowledge creation in Iranian manufacturing industries. However, a meaningful relationship was observed between information technology and management processes and two constructs of knowledge creation. The main contribution of the paper is to provide empirical evidence about the impact of knowledge sharing on knowledge creation. Moreover, it reveals what the most effective knowledge-sharing mechanisms are for this purpose, and provides companies with some implications in order to shape their knowledge management strategies.

scholarly journals Stratqual: Measuring the density of the strategic management deliberate process in micro and small companies performance

2017 ◽  
Vol 14 (2) ◽  
pp. 30-43
Author(s):  
Cid Gonçalves Filho ◽  
Carlos Alberto Gonçalves ◽  
Vera Helena Lopes ◽  
Marcos Ferreira Santos
Keyword(s):  
Strategic Management ◽  
Superior Performance ◽  
Company Performance ◽  
Small Companies ◽  
Economic Sectors ◽  
Management Processes ◽  
Management Concepts ◽  
Control Feedback ◽  
The Impact ◽  
Strategic Management Process

This paper aims to contribute to the study of the impact of strategic management concepts in micro and small company performance using the StratQual measuring. Micro and small companies are, in the Brazilian economic scenario, responsible for a considerable amount of jobs created, GDP’s formation, income generation and the capacity of adapting to the market’s necessities with agility and flexibility. Studies that were carried out by SEBRAE - “Serviço Brasileiro de Apoio às Micro e Pequenas Empresas” showing that micro and small companies formulate their strategies according to the perception that the entrepreneurs have of possible markets reactions. The StratQual index is presented as a measuring instrument that aims to allow a company to verify the intensity of its strategic management’s process, its evolution, permiting comparisons between different economic sectors, and enabling benchmarking about strategic management processes. One the main results indicates that micro and small companies that perform the activities of each one (Analysis, Planning, Implementation, Control, Feedback) in the Strategic Management process’ stages with higher intensity have a superior performance.

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