scholarly journals BUDGETING AS A TOOL FOR RESOURCE MANAGEMENT IN THE ACCOUNTING SYSTEM OF THE ENTERPRISE

2021 ◽  
Author(s):  
Victoria Pasenko ◽  
Yaroslava Pasternak
Keyword(s):  
Resource Management ◽  
Management System ◽  
Enterprise Management ◽  
Management Decisions ◽  
Debt Capital ◽  
Internal Accounting Control ◽  
Enterprise Management System ◽  
Accounting Control ◽  
Internal Accounting ◽  
Budget Execution

A modern enterprise management system is impossible without the development and implementation of planned indicators, it should be based on the budget planning and the achievement of budgets realized within the budgeting. The approaches of scientists about the "budgeting" definition were considered in the article and they found that in the modern scientific literature this concept is considered firstly as a process, secondly, as a technology and thirdly, as planning. Therefore, the existing system of enterprise budgeting is aimed not only at the development and implementation of budgets, it permeates all stages of enterprise management. Also it has a significant impact on the organization of accounting, analysis and control, the proper functioning of which depends on the effectiveness of management decisions and the stable development of the enterprise as a whole. Completed researches have shown that the budgeting is used as a tool for managing enterprise resources, debt capital, as well as a tool of internal accounting, control and analysis. The following types of budgets should be developed in the company that are directly related to resource management and debt capital: capital (investment) budget, procurement budget, production budget, inventory budget of finished products, cash flow budget, cash income budget, credit budget, cash budget. No less important place in the enterprise management system is budgeting as a tool of internal accounting, control and analysis. An accounting of budget execution is appointed to reflect the results of individual services, departments, workshops, brigades and the costs incurred by them for the relevant period. Control over the execution of budgets provides verification and evaluation of the results of the operation of various budgeting subsystems. The analysis of budget execution should be understood as a set of methods for comparing the actual budget execution with the planned indicators for a certain period and identifying the factors and reasons that led to their non-execution. Thus, budgeting as a tool of resource management and debt capital of the enterprise involves the formation of plans and budgets for future operations that makes it possible to anticipate problems and make management decisions to eliminate them. Therefore, the introduction of a budgeting system is an objective necessity that has its advantages and contributes to the effectiveness of resource management of the enterprise, increasing its competitiveness and efficiency.

scholarly journals Interconnection of functional subsystems of corporate governance

2020 ◽  
Vol 12 (1) ◽  
Author(s):  
Svetlana Sharokhina ◽  
Olga Pudovkina
Keyword(s):  
Corporate Governance ◽  
Management System ◽  
Enterprise Management ◽  
Corporate Management ◽  
Control Analysis ◽  
Governance System ◽  
Governance Process ◽  
Enterprise Management System ◽  
Accounting Control ◽  
Management Functions

The article discusses the features of corporate governance associated with the distribution of ownership and management functions. The components of corporate governance elements are considered in two directions: from the standpoint of the requirements of the current law; from the position of identifying corporate governance with the overall management system in the enterprise. The necessity of applying a systematic approach to the allocation of management functions is justified and their relationship in the corporate governance system is determined. The authors argue that in analyzing corporate governance, one cannot identify it with the enterprise management system in general and exclude the influence of owners on the corporate governance process. The authors propose from the set of corporate governance functions called the following list of functions arranged according to their priority, ambiguity, essence: planning, organization, accounting, control, analysis, regulation. The article describes the goals of implementing individual corporate governance functions and outlines the relationship of some functions with others. The authors call the features of the implementation of the analytical function associated with the opposite of interests. So, if for the management of the company carrying out analytical calculations should contribute to the scientific justification of management decisions, then carrying out analytical calculations by owners is most often aimed at assessing the effectiveness of the enterprise through the activities of management personnel. It is substantiated that the need to study the analytical subsystem, taking into account the requirements of a system-functional approach, is dictated by the fact that it is a subsystem in the general corporate management system, which has an informational relationship with other functional subsystems and is implemented both by the owners and the management of the enterprise. In the course of the study, it was found that the main feature of corporate governance is associated with the distribution of the overall management system between the enterprise management and its owners. At the same time, certain functions are implemented only by certain corporate governance bodies, while others are inherent to both owners and management.

scholarly journals THEORETICAL ASPECTS OF CONTROLLING IN THE ENTERPRISE MANAGEMENT SYSTEM

2020 ◽  
pp. 15-20
Author(s):  
M. Onishсhenko ◽  
O. Dutchenko ◽  
R. Kotiuk
Keyword(s):  
Management System ◽  
Management Tool ◽  
Enterprise Management ◽  
Management Decisions ◽  
Management Planning ◽  
Controlling System ◽  
The Future ◽  
Enterprise Management System ◽  
The Stability ◽  
Available Information

The article deals with the theoretical aspects of controlling in the enterprise management system. The paper proves the need to use the concept of controlling as an effective tool for enterprise management. The main reasons for the need to use controlling in enterprises are outlined. Recently, large enterprises have shown considerable interest in controlling as one of the systems of successful enterprise management. Studies at enterprises have shown that the use of controlling technology in the management process has increased the efficiency of management. Today, controlling is an effective management tool in enterprises. Based on the collected and analyzed available information, controlling allows to predict the future state. Controlling is becoming more and more important and necessary every day, because it allows you to adjust the plans and goals of the company to changing environmental conditions based on such predictions. Controlling allows you to constantly monitor the achievement of both strategic and operational goals of the enterprise. The scope of this concept is both the external and internal environment of the organization, and its main objectives include ensuring the stability of the enterprise, anti-crisis measures and prevention of bankruptcy. The main reasons for the need to use controlling in enterprises are outlined. The main functions and subsystems of controlling at the enterprise are defined. Controlling provides a methodological and instrumental framework to support the basic functions of management: planning, control, accounting and analysis, as well as assessment of the situation for management decisions. Controlling is designed to help the company effectively use the existing potential and create new conditions for successful operations in the future. Controlling in the strategic sphere acts as an "internal consultant" to senior management and owners of the business entity in setting strategic goals and objectives and their achievement. It is proved that the controlling system forms a system of effective enterprise management and provides coordination of the management system as a whole, which in turn reduces the time spent on management decisions.

Economic-Mathematical Modeling in the Enterprise Management System

2018 ◽  
pp. 122-131
Author(s):  
Vyacheslav Danilin ◽  
◽  
Andrey Pleshchynski ◽  
Alexander Stavchikov ◽  
Dmitry Zhdanov ◽  
...  
Keyword(s):  
Mathematical Modeling ◽  
Management System ◽  
Enterprise Management ◽  
Enterprise Management System

INCREASING THE EFFICIENCY OF MANAGERIAL DECISION THROUGH THE IMPLEMENTATION OF A BUILT-IN QUALITY SYSTEM

2020 ◽  
Vol 1 (11) ◽  
pp. 54-59
Author(s):  
E. S. GUROVA ◽  
◽  
E. P. ZNAMENSKAYA ◽  
Keyword(s):  
Quality Management ◽  
Management System ◽  
Quality System ◽  
Enterprise Management ◽  
Management Decision ◽  
Managerial Decision ◽  
High Quality ◽  
Supporting System ◽  
Enterprise Management System

The article considers one of the important criteria for improving the enterprise management system – making a high-quality management decision. This criterion affects the development of the organization's management system. The proposed method, using the implementation of the built-in quality system, will increase the number of high-quality decisions made, increase the ability of the management system to adapt to external changes, and contribute to the formation of a self-supporting system by using the internal reserves of the organization.

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