UDC 658.012.4; JEL M10, L21, D21, M19
Nosach, N. M., Yehiozaryan, A. H., & Polyakova, Ye. S. (2024). Rol' monitorynhu ta kontrolinhu v systemi menedzhmentu sub’yektiv ekonomichnykh vidnosyn [The role of monitoring and controlling in the management system of economic relationship entities]. Rehional'na ekonomika - Regional Economy, 113 (3), 131-139. DOI: https://doi.org/10.36818/1562-0905-2024-3-12 [in Ukrainian].
Sources: 15

Authors



Nosach Nataliya Mykhaylivna

Ph.D. of Economics

Doctoral Postgraduate of the Department of management, business and administration of the State Biotechnological University

Contacts: red.edit.10@gmail.com

Webpages:

Yehiozaryan Artur Henrikhovych

Ph.D. of Economics

Deputy Head of Office of the Northeast Office of the State Audit Service of Ukraine

Contacts: yehiozarian.art@gmail.com

Webpages:

Polyakova Yevheniya Serhiyivna

Ph.D. of Economics, Associate Professor

Vice-rector for Scientific and Pedagogical Work of the International Technological University "Mykolayiv Polytechnics"

Contacts: riske2074@gmail.com

Webpages:

Resume

This article examines the strategic role of monitoring and controlling in the management of economic relationship entities in the context of the modern economy. The aim of the current research is to systematize, generalize, and improve the theoretical and methodological foundations regarding the role of monitoring and controlling in the management system of economic relationship entities. The study presents the significance of these tools for timely responses to market changes, controlling financial indicators, and ensuring the achievement of the strategic goals of the enterprise. It is substantiated that monitoring provides systematic tracking of the organization’s performance and forecasting of potential risks, contributing to the optimization of management decisions. It has been identified that controlling serves as an important element of integrating management processes, including planning, analysis, and control, which enhances the competitiveness of enterprises in the market. The article presents a classification of the main types of monitoring and controlling, illustrating their interconnection and the possibility of simultaneous application for a comprehensive approach to management. The study also reveals that monitoring and controlling are essential components of management activities aimed at continuously tracking the state of affairs in the enterprise and adjusting management decisions based on the data obtained. The study shows that the integration of monitoring and controlling forms a cyclical management process consisting of data collection, analysis, planning, execution, and control stages. This, in turn, ensures continuity in management and supports feedback, which is critical for the long-term success of the enterprise amid dynamic changes in the external environment. Based on the analysis of the results of managing the enterprise as a production system, the importance of monitoring and controlling at all stages of strategic management is justified. The study justifies the need for the implementation of integrated monitoring and controlling systems that will enable enterprises to enhance their efficiency, adaptability, and resilience in the market.

Keywords:

monitoring, controlling, management processes, strategic goals, enterprise competitiveness

References


1. Shpankovska, N. H., Bilova, O. S., & Kanska, O. I. (2012). Vnutrishn’ohospodars’kyy control’ [Internal control of the economy]: Manual. Dnipropetrovsk: National Metallurgical Academy of Ukraine. [in Ukrainian].
2. Beridze, T., Lokhman, N. &Pasichnyk N. (2019). Monitoring the efficiency of use of enterprise resources potential. Innovative economics and management, 6 (3), 26-35. Retrieved from https://iem.ge/ojs/index.php/journal/issue/view/14/29 [in Russian].
3. Bondarchuk, M. K., &Volyanyk, H. M. (2013). Finansovyy oblik yak informatsiyne dzherelo dlya vyznachennya rivnya ekonomichnoyi bezpeky pidpryyemstva [Financial accounting as informative source for determination of enterprise economic security level]. In Naukovyy visnyk L’vivs’koho derzhavnoho universytetu vnutrishnikh sprav. Seriya: Ekonomichna [Scientific Bulletin of the Lviv State University of Internal Affairs. Series: Economic]: Vol. 2 (pp. 207-216). Retrieved from http://nbuv.gov.ua/UJRN/Nvldu_e_2013_2_25 [in Ukrainian].
4. Vasyechko, O. O. (2005). Metodolohichni zasady statystyky pidpryyemstv [Methodological Foundations of Enterprise Statistics]. Kyiv: Information and Publishing Center of the State Committee of Statistics of Ukraine. [in Ukrainian].
5. Beridze, T. M. (2017). Statystychnyy monitorynh v ekonomichniy politytsi pidpryyemstva [Statistical monitoring in the economic policy of the enterprise]. In Transformatsiya finansovykh rynkiv v umovakh hlobal'noyi nestabil'nosti: realiyi s'ohodennya ta pohlyad u maybutnye [Transformation of financial markets in conditions of global instability: present realities and a look into the future]: Proceedings of the Visiting Scientific and Practical Seminar, October 6-15, 2017 and the International Scientific and Practical Internet Conference, October 30, 2017 (pp. 73-76). Irpin: University of the State Fiscal Service of Ukraine. Retrieved from http://ir.nusta.edu.ua/ispui/handle/doc/1731 [in Ukrainian].
6. Biryukov, A. M., & Kovalevskaya, I. A. (2017 Diagnostika kak protsedura prognozirovaniya stepeni blizosti predpriyatiya k nesostoyatel’nosti ili bankrotstvu [Diagnostics as a procedure for predicting the degree of proximity of an enterprise to insolvency or bankruptcy]. Ekonomika i menedzhment innovatsionnykh tekhnologiy – Economics and Management of Innovative Technologies, 8. Retrieved from http://ekonomika.snauka.ru/2017/08/15240 [in Russian].
7. Varava, L. M. (2002). Strategicheskoye upravleniye v gornodobyvayushchey promyshlennosti (na primere predpriyatiy zhelezorudnoy podotrasli Ukrainy) [Strategic management in the mining industry (using the example of enterprises of the iron ore sub-sector of Ukraine)]. Donetsk: DNU. [in Russian].
8. Ilchuk, O. O., & Dyedova, K. O. (2011). Znachenya diahnostyky finansovoho stanu v systemi upravlinnya torhovel’nym pidpryyemstvom [The Importance of Financial Status Diagnostics in the Management System of a Trading Enterprise]. In Naukovyy visnyk NLTU Ukrayiny [Scientific Bulletin of UNFU]: Vol. 21.18 (pp. 112-116). [in Ukrainian].
9. Dovbnya, S. B., & Ponomarenko, R. V. (2023). Rozvytok stratehichnoho planuvannya: istorychni etapy ta suchasni rysy [Development of Strategic Planning: Historical Stages and Modern Features]. Biznes Inform – Business Inform, 10, 321-328. DOI: https://doi.org/10.32983/2222-4459-2023-10-321-328 [in Ukrainian].
10. Kulish, D. (2022). Suchasni realiyi stratehichnoho planuvannya diyal’nosti pidpryyemstv [Current realities of strategic planning of enterprises]. Visnyk Khmel’nyts’koho natsional’noho universytetu: Ekonomichni nauky – Bulletin of the Khmelnytskyy National University: Economic Sciences, 6(2), 142-150. DOI: https://doi.org/10.31891/2307-5740-2022-312-6(2)-26 [in Ukrainian].
11. Yavorska, N. R., & Shyshkovskyy, O. N. (2013). Metody kil’kisnoho otsinyuvannya sotsial’no-ekonomichnoho rozvytku pidpryyemstv [Methods of Quantitative Assessment of Socio-Economic Development of Enterprises]. Tekhnolohichnyy audyt ta rezervy vyrobnytstva – Technological audit and production reserves, 5/3(13), 54-58. DOI: https://doi.org/10.15587/2312-8372.2013.18579 [in Ukrainian].
12. Shershnova, Z. Ye. (2004). Stratehichne upravlinnya [Strategic Management]: Textbook. 2nd ed. Kyiv: KNEU. [in Ukrainian].
13. Porter, M. E. (2009). Stratehiya konkurentsiyi [Competitive Strategy]. Kyiv: Foundations. [in Ukrainian].
14. Ponomarenko, V. S., Trydid, O. M., & Kyzym, M. O. (2003). Stratehiya rozvytku pidpryyemstva v umovakh kryzy [Enterprise Development Strategy in Crisis Conditions]. Kharkiv: INZHEK. [in Ukrainian].
15. Ponomarenko, V. S., Zhuravlova, I. V., & Latysheva, I. L. (2008). Informatsiyni systemy v upravlinni personalom [Information Systems in Personnel Management]. Kharkiv: KhNEU. [in Ukrainian].