Uman NUH | today: 12/22/2024
| Author(s) |
Novak I., Candidate of Economics Sciences, , Uman National University of Horticulture, Ukraine Сухецька К. В., , , |
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|---|---|---|---|
| Category | Economics | ||
| year | 2022 | issue | Issue number 100. Part 2 |
| pages | 84-90 | index UDK | 005.334:338.24 | DOI | 10.31395/2415-8240-2022-100-2-84-90 (Link) |
| Abstract | The economic activity of any enterprise can be considered as economically safe, in which there are no significant threats to its stable and efficient functioning, and crisis, characterized by a violation of the state, unprofitability and a lack of resources necessary for the development of a market entity. Modern difficult conditions for the development of the domestic economy and companies, in particular, require the search for sources of effective management. An important role in such a situation is played by antisipative management. The key features of the economic activity of agricultural enterprises is a high level of uncertainty in the operating environment, which is manifested both in a systematic change in the legislative field, unbalanced state policy, weakness in the financial sector, and in the growth of international competition and pressure on the domestic market. At the same time, the imperfection of the system of economic security of most enterprises in the agricultural sector does not contribute to active counteraction to the implementation of external and internal threats, which entails the development of crisis processes. Timely and justified adoption of antisipative decisions based on tracking the appearance of weak signals is designed to provide the level of economic security necessary for development in the face of destabilizing effects of the external and internal environment. Management by weak signals is one of the options for an enterprise to act in the event of a threat, that is, the approaching manifestation of a financial crisis, which makes it possible to localize it with the least expenditure of resources and time.In order to respond in a timely manner to incoming signals both from the outside and from the internal environment, monitoring of a large number of parameters that are indicators of the effectiveness of the enterprise should be organized. Therefore, for the effective application of the weak signals management model, it is important to identify the most significant indicators that affect the enterprise, as well as to develop a methodology for determining the impact of expected changes and develop a mechanism for using potential opportunities and neutralizing possible threats. | ||
| Key words | management, crisis situations, anticipatory management, weak signals, crisis management mechanisms, principles, crisis, factors of financial crisis, agricultural sector | ||