Percularties of Management Mechanism Formation by Means of Changes as the Basis of Strategic Development of Business Organizations

Abstract

Urgency of the research. The complexity and multi-vectority of the external factors influence predetermine the need to form a system of management of business organiza-tions that would be ready and capable not only to anticipate new development trends, but also to respond accordingly, modernizing approaches to managing all internal processes of a business organization functioning. Target setting. Further research requires the develop-ment of a managing changes mechanism in business organi-zations, including planning changes, evaluating and monitoring the implementation of changes. Actual scientific researches and issues analysis. A number of scholars engaged in the research and selection of processes for management change, as well as the man-agement mechanisms formation of these processes, namely: I. Adizes, L. Greiner, F. Guyar, J. Duck, R. Daft and others like that. Uninvestigated parts of general matters defining. Different approaches to the management mechanisms for-mation are presented in the literature, but further research of management changes mechanism formation needs a condi-tion in a business organization. The research objective. The purpose of this scientific article is to identify and generalize approaches to the man-agement change mechanism formation as the basis for the strategic development of a business organization. The statement of basic materials. The article presents the approaches to the definition of the concept of "change" from the economic and philosophical points of view. The concept of "managing changes mechanism in business organization" is substantiated and singled out. The approach-es to management change mechanism formation in a busi-ness organization as the basis of its strategic development are presented. Conclusions. To ensure the management of any chang-es, it is necessary to create a methodical and methodological framework that will allow business executives to design and implement change processes and evaluate their effective-ness.

Development and Implementation of the Financial Model of Export in the Context of Strategic Planning of Foreign Economic Activity of Enterprises

“…From this point of view, the business system should contain a fully aligned control subsystem that accompanies the development of strategic foreign trade plans, and this subsystem will be management indicators. This subsystem aims to facilitate the functions of managers to plan, manage and control production and finance in a continuous and integrated manner, providing feedback and adjusting the behaviour of critical variables that were identified earlier [3]. The introduction of cross-functional and integrative systems in companies, known as ERP (Enterprise Resources Planning) [3], has allowed the integration of business information systems, thus facilitating scenario modelling, which makes strategic management possible in an effective way.…”

“…The analysis of indicators has traditionally been carried out in the field of accounting and finance, but due to their shortterm nature, does not contribute to the formation of systemic strategies and company policies that add long-term value [3].…”

“…The dynamic model of indicators that has been described aims to be testable and adaptable to any company in the sector, allowing for future analysis of the behaviour of the variables that make up the indicators in different areas. Where performance indicators can be calculated quickly and efficiently [1] [3]. To test the methodology and to build an additive financial model, we analysed exports in Ukraine.…”

Integral estimation of activity of entrepreneurial universities: practical aspect

“…1. Source: Made by the author according to the data [13,14,17] Data analysis of Fig. 2 and Table 2 testifies to the dominance of US universities.…”