Управління економічним потенціалом підприємства на різних стадіях його життєвого циклу

Abstract

У статті досліджуються особливості управління потенціалом підприємства з урахуванням клімату стадії його життєвого циклу. Досліджено основні підходи, функції та механізми управління економічним потенціалом. Обґрунтовано взаємозв’язок стану та пріоритетності розвитку потенціалу з етапами розвитку суб’єкта господарювання. Подано систему основних пріоритетних програм розвитку фірми, актуальних у різних умовах діяльності, за різного рівня використання потенціалу, обсягу невикористаних резервів його розвитку. При цитуванні документа, використовуйте посилання http://essuir.sumdu.edu.ua/handle/123456789/34348

В статье исследуются особенности управления потенциалом предприятия с учетом климата стадии его жизненного цикла. Исследованы основные подходы, функции и механизмы управления экономическим потенциалом. Обоснована взаимосвязь состояния и приоритетности развития потенциала с этапами развития хозяйствующего субъекта. Представлена система основных приоритетных программ развития фирмы, актуальных в различных условиях деятельности, при разном уровне использования потенциала, объема неиспользованных резервов его роста. При цитировании документа, используйте ссылку http://essuir.sumdu.edu.ua/handle/123456789/34348

The aim of the article. The purpose of this scientific research is to develop a system of rapid adaptation to changes in the enterprise environment on the basis of effective mechanism for management of potential considering life cycle of the business subject. The results of the analysis. Achieving high competitive position in the market, providing cost-effective and efficient operation of the enterprise is impossible without implementing quality management organizational decisions. It depends on the level of economic potential of the company and the size of its reserves. The current surgery of business environment is characterized by high complexity, dynamism uncertainty. The most important condition for the success of the company is continuous improvement of management tools, rapid organizational decision making and proper identification of priority areas of development. In this context, the objective evaluation of the economic potential and its use of available reserves will effectively manage your business. Management capabilities are intended to ensure the rationality of formation, development, resources and business opportunities. The article describes the tasks and functions of the process and found that in addition to the four basic management functions: planning, organization, motivation and control. It is necessary to select a function in the mechanism of the economic potential of business management – monitoring, providing continuous surveillance and monitoring of all components of the economic potential company in terms of environmental variability and adjustments based on these data, goals, objectives, management plans. The importance of monitoring as a separate management function due to macro volatility, political instability and cyclical dynamics of all economic processes at the national and international markets. Businesse must adapt to changes in the macro using adaptive management mechanisms, implementing unused or hidden reserves its potential. The fluctuations of the environment and the corresponding internal characteristics of enterprises form the stage of the business cycle, in which the processes of formation, development and utilization potentialare occur. At the same time, management capacity should be in the light of these stages of the life cycle that aims to provide adaptability and efficiency of the company. Thus, an urgent task today is to organize management processes and economic potential businesses considering climate stages of its life cycle. In the life cycle climate offer the sum of the intrinsic characteristics on some stage considering of the environmental factors that have a significant impact on the entity. In the article the main priority areas of capacity on each stage of the life cycle and ways to implement them were suggested. At each stage of the life cycle program of strategic development and program activities are allocated. In this first group are more far-reaching programs for the long term, they aim to develop the existing activities of the company in the future, expand markets and gain leadership in the field of actual entities. Applications of the second group are designed for a short term, their goal is to maximize income at current economic conditions. The choice of such programs or shows a desire guidance in the near future to change the profile of the company, access to new products or insolvency of the entity the further development in this area of activity. The choice of a development program depends on the stage of the life cycle of an enterprise, hidden reserve capacity and ability of the company to quickly activate. Conclusions and directions of further researches. Thus, the constant fluctuation of the environment necessitate the development of control mechanisms that would provide an opportunity to identify and activate reserves passive potential for successful implementation of enterprise development programs, priority in climate certain stages of the life cycle. One of the directions of future research is to develop techniques that would allow assessing not only the level of use of the potential enterprises, but also the size and the opportunity to enhance its passive part. When you are citing the document, use the following link http://essuir.sumdu.edu.ua/handle/123456789/34348