Abstract.Introduction. Limited availability of machinery for agricultural enterprises, as well as the high intensity of its use, is accompanied by a decrease in investment activity in the agricultural sector. This necessitates a rational choice of suitable source of investment for technical upgrading and minimising of investment costs of business entities. The purpose of the article is modelling of making optimal decisions in the process of investing in technical support of agricultural enterprises under the conditions of their limited access to investment resources. Results. The authors of the article have developed a dynamic economic and mathematical model to optimise investments in the renewal of existing facilities at agricultural enterprises. The use of this model will facilitate further rationalisation of economic decision-making on the allocation of investment resources through time. The study was conducted in respect of investments in the purchase of beet harvesters that would be used in the area of 2,000 hectares. The possibility of buying the Ukrainian machinery as well as the equipment of foreign production was considered. The problem can be solved by means of four optimisation criteria: 1) minimum cost of the investment project on the purchase of equipment; 2) minimum cost of the project including operating costs with the use of equipment; 3) minimum cost of the project in terms of investments which should be taken from external sources when using depreciation deductions for the investment; 4) minimum cost of the project in terms of investments which should be taken from external sources when using depreciation deductions for the investment and taking into account operating costs. According to the criteria of optimisation, the authors have developed the best plans of investment by the years of the investment project. It has been found that, based on the criterion of cost minimisation, buying of different types of machinery made in Ukraine is preferred despite its lower productivity. We determined that the possibility of taking into account operating costs in cash flows does not change the final optimal structure of the planned number of machinery, affecting only the total cost of the investment project -USD 326,400 and USD 620,100. In the first case, the optimal investment plan provides for the purchase of all machinery during the first year of the project; the second case covers a period of four years. The budget of capital investment reduces the implementation of the investment project due to the accumulation of external resources -USD 244,800 and USD 538,500 with or without operating costs, respectively. For these two alternatives, a minimum value of the investment program is also achieved when buying machinery only of the Ukrainian production. Moreover, the need to take borrowed funds occurs only during the first year of the project, in the amount of USD 244,800 in both cases. Conclusions. This economic and mathematical model allows agricultural enterprises to establish investment volumes needed ...

Загороднюк О.В. кандидат економічних наук, доцент, доцент кафедри менеджменту Уманського національного університету садівництва Півторак М.В. кандидат економічних наук, доцент, доцент кафедри фінансів, банківської справи та страхування Білоцерківського інституту економіки та управління Університету «Україна» Малюга Л.М. кандидат економічних наук, доцент, доцент кафедри туризму та готельно-ресторанної справи Уманського національного університету садівництва

Nowadays, transformational changes are taking place in all spheres of human life. Some of these changes may not be noticed by a person, and some of them possess worldwide scale, causing fear for the present and the future. Each person has different adaptation mechanisms: some take longer and some perceive the new reality faster. In order to deal with modern challenges, society needs a new generation of leaders who are able to work effectively and solve problems associated with rapid change and uncertainty. The relevance of the subject matter of the research is determined by the study of issues of leadership in the structure of managerial processes, analysis of modern approaches to its definition and the necessity for consideration of psychological and behavioral characteristics of a leader as a manager. Although leaders set the direction and pace of work, they must also use management skills to motivate employees smoothly and effectively, and be able to resolve social and labor conflicts in order to achieve the strategic goals of entrepreneurial structures. Therefore, the above-mentioned aspects determine the relevance of the article's subject matter and demonstrate the necessity for further theoretical and methodological investigations of this issue. The article is devoted to the study of issues related to the essence, significance, principles and models of leadership in managerial activities. It is noted that the human resource potential of an enterprise is by far its most valuable asset and driving force. In its turn, the employees who possess leadership qualities are the most valuable among this asset. It is indicated that leadership is the most effective source of any transformation, effective mechanisms for its growth and development. In the course of the study, a constructive analysis of the issue of leadership as a necessary element of managerial activity has been carried out. The definitions of the concepts of "leader" as a subject and "leadership" as an element of managerial activity were analyzed. The main approaches for the determination of leadership positions have been considered. The fundamental principles of leadership in the management process have been identified. The essential functionality of leadership in society has been defined. The models of leadership positions in the management system are considered. A model of leadership based on a value-oriented approach that consists of valuable, purposeful, and instrumental elements of management has been formed.

COMPETITIVENESS OF RESTAURANT BUSINESS ENTERPRISESМалюга Л.М. кандидат економічних наук, доцент, доцент кафедри туризму та готельно-ресторанної справи, Уманський національний університет садівництва Загороднюк О.В. кандидат економічних наук, доцент, доцент кафедри менеджменту, Уманський національний університет садівництва

To date, digital technologies and their widespread practice have formed the potential for completely new business models. However, most organizations are either in the early stages of the digital transformation process, or do not yet dare to form a digital business model that will provide real benefits from digital technologies. In any case, taking into account the enormous pace of global digitalization, it is extremely important to adapt the best practices of digital transformation to the improvement of the Ukrainian economy as soon as possible. Based on this, consider the process of researching new and adapting existing management models. Digital transformation – the introduction of modern technologies to radically change the business models of enterprise management today is considered the most important topic for organizations around the world. The requirements of the new digital economy represent the digital transformation as a conscious strategic process of business modification through adaptive management and implementation of digital technologies, ie the restructuring of existing business models. The same happens at industrial and agro-industrial enterprises, the analog period of which is coming to an end. Industries are entering the digital age, thanks to which enterprises are developing in accordance with the new focus. For this reason, it is very important for the formation of digital models of enterprise management to strategically understand the possibilities of digital technology development in their connection with business processes and business models. The analysis of the main traditional models of effective management of enterprises was carried out and their fundamental differences from the Ukrainian approach to management were revealed, the possibilities of implementation of the principles of existing business models by Ukrainian enterprises were considered. In addition, a roadmap for the transition from a traditional to a digital enterprise was proposed for consideration. The process of modeling the digital management system of the enterprise is revealed. Currently, a prerequisite for the prosperity of the economy of industry and agriculture and, consequently, the economy of Ukraine, is adaptive digital management as a basis for economic security of the enterprise. It was found that the relentless introduction of digital technologies, «copying best practices» can later be in reality as dangerous as the refusal to master new technologies. Therefore, choosing the direction of your own digitization, you must first study everything thoroughly, so as not to miss the moment and not to remain in the ranks of the latter or in the past.