The Study of Methodology of Formation of the Complex Mechanism of Strategic Management of Building Enterprise

Strategic objectives and principles that support them should automatically transform into a company concept, detail its status, express intent of the owner and management of the company, when working with customers and the public. Therefore, the implementation of strategic objectives and principles should be formed by the model of complex mechanism of strategic management. Mechanisms of strategic management can be represented as a set of factors; organizational, economic, motivational, technical and technological, legal and policy interventions that convert strategic management to the new, desired state. In practice, these mechanisms are so closely interrelated with each other that it is difficult to separate any natural factor, which is not included in the different mechanism of strategic management but rather belongs to factors of a different nature. Therefore, the selection of strategic management mechanisms on the principle of uniformity is made only by the presence of the main features: economic, organizational, motivational, technical, technological or legal. The fundamental difference between the proposed complex mechanism of strategic management of building enterprise management mechanism, is that the mechanism of strategic management has a modulated condition for achieving the future goals of the company and the future survival under fierce competition. Simulated version of our integrated strategic management mechanism of building company is able to achieve the strategic goals under different business operations. The actual mechanism of strategic management is always specific, and is always aimed at achieving specific goals through the implementation of specific strategies. It is formed whenever administrative decision has taken place by the coordination of all the elements of management mechanism. Some properties have long-term mechanism of action, other properties - a short-term. Strategic management deals with long-term goals, because it is essential in the formation of long-term mechanism of action. Thus, the formation mechanism of strategic management is carried out repeatedly in accordance to the objectives and strategies of the company to promote a certain goal. The result of these influences will bring the facility into compliance with management objectives. If you unable to mobilize the right amount of resources, you have to review or management techniques or readjust management objectives

Institutional arrangements for public debt management

This paper analyzes institutional arrangements for public debt management by reviewing the experience of OECD countries during the late 1980s and 1990s. It discusses principal-agent issues arising from the delegation of authority from the Minister of Finance to the debt management office and describes how countries have designed governance structures and control and monitoring mechanisms to deal with these issues. The paper also discusses what lessons emerging market countries and transition countries can draw from the experience of advanced OECD countries. The OECD experience clearly indicates that-regardless of whether the debt management office is located inside or outside the Ministry of Finance-four issues are of vital importance: 1) Giving priority to strategic public policy objectives rather than tactical trading objectives. 2) Strengthening the institutional capacity to deal with financial portfolio management and with the public policy aspects of debt management. 3) Modernizing debt management. 4) Creating mechanisms to ensure successful delegation and accountability to the Ministry of Finance and Parliament.Public Sector Economics&Finance,Public&Municipal Finance,Strategic Debt Management,Payment Systems&Infrastructure,Urban Economics,Public Sector Economics&Finance,Strategic Debt Management,Urban Economics,Public&Municipal Finance,Banks&Banking Reform

THE STRATEGIC PLANNING WITHIN THE ENTERPRISE PRODUCING ROAD VEHICLES

We can look at the planning as the first function of the management because it will take place before the other functions, the avoidance of errors, the economy of resources and the increase of the company activity performances may be achieved through the planning activity. The policy of the organization producing the road vehicles remains the same as long as the organization will carry out its activity or it may be changed when the managerial team will be also changed. As we said before, throughout the whole period of the application of the policy of the organization producing the road vehicles. The main objective of the strategic planning for the companies producing road vehicles is to establish the main objective of activity of the company and that of the organization of the activities in order to obtain the expected results and the achievement of the objectives. The strategic planning has as distinctive element the approach of the content elements of the management and strategic marketing as a process, made up of successive stages (phases), being in interdependent relations. The action carried out by cascade involves the passage of each phase step by step.marketing, strategic planning, road vehicles, management.

URBAN MANAGEMENT– CURRENT STRATEGIC APPROACHES

In recent years urban management conceptual evolutions are more and more connected to the chances in public administration practice, in particular to ways of raising efficiency and effectiveness. The interest shared by a great number of stakeholders regarding urban development, the increasing role of environment issues and the need for a broad vision for managing cities, are all premises required for a strategic approach to urban management performance. The paper presents some relevant issues related to urban management studies: the dynamics of the concept, missions and goals, strategic options. The results of the research indicate that the action directions required to obtain satisfactory levels of efficiency and effectiveness in urban management are: developing o strong habitation policy, locating economic activities, developing public equipment and planning urban transport.urban management, strategic options, planning, habitation, urban transport, public equipment.

Strategic Human Capital Management: NRC Could Better Manage the Size and Composition of Its Workforce by Further Incorporating Leading Practices

[Excerpt] After the passage of the Energy Policy Act of 2005, which included tax incentives for nuclear energy, NRC significantly expanded its workforce to meet the demands of an anticipated increase in workload that ultimately did not occur. More recently, a forecast for reduced growth in the nuclear industry prompted NRC to develop plans for changing its structure and workforce to better respond to changes in the nuclear industry. Strategic human capital planning is one of several actions the agency is taking. The explanatory statement accompanying the Consolidated Appropriations Act for fiscal year 2016 included a provision for GAO to report on NRC’s workforce management. GAO examined NRC’s strategic human capital management efforts and the extent to which these efforts incorporate leading practices. GAO reviewed NRC’s strategic workforce plan and other related documents and interviewed knowledgeable NRC officials

Commonwealth Fisheries Harvest Strategy: Policy and Guidelines

The harvest strategy policy and associated implementation guidelines was developed by the Australian Government in 2007. The aim was to ensure that key commercial fish species are managed for long -- term biological sustainability and economic profitability. It also seeks to provide the fishing industry with a more certain operating environment. The harvest strategy policy provides a framework that allows a strategic, science -- based approach to setting total allowable catch levels in all Commonwealth fisheries on a fishery by fishery basis. The implementation guidelines provide practical advice on how to interpret and apply the harvest strategy policy to Australia's fisheries and contain details of the science behind the fisheries management decisions. After the policy was issued in September 2007, the then minister required the Australian Fisheries Management Authority to implement harvest strategies in all relevant Commonwealth fisheries by January 2008

Restructuring of Human Resource Management In The U.S.: Strategic Diversity

Change is endemic in the U. S. economy and in worker-management relations. This change can be examined from the perspective of increasing centralization in which public policy dictates that corporations and the state act in concert, to a decentralized market system in which assets are constantly being reconfigured to more productive uses. This paper looks at the evolution of industrial relations and personnel administration to human resource management within this context of continual change through centralized versus decentralized perspectives. Major shifts in HR policies in American companies are described. Within these major shifts, a wide diversity of policy options for workermanagement relations exist. A strategic-contingency model may provide a unifying framework to assist decision makers in choosing among these policy options

Debt management in Brazil : evaluation of the Real Plan and challenges ahead

Brazil's domestic debt has posed two challenges to policymakers: it has grown very fast and, despite progress, remains extremely short in maturity. The authors analyze Brazil's experience with domestic public debt management, searching for policy prescriptions for the next few years. After briefly reviewing the recent history of the country's domestic debt, they decompose the large rise in federal bonded debt in 1995-98, searching for its macroeconomic causes. The main explanations: extremely high interest payments (caused by Brazil's weak fiscal stance and quasi-fixed exchange rate regime) and the accumulation of assets (especially obligations of Brazil's states). Simulations of the net debt path for the near future underscore the importance of a tighter fiscal stance to prevent the debt-to-GDP ratio from growing further. The authors'main policy advice is to foster and rely more on inflation-linked bonds--the least harmful way to lengthen debt maturity.Economic Theory&Research,Banks&Banking Reform,Public Sector Economics&Finance,Payment Systems&Infrastructure,Strategic Debt Management,Economic Theory&Research,Banks&Banking Reform,Strategic Debt Management,Public Sector Economics&Finance,Municipal Financial Management

Making the most of community energies:Three perspectives on grassroots innovation

Grassroots innovations for sustainability are attracting increasing policy attention. Drawing upon a wide range of empirical research into community energy in the UK, and taking recent support from national government as a case study, we apply three distinct analytical perspectives: strategic niche management; niche policy advocacy; and critical niches. Whilst the first and second perspectives appear to explain policy influence in grassroots innovation adequately, each also shuts out more transformational possibilities. We therefore argue that, if grassroots innovation is to realise its full potential, then we need to also pursue a third, critical niches perspective, and open up debate about more socially transformative pathways to sustainability

Environmental Decision Making and Risk Management for Groundwater Systems

With an eye to a specific application in New Zealand, Ms. Gough explores the use of risk management approaches for environmental decision making at strategic, policy, management and operational levels