Tleuzhanova Manatzhan Ashimkulovna

Kazakh University of Finance, Economics and International Trade

E-mail: m_tleuzhanova@mail.ru

Satmurzaev Asan Adasbekovich

Kazakh National Pedagogical University named after Abai, Kazakhstan

MОNITORING, EVALUATION AND ANALYSIS AS BASIS FOR DECISION-MAKING

Abstract

This article examines the modern company as an object of management. New terms and conditions of the national economy requires fundamental changes in the methods of company management. Economic development increases the responsibility and autonomy of companies in the development and management decisions to ensure their efficient operation. The basis of any management are reasonable prediction of future development companies and supervises the implementation of the plans in order to timely adjust them, allowing to quickly adapt to the unpredictable and unstable market....

The modern firm as an object of control is a very complex organization. The development of market relations increases the responsibility and independence of firms on the development and management decisions to ensure their efficient operation. The new conditions of the market economy requires fundamental changes in the methods of company management. The basis of any management are reasonable prediction of future development firms and control over the implementation of these plans in order to timely adjust them, allowing to quickly adapt to the unpredictable and unstable market. Quality control is only when it is based on a systematic and objective analysis of the economic performance of the projects.

 From the quality of the estimates, the level of objectivity, reliability and in formativeness depends on the correctness of the conclusions and recommendations, and ultimately develop concepts of development and enterprise management. Put into practice methods for assessing financial performance did not meet the requirements of modern management and often do not reflect the depth of occurrence of many processes inherent in the period of economic transformation are inadequate changing control tasks.

 As practice shows, well defined strategy on paper by an average of 70% are not introduced into the life, as estimated base was insufficient and the actual conditions were tougher than their image in the planning process. Consequently, the question of how to generate an estimate values of parameters in a much larger set of coherence between the complex and with giving them the role of independent analytical procedure that can not only identify the specific numerical characteristics, but also indicate the extent of their compliance with the optimum level of decisions.

First you need to clearly define the economic categories such as "estimate values of parameters" and "analysis of indicators" because often these concepts are perceived by economists as being equivalent. However, in our view, these categories are not identical to each other.

 The estimated values of the indicators need to understand their specific numeric value, but under analysis - action system, which allows to determine the movement of the obtained values of their properties in the information database, defined as their individual characteristics, resulting from the economic content. The analysis is done by comparing the actual values of the index and the base. Kazakhstan is currently the most common form of price competition has become. It largely determines the strategic direction of the company.

Develop strategies based on the forecast of price policies and assessment of future economic and financial results to provide:

- Reimbursement of invested funds from the proceeds of the sale of goods and services;

- Profit that provides margin not less than desirable for the firm level;

- Return on investment within a period acceptable to the Company.

 Under these conditions develop the right decisions depends entirely on the quality of the assessments of external and internal environment of the firm, because the definition of reality to achieve these results, strategic operations and is a key objective assessment of the financial and economic parameters of any prospective or existing project the future of the company.

 The assessment is always quite a complex procedure, which is due to several factors:

- first, to determine the level of future costs and the availability of funds for this purpose, or their sources;

- Secondly, the results are visible immediately, but over a long period, making it difficult to identify errors that occur;

- Thirdly, the implementation of long-running operations leads to increased uncertainty in the evaluation of all aspects in the future and increase the risk of error.

Proof of this position are research scientists, showing that demand for the Kazakhstan market at 80-90% price elastic, that is sensitive to any changes in it. Consequently, the gain or loss in the application of a strategy depends on how competitive prices affect the costs, which can be determined only by a complete analysis.

Improving financial analysis and evaluation of the results of management is currently not only relevant, but vital process improvement at all levels of management. This is due to the fact that the manager should not only assess how management decisions affect the financial condition of the company as a whole and whether the decision strategy of the company, but also what impact the results of the individual business units (responsibility centers) in the process of implementing the strategy.

The cost analysis is considered as a process of assessing the financial impact of alternative management decisions on the internal efficiency of the organization. The external environment into account almost not accepted or its impact is predicted on the basis of extrapolation methods with sufficient accuracy. However, the external environment has become increasingly unstable, unpredictable, escalating competition. In such a situation, the company is required to change the traditional approach to management accounting and analysis: it is not enough analysis, "in fact", and to a comparison of planned (standard) units with enclosed with the actual outcome and results to the modern concept of strategic management. Improving financial analysis and evaluation of the results of management is currently not only relevant, but vital process improvement at all levels of management. This is due to the fact that the manager should not only assess how management decisions affect the financial condition of the company as a whole and whether the decision strategy of the company, but also what impact the results of the individual business units (responsibility centers) in the process of implementing the strategy.

The cost analysis is considered as a process of assessing the financial impact of alternative management decisions on the internal efficiency of the organization. The external environment into account almost not accepted or its impact is predicted on the basis of extrapolation methods with sufficient accuracy. However, the external environment has become increasingly unstable, unpredictable, escalating competition. In such a situation, the company is required to change the traditional approach to management accounting and analysis: it is not enough analysis, "in fact", and to a comparison of planned (standard) units with enclosed with the actual outcome and results to the modern concept of strategic management.

Under the strategic cost management refers to the resulting correlation analysis system of accounting information with the company strategy and development on this basis of specific organizational management activities designed to achieve the best results. Cost data used to develop a strategy focused on the creation and implementation of a sustainable competitive advantage. In strategic management accounting and management analysis act as an information system serving the managerial decision making process (Fig. 1)....

Impact

Business

Accounting

Данные Information Information

The need for information

Fig. 1 Information System - the basis for decision-making

 Thus, the system of evaluation and analysis process provides management decisions, and if they are carried out correctly, or not fully, the poor quality of information is almost always virtually laid the wrong management decision. Unfortunately, experience shows that in most business information is not unity between the financial and management accounting, there is no special organs on the analysis of prices, costs, price competition and processing accounting information. Such information should be formed not only by the joint efforts of the accountant and the director, but you need a specialist, analyzing prices and price competition.

 In a market firms need to have a common accounting system with the strategic orientation (Fig. 2). Only in this case, the account information will facilitate the process of developing and implementing the business strategy of the organization, and the tools of accounting will be entered into the process of strategic management. The transition from the administrative cost analysis to strategic cost management is a major challenge in the development of strategic management. The success of this transition should boost the value of management accounting. Estimate of the accounting system will be in its influence on the implementation of the strategy developed

Fig. 2. The necessary information, providing strategic management process

 From Fig. 2 shows that strategic management is a continuous cyclic process is constantly based on a rating system of analytical information, which can be divided into three stages: 1. Strategic planning. 2. Strategic organization. 3. Strategic control.

 It is often perceived only as a strategy for the strategic planning process. However, this is not enough for a full portfolio formation strategies to comprehend and process of the organization and the process of control that most often provide the necessary evaluation information.

 In the strategic planning process of any assessment of initial information to determine the mission, goals and objectives of the firm. Without an analysis of the accounting and financial information is difficult to understand the level of performance of all activities. Without an analysis of the external environment is impossible to analyze the strategic position, to assess the level of achievement, retention, development and capitalization of competitive advantage. At this stage, the accounting information - the basis for the financial analysis, which, on the one hand, provides information on the financial component of the strategic potential, and on the other - to evaluate strategic alternatives.

 Strategies that are not financially justified or not lead to an adequate financial return can not be considered successful. At the same stage in the process of analyzing the internal environment of the organization held a strategic cost analysis. Attention is focused on the comparison of costs of the firm and its competitors. Analysis tool is, in particular, value chain, which determines the activities, functions and processes of development, production, marketing, delivery and support of products or services. Traditionally, accounting costs are calculated on the basis of a wide range of costs. Identifying the costs by type of activity performed by means of the correlation of costs to specific species analyzed to solve the same problems that arise in business. To do this, you want to convert accounting data on the costs of firms in the cost of performing certain operations performed in the value chains of the company, with its relationships with suppliers and customers.

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