ASSESSMENT OF UNCERTAINTY WHILE SELECTING THE OPERATIONAL STRATEGY BY THE INDUSTRIAL ENTERPRISES IN ROMANIA

Rusu Vasilica

doi:10.36004/nier.es.2021.1-07

Abstract

In conditions of uncertainty, an enterprise should have a rational basis for making decisions, which would enable the comparison of different alternatives and the choice of the most suitable action for achieving its objectives. Some researchers consider that uncertainty is generated either by insufficient knowledge about the nature of phenomena and processes or by the lack of information about these phenomena and processes. The author considers that these interpretations need to be completed by clarifying the motives which cause uncertainty. The following types of environment can be distinguished which could be considered as sources of uncertainty: socio-economic; scientific and technical; political and juridical; the sales partners’ environment; the environment of the seller; the competitors’ environment; the consumers’ environment; the investments environment. The aim of the present paper is to determine the degree of influence (markedness) of each type of uncertainty upon the decisions made while selecting the operational strategy by the industrial enterprise. The research has been carried out at 29 enterprises from different industrial fields from Romania: metallurgical industry, production of basic pharmaceuticals and pharmaceutical preparations, construction materials industry, food-processing industry, manufacture of chemical substances and products. The management teams of those companies have taken part in the survey. The research is based on the data processing and analysis obtained from 256 questionnaires. The survey carried out within the industrial enterprises has shown that the uncertainty from the consumption environment has the biggest impact upon the operational decisions of the companies. The uncertainty from the internal, political, juridical, scientific and technical environment is being analyzed to a lesser extent. The lowest domain of uncertainty is characteristic for the chemical industry and the highest for the industry of manufacture of basic pharmaceuticals and pharmaceutical preparations.

Highlights

The changes that are taking place in the domestic and international environment related to the orientation of economy towards modernization and developing innovations, increase of uncertainty for the market processes, modification of the business relations and interpenetration of economies, generate different problems in the management of operation activities of the industrial enterprises
Summarizing the performed evaluation, we could assert that the uncertainty is a flexible characteristic, while a more stable basis of the operational activity is the potential of manufacture of the enterprise
The research of the category of “uncertainty” in relation with the “risk” category has demonstrated the ambiguity of their interpretation and has revealed the necessity to distinguish between these categories

Summary

Introduction

The changes that are taking place in the domestic and international environment related to the orientation of economy towards modernization and developing innovations, increase of uncertainty for the market processes, modification of the business relations and interpenetration of economies, generate different problems in the management of operation activities of the industrial enterprises. One of the most important conditions for the prosperity of the Romanian economy constitutes the high efficiency of the production processes which involves the rational utilization of resources, improvement of operational processes, strategic planning of the operational activity taking into account the factors of uncertainty, improvement of quality and product competitiveness. The technological and productive development is often overshadowed by the new scientific tendencies, but namely the operational activity constitutes the basis without which it is impossible to rationalize and build an efficient economic structure. The new circumstances for making decisions which constantly appear, lead to the emergence of several alternatives for development and significantly complicate the development of the operational strategy

Objectives

Results

Conclusion