Risk as a specific component of strategic enterprises management in the agrarian sector in the current conditions of Ukraine development

Kalaman, Olga; Okulicz-Kozaryn, Walery; Purtskhvanidze, O.

doi:10.15673/fie.v11i2.1395

Cited by 3 publications

(1 citation statement)

References 1 publication

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“…This is different from the transition from "present to future", in which the future is the result of free choice and reaction of the environment. In formulating the strategy, the system of mutual expectations must be organically combined with the system of interests of the subjects and the system of their intentions (intentional system) [18].…”

Section: Issn 2312-847xmentioning

confidence: 99%

Conceptual Positions of Enterprise Strategy Functioning

Kalaman¹,

Savenko²,

Dolynska³

2019

FIE

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Ensuring the effective development of manufacturing enterprises requires a number of activities that are concerned with the planning and systematic organization of its activities, making and implementing management decisions, conducting production and innovation processes and evaluating the results achieved on the basis of the involvement of internal and external strategic impulses.The article analyzes the concept of strategy, its structure and its functions. It has been revealed that the task of strategic planning of activity and development of the enterprise is one of the important in the conditions of competition. Many real enterprises were not prepared for its decision. In order to understand this process, it is necessary to disclose the content of the strategic approach in enterprise theory and in the practice of enterprise management. The main objective of this article is to determine the requirements for the development and implementation of strategies arising from the theoretical analysis of the internal and external environment of the enterprise. In formulating the strategy of the enterprise it is important not to get lost in the infinity of incomparable possibilities of strategic choice, to reduce the variety of these opportunities in each line of activity of the enterprise to a discrete set of options. Developing and presenting recommendations for conducting this necessary part of strategy development and implementation is the second objective of this article.

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Section: Issn 2312-847xmentioning

confidence: 99%

Conceptual Positions of Enterprise Strategy Functioning

Kalaman¹,

Savenko²,

Dolynska³

2019

FIE

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Risk Management Implementation Into the Strategic Management System

Skopenko,

Mostenska,

Kovtun

et al. 2024

tppe

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The article considers the basic notions of strategic and risk management of entities as an essential factor in ensuring efficient functioning and adaptation to the fast-changing conditions of the external environment. Implementation of risk management into the strategic management system is a valuable factor for a company's effective functioning in complex conditions of the contemporary business environment. Embodying a company's strategic plans demands considering the ambiguity of the environment and carrying managerial influence on risks as a must during the implementation of any strategy. That is why, when developing and implementing any strategy, one must consider associated risks. The article defines the place of risk management in the strategic planning process. It proves that being integrated into strategic planning, risk management enables the minimization of their negative effect on reaching organizational goals. The author offers a procedure to carry out risk-considering strategical management, stipulating ten successive steps: identification, analysis and assessment, elaborating responses based on the risk assessment results, choosing a method for risk management (processing risks), selecting managerial actions for risk processing, development risks management strategy, implementation, assessment of the strategy results, risks monitoring, corrections to the strategy. Risk management implementation into the general organizational strategy enables the minimization of probable losses within the uncertainty of conditions. The article contains a comparative analysis of qualitative and quantitative risk assessment methods. The represented pattern of the risk assessment and management methods enables the selection of the one that fits excellently to the internal and external environment of a company and ensures the effective delivery of the strategy. Risk monitoring has been demonstrated to be one of the basement risk-management tools. Risk monitoring shall accompany the whole strategy implementation process to detect any deviations between actual risk levels and forecasted ones and correct the implementation of the strategy.

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Шляхи Підвищення Конкурентоспроможності Підприємств Малого Та Середнього Бізнесу Виноробної Галузі

Kalaman

2019

PPEM

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The article examines the relevance of the research on the term competition, analyzes the shortcomings of the main part of the existing definitions of the concept of "enterprise competitiveness" and proposes its alternative formulation. The im-portance and importance of state support in the development of competitive small and medium entrepreneurship has been proved. The examples of state regulation of small and medium business in the leading countries of the world are given. The main indicators of the activity of small and medium-sized enterprises and the number of small enterprises of Ukraine in re-cent years are analyzed. The share of small and medium-sized enterprises in the total number of existing Ukrainian enter-prises is shown. It is revealed that the development of small and medium-sized wineries in the Odessa region is relevant. It is proved that on the market of viticulture and winemaking of the Odessa region it is possible to state increase of competitive-ness of activity of small and medium enterprises of the viticultural branch. However, the activities of wineries depend on state policy in this area, which is not fully exploited and the ability of the firms themselves to increase awareness, increase customer loyalty and loyalty, expand markets.

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Risk as a specific component of strategic enterprises management in the agrarian sector in the current conditions of Ukraine development

Cited by 3 publications

References 1 publication

Conceptual Positions of Enterprise Strategy Functioning

Conceptual Positions of Enterprise Strategy Functioning

Risk Management Implementation Into the Strategic Management System

Шляхи Підвищення Конкурентоспроможності Підприємств Малого Та Середнього Бізнесу Виноробної Галузі

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