scholarly journals STRATEGIC SOLUTIONS FOR CORPORATE RESTRUCTURING

2004 ◽  
Vol 8 (1) ◽  
pp. 45-55 ◽  
Author(s):  
Juozas Bivainis ◽  
Andrius Tamošiūnas
Keyword(s):  
Strategic Management ◽  
Corporate Restructuring ◽  
Human Potential ◽  
Corporate Management ◽  
Financial Assets ◽  
Process Use ◽  
Restructuring Process ◽  
Management Functions

The paper analyses solutions of corporate restructuring, specifying the techniques of their application in the context of improvement of strategic management, rationalization of corporate management functions as well as measures to control the restructuring process. The benefit of application of the proposed corporate restructuring solutions is revealed. Greater possibilities to rationalize the restructuring process, use of human potential, material and financial assets, other relevant strategic corporate property, to develop resources of an enterprise and thus to reach greater competitiveness of enterprises are created.

scholarly journals The concept of the system approach of the enterprise restructuring process

2019 ◽  
Vol 2 (4) ◽  
pp. 46-70 ◽  
Author(s):  
Henryk Dzwigol
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
System Approach ◽  
Corporate Restructuring ◽  
Management Model ◽  
Enterprise Restructuring ◽  
Knowledge Based ◽  
Restructuring Process

The article presents methodical requirements for the restructuring programme in the context of strategic management and the shaping of strategic forms. The author described the corporate restructuring model as a basis for transformations designed to achieve a knowledge-based organisation. The author attempted to address the following question: How should the knowledge management model be perceived in modern companies? Furthermore, the importance of organisational forms in the corporate restructuring process was underlined. The restructuring process should be carried out on the basis of specific restructuring objectives resulting from the scope of changes.

Corporate management in receivership: the case of Uchumi supermarkets

2014 ◽  
Vol 4 (2) ◽  
pp. 1-16
Author(s):  
David Mathuva
Keyword(s):  
Subject Area ◽  
Corporate Restructuring ◽  
Management Style ◽  
Corporate Management ◽  
Content Type ◽  
Corporate Managers ◽  
Before And After ◽  
Restructuring Process ◽  
A Company

Subject area – Strategic Management and Corporate Finance. Study level/applicability – Higher undergraduate and graduate levels. Case overview – The case demonstrates how a company can be able to manage corporate restructuring successfully and recover from receivership. Uchumi is a company incorporated in Kenya and listed on the Nairobi Securities Exchange (NSE). The case examines how Uchumi successfully recovered from receivership in 2006 owing to previous mismanagement and regained profitability after years of continued losses. A review of the company's management style and the role of the management in turning around the company are presented. Expected learning outcomes – The case demonstrates how financially and operationally troubled corporations can be managed effectively, illustrates how corporate managers can manage corporate restructuring and receivership successfully, shows the applicability of Kotter's eight stages of leading changes successfully and other leadership approaches/theories and demonstrates the differences between the performance of a corporation before and after the restructuring process. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email: [email protected] to request Teaching notes.

scholarly journals INNOVATIVE-HUMAN POTENTIAL IN THE MANAGEMENT OF THE CONSTRUCTION INDUSTRY

2021 ◽  
Author(s):  
Nataliya Shyriaieva
Keyword(s):  
Human Capital ◽  
Construction Industry ◽  
Asset Management ◽  
Marine Ecosystem ◽  
Interdisciplinary Cooperation ◽  
Human Potential ◽  
Corporate Management ◽  
Young Generation ◽  
Research And Innovation ◽  
The Impact

During the operation of infrastructure assets excessive action of transport and natural vibrations, water-heat and low-temperature fluctuations, soil leaching leads to undesirable changes in the current criteria of their safety, premature technical wear of surfaces, cracks, irregularities, subsidence, increased seismic fluctuations and floods. sustainability of infrastructure assets. Taking into account the above negative trends, the article analyzes the positive and negative factors of the impact of innovation – human capital on management in the construction industry. Innovative – human capital of labor resources in the context of global digitalization requires constant professional development, human ability to effective research and innovation, it emphasizes the importance of updating educational programs in the global context and the principles of sustainable development. Therefore in the specified conditions harmonization of university business – education in the field of processes and technologies of management in building construction is a priority. In general, the strategies, technologies and processes of corporate management of infrastructure assets operating in the latest global conditions are actively used in such projects as interdisciplinary cooperation and partnership of stakeholders, including universities; city, departments for infrastructure asset management; international corporations; transfer of intellectual capital, exponential training of the young generation and transprofessionalization of the working population; "green" clean cities; protection and preservation / preservation of cultural heritage; design and operation of "smart" road systems; digital infrastructure; conservation / preservation of the marine ecosystem; rehabilitation / rejuvenation of existing funds. It is expected that the results of research should contribute to the real provision of quality management in the construction industry, innovative technologies and processes of urban management, planning, development, reconstruction and operation of settlements and regions to meet the needs of the population and business – production.

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 Safety Culture as an Element of Organisation Culture of Transport Companies

2019 ◽  
Vol 17 (3) ◽  
pp. 234-245
Author(s):  
O. V. Efimova ◽  
Yu. V. Komarova
Keyword(s):  
Organizational Culture ◽  
Safety Culture ◽  
Traffic Safety ◽  
Technology Development ◽  
Occupational Injuries ◽  
Environmental Safety ◽  
Corporate Management ◽  
Safety Risks ◽  
Complex Process ◽  
Management Functions

To perform the basic management functions, a developed organizational culture is required. It is based on a system of common values, beliefs and norms that are formed for all employees of a given organization as a result of a complex process of interacting.The article proposes to consider the «safety culture» (including, for example, traffic safety culture, environmental safety, labor activity safety culture) as an element interconnected with all other elements of organizational culture. This is especially relevant for transport companies, including JSC Russian Railways, where technology development and technological sophistication are progressing rapidly andwhere, for objective reasons related to nature of the activity, the level of occupational injuries is high.Organizational culture is considered in the article, as a set of functional cultures in the field of corporate management, interaction and communication, labor organization, safety culture, and interaction with external clients.JSC Russian Railways uses modern technologies and sophisticated technology in its activities, while there are infrastructural restrictions; all this is a source of safety risks and threats. Therefore, the maturity level of safety culture, as well as its assessment are of great importance both for development of the organizational culture, and for the company.

scholarly journals Concerning Specific Features of M&A Management

2020 ◽  
Vol 17 (4) ◽  
pp. 181-186
Author(s):  
X. V. Sadykova ◽  
E. S. Biryukov
Keyword(s):  
Strategic Management ◽  
Conventional Method ◽  
National Economy ◽  
Corporate Management ◽  
Executive Directors ◽  
Synergy Effect ◽  
New Markets ◽  
Agent Theory ◽  
Degree Of Risk ◽  
High Degree

Today global and national economy is facing numerous hardly predictable events, which N. Talleb called ‘the black swam’ events, i.e. events having serious consequences both for economy in general and for industries in particular. Integrated corporate structures are still being formed at the expense of M&A deals. Statistic and diagnostic of M&A deals in leading companies testify that these deals have a high degree of risk, while classical management in M&A developed in the last 20 years requires drastic changes. Finance community considers acquisition of new businesses as a conventional method of getting different preferences, such as knowledge and skill diffusion in the field of innovation, opportunity of penetrating new markets, possible obtaining the synergy effect, including one within the frames of ‘the so-called ‘mum’s bias’. By studying global and home experience we can clearly observe that the majority of companies-buyers (or companies-aggressors) pursue policy of acquisition in respect of companiestargets, in other words, the company-target is not considered as an object of any investment. It could be investment in capital, in optimization of the system of strategic management in the company-target or in upgrading businessmodel, etc. In this respect the authors study specific features of corporate management within the frames of ShareholderActivism, non-executive directors and agent theory, identify contradictions and show changes in these fields.

scholarly journals INNOVATIVE MODELS OF RESTRUCTURING PROCESSES INFRASTRUCTURAL ENTERPRISES

2019 ◽  
pp. 19-28
Author(s):  
V. KISTION
Keyword(s):  
Strategic Management ◽  
Construction Industry ◽  
Financial Support ◽  
Optimal Number ◽  
Capital Investments ◽  
Conceptual Basis ◽  
Enterprise Restructuring ◽  
Construction Enterprises ◽  
Restructuring Process

Purpose. In the article substantiate the expediency of application of the restructuring process in a specialized infrastructure cluster of construction enterprises. Methodology. Taking into account all the specifics of the functioning of infrastructure enterprises and the fund-creating role of the construction industry, it is expedient to realization of the infrastructure scheme of the restructuring process. To solve the problem a scheme has been developed that includes the main stages of the restructuring process which correspond and correlate with the technological features of the functioning of infrastructure enterprises in the construction industry. The directions of restructuring determining the technological optimization functional of a particular enterprise or a group of certain region companies are determined. Findings. The analysis of the operational and strategic management of production, the way to develop and make organizational for decisions is preceded for the restructuring. It is also important to take into account the prospects for renewal and improvement of quality, which precedes for the modernization of production and changes in the structure of capital investments, the transformation of the management system. The new management structure should ensure the optimal number of production units, the hierarchy, the balance of the processes of renewal and maintaining the number of personnel. State financial support for restructuring should be make available only to those enterprises that really have the opportunity to provide financing for non-commercial or non-governmental sources. Originality. It was revealed that commercial enterprises, representing potentially profitable commercial projects, under no circumstances should be considered as objects of state support. Practical value. An infrastructure scheme of enterprise restructuring has been developed, which allows taking into account a number of basic conceptual basis of this process.

scholarly journals INNOVATIVE DIRECTIONS OF THE RESTRUCTURING PROCESS OF CONSTRUCTION ENTERPRISES OF INFRASTRUCTURAL TYPE

2017 ◽  
pp. 13-19
Author(s):  
V. E. KISTION
Keyword(s):  
Strategic Management ◽  
Construction Industry ◽  
Financial Support ◽  
Optimal Number ◽  
Capital Investments ◽  
Conceptual Basis ◽  
Enterprise Restructuring ◽  
Construction Enterprises ◽  
Restructuring Process

Purpose. In the article substantiate the expediency of application of the restructuring process in a specialized infrastructure cluster of construction enterprises. Methodology. Taking into account all the specifics of the functioning of infrastructure enterprises and the fund-creating role of the construction industry, it is expedient to realization of the infrastructure scheme of the restructuring process. To solve the problem a scheme has been developed that includes the main stages of the restructuring process which correspond and correlate with the technological features of the functioning of infrastructure enterprises in the construction industry. The directions of restructuring determining the technological optimization functional of a particular enterprise or a group of certain region companies are determined. Findings. The analysis of the operational and strategic management of production, the way to develop and make organizational for decisions is preceded for the restructuring. It is also important to take into account the prospects for renewal and improvement of quality, which precedes for the modernization of production and changes in the structure of capital investments, the transformation of the management system. The new management structure should ensure the optimal number of production units, the hierarchy, the balance of the processes of renewal and maintaining the number of personnel. State financial support for restructuring should be make available only to those enterprises that really have the opportunity to provide financing for non-commercial or non-governmental sources. Originality. It was revealed that commercial enterprises, representing potentially profitable commercial projects, under no circumstances should be considered as objects of state support. Practical value. An infrastructure scheme of enterprise restructuring has been developed, which allows taking into account a number of basic conceptual basis of this process.

scholarly journals Role of Effective Internal Control Structure in Achievement of Targeted Success in Businesses

2018 ◽  
Vol 14 (1) ◽  
pp. 1
Author(s):  
Hasan Turedi ◽  
Duygu Celayir
Keyword(s):  
Financial Reporting ◽  
Internal Control ◽  
Control Structure ◽  
Corporate Management ◽  
Control Structures ◽  
Economic Relations ◽  
Business Environments ◽  
Management Functions ◽  
The Impact ◽  
The Way

Due to economic relations evolving over time, technology and changing business environments, the way in which one of the management functions, “control”, is executed has undergone a number of changes. Accordingly, the management of a business has become unable to control operations directly, making it a necessity for businesses to obtain timely and reliable data for a number of purposes, including protecting assets, and eliminating or minimizing errors and frauds. Internal control structures, formed within the business to serve this purpose, have become more relevant in terms of protecting business assets, identifying the way operations are executed and ensuring execution of operations at the desired level of efficiency. Internal control is defined as a structure in businesses which is directed by board of directors, managers and employees, aims to ensure effectiveness and efficiency of operations, reliability of the financial reporting system, and compliance with laws, and is designed to provide reasonable assurance in these aims. Depending on the position they assume, officials at every level have responsibilities in the context of ensuring effective and efficient execution of the internal control structure in businesses, and accordingly, of corporate management, and attaining expected goals. This study will examine development of an effective internal control structure in terms of attaining expected success by businesses and the impact thereof on the business.

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