Abstract
This paper work includes general financial parameters of small and medium enterprises which causal influence on the implementation of reengineering in transition economies through: management processes, Luirao marketing functions, functions of scientific research, the function of management approach in planning production, development and control aspects of business operations with the economic and financial effects. Based on these parameters the financial analysis of major economic indicators of application of reengineering in small and medium enterprises is shown. The design of small and medium enterprises through re-engineering must be comprehensive (systems approach) and that there is an effective methodology which depends on the specific enterprises Aspect of the analysis should focus on the cost of the company.
Highlights
Business functions to their proper concept, content and organization of companies providing efficient business ie. achieving given business goals
Small or medium-sized enterprise is a system in which information is collected and processed, make decisions and perform actions which change the state of the enterprise system and is characterized by the following features that causally affect to the implementation of reengineering in terms of general financial parameters[1]: Competitive interaction between sellers and buyers can be a relationship of competitions and negotiation
Economic parameters that ensure the functioning of the enterprise for the implementation of reengineering affect the amount of income of small and medium enterprises in terms of providing basic salary carrier group process reengineering
Summary
Business functions to their proper concept, content and organization of companies providing efficient business ie. achieving given business goals. Development strategy as a set of decisions about what and how to implement in a given time, and how to realize long-term goals. A company can choose the strategy of development or conservation development strategy better than the previous development. For which of these two strategies of the company is to decide, depending on whether its growth and development on a production scale (defensive strategy) or flexible manufacturing systems (offensive strategy). Both can be specified for the entire company and some of its functions. Business functions in a small or medium enterprises make up an important segment of the business enterprise (Figures 1., 2., 3. - business functions 1, 2, 3)
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