scholarly journals Production Management Model in Small and Medium Enterprises in Croatia

2018 ◽  
Vol 69 (3) ◽  
pp. 265-272 ◽  
Author(s):  
Marko Dušak ◽  
Denis Jelačić
Keyword(s):  
Production Management ◽  
Small And Medium Enterprises ◽  
Management Model ◽  
Medium Enterprises

scholarly journals Sustainable Production Management Model for Small and Medium Enterprises in Some South-Central EU Countries

2021 ◽  
Vol 13 (11) ◽  
pp. 6220
Author(s):  
Denis Jelačić ◽  
Andreja Pirc Barčić ◽  
Leon Oblak ◽  
Darko Motik ◽  
Petra Grošelj ◽  
...  
Keyword(s):  
Management System ◽  
Production Management ◽  
Small And Medium Enterprises ◽  
Statistical Tests ◽  
Management Model ◽  
Wood Processing ◽  
Furniture Manufacturing ◽  
South Central ◽  
Production Management System ◽  
Medium Enterprises

Small and medium enterprises (SMEs) are main generators of employment and economic development in European Union. In Croatia and Slovenia, SMEs in wood processing (C16) and furniture manufacturing (C31) also play an important role in social cohesion and development of rural areas. The aim of this research was to investigate the current situation in SMEs in wood processing and furniture manufacturing regarding driving parameters of business and production management system in the time of a disturbed market situation caused by the COVID-19 global pandemic. Two different questionnaires in an e-mail survey were used to collect data for this research from companies and from experts in the field of management, production and marketing. Various statistical tests were used using seven driving parameters on data collected from 212 SMEs. Also, the Analytic Hierarchy Process (AHP) was used on the data collected from 20 experts. Results showed that companies in the time of pandemic crisis and during the time of major disturbances in supply chain pay the most attention to their production program and quality of their products, and then to marketing activities and situation on the market. According to the results presented in this research, the management model can help SMEs managers, micro and small enterprises in particular, to improve their decision-making process, make the necessary innovations easier and faster, and maintain the sustainable business and production management system of their companies.

scholarly journals MODEL MANAJEMEN USAHA DALAM UPAYA PENINGKATAN DAYA SAING INDUSTRI BATIK TULIS LASEM KABUPATEN REMBANG

2019 ◽  
Vol 14 (2) ◽  
pp. 214-225
Author(s):  
Muhammad Tahwin ◽  
Maslichan Maslichan ◽  
Wulan Suryandani
Keyword(s):  
Production Management ◽  
Swot Analysis ◽  
Small And Medium Enterprises ◽  
Human Resources Management ◽  
Research Result ◽  
Management Model ◽  
Enterprise Management ◽  
Management Ability ◽  
Medium Enterprises ◽  
Poor Management

Management ability should be the activity that supports small and medium enterprises to be more effective and efficient in carrying out the enterprise in order to have high competitiveness. The problem occurred is there are many small and medium enterprises have poor management. The same problem also faced by Batik Tulis lasem industry, so the competitiveness of Batik Tulis Lasem industry is not optimal. This research aim is to obtain the proper enterprise management model as the effort to improve Batik Tulis Lasem competitiveness. Data analysis used is qualitative approach and SWOT analysis. The research result is the enterprise management model developed consists of production management, human resources management, marketing management and financing management. In implementing this enterprise management model is also developed criterion of enterprise performance measurement. The enterprise subjects have to carry out SWOT analysis for their enterprises, so the enterprises conditions and the competitor position this time can be identified.

scholarly journals LITERASI DAN MODEL MANAJEMEN KEUANGAN UMKM BERBASIS DIGITAL PADA UMKM-UMKM DI KABUPATEN BOALEMO PROVINSI GORONTALO

2021 ◽  
Vol 5 (2) ◽  
pp. 45-55
Author(s):  
Sukrianto Sukrianto Namrud
Keyword(s):  
Financial Literacy ◽  
Financial Management ◽  
Small And Medium Enterprises ◽  
Qualitative Approach ◽  
Management Model ◽  
Community Groups ◽  
Financial Reports ◽  
Descriptive Research ◽  
Manual Recording ◽  
Medium Enterprises

In 2015 to 2020 UMKM in Boalemo Regency have experienced ups and downs. This is a problem of decline, one of the main reasons is that UMKM have not been able to survive with their capital. The purpose of the research is to provide knowledge to community groups/micro and small and medium enterprises (UMKM) about literacy and digital-based UMKM financial management models, and to be able to increase the participation of community groups/UMKM in managing UMKM through the provision of knowledge about digital-based management. Descriptive research method with a qualitative approach. The results showed that UMKM in Boalemo District experienced problems in running their businesses, especially during the pandemic due to the lack of government attention in helping UMKM in Boalemo District. The average UMKM in Boalemo Regency in the use of financial literacy fully understands the development of digital-based UMKM, especially in increasing income, even their education level in managing good financial management and digitally still relies on manual recording. While the digital-based UMKM financial management model is not in accordance with the targets and objectives. This is evidenced by UMKM business actors who have not been able to make financial reports. UMKM in Boalemo Regency have not been able to use information technology and social media, especially in utilizing digital based financial management designs. This is because UMKM only rely on manual recording. Keywords: Literacy, Model, Financial Management and UMKM

scholarly journals Development of strategic human source management model for small and medium enterprises in Thailand’s new normal life

2021 ◽  
Vol 284 ◽  
pp. 07031
Author(s):  
Wanchai Panjan ◽  
Orathai Chuacharoen ◽  
Passakorn Ruangvanit ◽  
Walaipon Arjareewattana ◽  
Anek Pradittharom ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Small And Medium Enterprises ◽  
Strategic Human Resource Management ◽  
Management Model ◽  
New Normal ◽  
Sample Group ◽  
Normal Life ◽  
Medium Enterprises

The purposes of this research were to study the condition and strategic human resource management and to develop a strategic human resource management model for small and medium enterprises(SMEs) in the new normal life era. The research model was mixed research by collecting data from the sample group in 2 parts: (1) a sample group from qualitative research by interviewing 10 entrepreneurs or executives of SMEs and focus groups consisted of 19 experts, and (2) a quantitative research sample group, 400 participants which is entrepreneurs or executives of SMEs. The research tools were interview form and questionnaire. Data were analyzed by statistics: percentage, mean, standard deviation, and Exploratory Factor Analysis: EFA. The findings revealed that: 1) Strategic human resource management for small and medium-sized enterprises (SMEs) in the new normal life era, it was found that it can be composed of all 5 components: (1)human resource planning,(2)human resource recruitment and selection, (3) employee retention, (4)human resource utilization, and (5)human resource development. The Eigen Value after rotation ranged from 6.86-12.84, the percentage variance was from 11.42-22.43 and the cumulative percentage of variance was 78.85%. 2)The result of developing a strategic human resource management model for small and medium enterprises (SMEs) in the new normal life era that must be considered from the goals of the organization by analyzing the organization’s resources from 2 parts: Resource requirements and available resources of SMEs in the new normal life era. It can lead to the transformation of resources in line with SMEs operations in the new life era and implement Change Management in the strategic human resource management process from the components of strategic human resource management for SMEsin the new normal life era with 5 main components and 15 sub-components.

scholarly journals ANALISIS STRATEGI PENGEMBANGAN USAHA TAHU TEGUH PRIBADI DI BENGKULU TENGAH

2019 ◽  
Vol 7 (2) ◽  
Author(s):  
Eska Prima Monique ◽  
Suswati Nasution
Keyword(s):  
Factor Analysis ◽  
Human Resources ◽  
Production Management ◽  
Swot Analysis ◽  
Small And Medium Enterprises ◽  
Product Diversification ◽  
Product Packaging ◽  
Technological Developments ◽  
The Government ◽  
Medium Enterprises

Small and medium enterprises (SMEs) which are now better known as micro and small enterprises play an important role in the growth of the Indonesian economy. The company carries out a SWOT analysis (Strength, Weakness, Oppurtunity, and Threat) in determining marketing strategies. The respondents in this study are tofu producers, suppliers, consumers, governments, competitors and marketing institutions of Tahu Teguh Pribadi. Where this analysis consists of 2 analysis variables, namely an analysis of internal factors consisting of strengths and weaknesses, and external analysis consisting of opportunities and threats. The IFAS (Internal Factor Analysis Summary) matrix shows that the strength and weakness factors have a total score of 3.01. The EFAS (External Factor Analysis Strategy) matrix shows that opportunity and threat factors have a total value of 3.16. Based on the Cartesian diagram shows that Usaha Tahu Teguh Pribadi is in the Growth quadrant where the quadrant is a very favorable situation. S-O strategy (Strenght-Opportunity) then obtained the factor that must be maintained to be able to take the opportunities that are: Improving product quality by utilizing technological developments to maintain consumer trust and forming associations / unions of business entrepreneurs to maintain bargaining positions against suppliers. The W-O strategy (Weakness-Opportunity) obtained results, namely: Increasing sales volume through product diversification by utilizing culinary policies and improving the quality of human resources through programs from the government. S-T strategy (Great Strenght) shows results: Improving quality and maintaining product continuity with good production management to improve competitiveness. And can improve marketing efficiency by establishing W-T (Weakness-Threat) Strategy partnership relationship, namely: Use simple SOPsfor effectiveness and efficiency. As well as increasing capital and promotion networks through product packaging and increasing human resources

scholarly journals SOCIALIZATION OF PRODUCTION MAINTENANCE MANAGEMENT TO IMPROVING THE MSMEs COMPETITIVENESS IN MERUYA SELATAN - WEST JAKARTA

ICCD ◽  
2019 ◽  
Vol 2 (1) ◽  
pp. 71-75
Author(s):  
Lenny Christina Nawangsari ◽  
Ahmad Hidayat Sutawijaya
Keyword(s):  
Production Management ◽  
Small And Medium Enterprises ◽  
Maintenance Management ◽  
Strategy Training ◽  
Economic Empowerment ◽  
Business World ◽  
Maintenance Strategies ◽  
Operational Strategies ◽  
Care Groups ◽  
Medium Enterprises

The development of Small and Medium Enterprises (SMEs) in Indonesia is increasingly rapid, this requires the existence of integrated handling in order to compete in the business world. Increasing competition makes SMEs must have an effective strategy. One strategy in the field of production management is good management of maintenance. Community service activities carried out in the South Meruya attended by 24 participants, the activity took place with an explanation relating to the Socialization & Training of Maintenance Management in Production at SMEs. Material related to Production Maintenance Management and production maintenance management processes. This training is an activity related to community economic empowerment through maintenance strategy training in SMEs business competition. In order to support the economic empowerment efforts of community counseling and training on Operational Strategies in SMEs business competition through residents who live in partner villages, it will help partner citizens know how to create maintenance strategies in SMEs business competition to improve community welfare. For this reason, this activity will provide training and assistance in operational strategies in SMEs business competition, so that partners are able to apply them in managing their business activities. The outputs that are expected to be realized from this activity are: 1. Development of knowledge of operational maintenance strategies in SMEs business competition in the residents of partner villages; 2. The formation of social care groups to make operational strategies in SMEs business competition in village.

Center and Regions in Spain's System of Small and Medium Enterprises Support

2010 ◽  
pp. 32-43
Author(s):  
I. Prokhorenko
Keyword(s):  
Support System ◽  
Government Regulation ◽  
Small And Medium Enterprises ◽  
Information Support ◽  
Management Model ◽  
Production Structure ◽  
Global Crisis ◽  
Entrepreneurship Development ◽  
Medium Enterprises

Problems in small and medium entrepreneurship development are typical for any country. The main difference of Spain is that small and medium enterprises (SME) form here the basis for business and production structure of economy. Establishment and improvement of the modern government regulation and SME support system took place as late as during the post-Francoist period. In the article, the management model for such enterprises, their information support, sponsoring, access to innovations, the role of small and medium business in employment of population, especially amid the 2007–2009 global crisis are thoroughly actualized.

scholarly journals Pengembangan Usaha Mikro, Kecil, dan Menengah Melalui Fasilitasi Usaha Pembuatan Dupa

2019 ◽  
Vol 3 (01) ◽  
Author(s):  
Novi Primita Sari
Keyword(s):  
Human Resources ◽  
Rainy Season ◽  
Production Management ◽  
Small And Medium Enterprises ◽  
Economic Value ◽  
Initial Capital ◽  
Internal Development ◽  
Trade Name ◽  
Medium Enterprises

Development of Micro, Small and Medium Enterprises (MSMEs) Through Incense Manufacturing Business Facilities (Case Study in Gondang Tegalgondo Village, Karangploso, Malang District). Internal development efforts from household entrepreneurs that produce output in the form of incense to increase potential by using initial capital with their own savings. However, because this business is still a small household business, there are several constraints, including limited human resources, lack of facilities and infrastructure to support production, and packaging of incense products as well as low knowledge about entrepreneurship, resulting in no increase in economic value due to market share the destination is still around Bali and surrounding Malang. The solutions offered to partners are counseling and socialization and discussion with partners. The result of the discussion was that partners began to understand production management efficiently by involving technologies such as incense drying tools that were still being processed, so that even though the rainy season could still produce, partners also got the knowledge that the importance of providing trade name labels related to incense was produced to add value economical on goods produced.

scholarly journals Innovation Management: How it happens in Small and Medium Enterprises?

2019 ◽  
Vol 7 (9) ◽  
pp. 01-10
Author(s):  
Juliana Krieger de Oliveira ◽  
Antônio Martins de Oliveira Júnior
Keyword(s):  
Economic Growth ◽  
International Institutions ◽  
Small And Medium Enterprises ◽  
Innovation Management ◽  
Innovation Process ◽  
Scientific Basis ◽  
Management Model ◽  
Future Studies ◽  
High Investment ◽  
Medium Enterprises

International institutions that promote economic development have pointed out, in recent years, that the small and medium-sized enterprises’ (SMEs) development enables the economic growth of countries and regions, providing a greater economy dynamism and improving its indicators, such as the Gross Domestic Product (GDP). SMEs also show greater diversity in the labor market and thus are also responsible for many of the innovation generated by the countries. For these companies to grow, it is essential that they develop strategic management of their innovations, including all the risks, possibilities and all actors involved in the process. Pharmaceutical industry is part of a high risk sector, because it needs a high investment in research and development of specific diseases treatments without the guaranteed success and therefore, they need a management model that deals with all its specificity, thus this the hypothesis considered in this work. A theoretical grounding was made based on an exploratory and bibliographical research on scientific basis. In this way, it was possible to analyze how happens the innovation process in SMEs and in the pharmaceutical sector and to suggest future studies that will allow a better management of these companies.

Sign in / Sign up

Export Citation Format

Share Document