Экономические науки/2. Экономика предприятия
Usachev
V.A. PhD, Associate Professor, Bazyuk V.
Донецкий национальный университет экономики и торговли
имени Михаила Туган-Барановского
DEVELOPMENT
OF STRATEGIC MANAGEMENT AT UKRAINIAN ENTERPRISES
Strategic management is a rapidly developing field of
science and management practices that emerged in response to the increased
dynamism of the business environment. The theory of strategic planning and
management was developed by American researchers businesses and consulting
firms, then this device entered in the Arsenal of methods of corporate planning
of all developed countries.
Currently there are many definitions of strategy, but
they all share the concept of the strategy as a conscious and well thought-out
set of norms and rules underlying the drafting and adoption of strategic
decisions affecting the future condition of the enterprise, as a means of
communication enterprises with the external environment. Strategy is the
General program of action, identifying priorities and resources to achieve the
main goal. It formulates the main goals and the main ways of achieving them in
such a way that the company gets the same direction of motion [1].
Strategic management is the process of adoption and
implementation of strategic decisions, the centerpiece of which is a strategic
choice based on a comparison of its resource potential of the company with the
opportunities and threats of the external environment in which it works [3].
In the economic practice of Ukraine the mechanism of
strategic management is in its infancy. At the same time Russian and
international analysts believe that the Ukrainian market has entered a stage
when the lack of developed strategy prevents enterprises at every step.
In a command economy the development of their plans,
the company received the above information on the nomenclature of manufactured
products, suppliers and consumers, prices on their products, many other
indicators and standards, which are automatically laid in the basis of development
plans. Itself the planned work was to find effective ways of fulfilling tasks
in conditions of predictable environment. This task remains and in a transition
economy, but in a market that is only part of the planned work [2].
Now the enterprise itself should determine and
forecast the parameters of the external environment, range of products and
services, prices, suppliers, markets, and most importantly - its long-term
targets and strategies. This part of the planned work and covers the
development of the strategic plan.
Rapid changes in the external environment domestic
enterprises also stimulate the emergence of new methods, systems and management
approaches. If the surroundings are practically stable, that is no special need
to be engaged in strategic management. However, nowadays the majority of
Ukrainian enterprises to work in a fast-paced and difficult predictable
environment, therefore, in need of methods of strategic management.
The necessity of establishment of the system of
strategic management in domestic practice, due also to the ongoing integration
processes. In the Ukrainian business arise industrial groups uniting
technologically connected enterprises, there is an active process of formation
of financial-industrial groups (fig), commercial companies almost
simultaneously with the creation of the core business started to make financial
and commercial groups. Commercial firm, along with groups, many backed by
commercial banks, began to acquire industrial enterprises, participating in
privatization, investment tenders actively buying up shares of attractive
enterprises [4].
The next important prerequisite for the development of
strategic management is the process of the globalization of business, which
affected our country. Global firms view the world as a single whole in which
erased national differences and preferences, occurs standardization
consumption. The products of global firms Mars, Siemens, Sопу, Procter@Gamble and many others are sold in all countries of the world
and is an important factor of competition in domestic markets.
Thus, the Directors of the former state enterprises
and leaders of new companies is growing understanding of the importance of a
long-term objectives and planning development in the long term. The matter is
complicated by the fact that many Ukrainian enterprises were in a kind of
information vacuum. On the one hand, the abundance of disordered external
information, with other - the lack of systematized benchmarks for a choice of
directions of development. In addition, tools development and implementation of
their own strategies differ significantly from the previously accepted system
of planning and is known about them until relatively little, because in
practice it did not become generally accepted methods of the planned work. Most
domestic producers only comes to an understanding of what is called strategic
management.
Literature:
1. Виханский О.С.
Стратегическое управление- М.: Издательство «Гардарики», 2000г
2. Виханский О.С.,
Наумов А.И. Менеджмент: человек, стратегия, организация, процесс: Учебник. М.:
Гадарики, 2000г.
3. Дойл Питер.
Маркетинг-менеджмент и стратегии/ Пер. с англ.: «Издательство ПИТЕР», 2002г.
4. Котлер Филипп.
Основы маркетинга / Пер. с англ. . - М.: «Издательский дом «ВИЛЬЯМС», 2003г.