Control Of Business Activities Research Articles

L’adeguato assetto organizzativo, amministrativo e contabile nelle PMI: onere e onore

Legislative Decree no. 14 of 12th January 2019, in additionto replacing the bankruptcy law and establishing thenew Code of Business Crisis and Insolvency, introducedand amended some articles of the Italian Civil Code on themanagement and control of business activities. Indeed, theregulatory provision, which requires the appointment of acontrol body or auditor for small and medium-sized enterprises,also affects the management of the performing companiesand, in particular, the establishment by these entitiesof an internal control system. The analysis carried out isintended to highlight the benefits that small and mediumsizedenterprises could obtain implementing a valid andadequate organizational, administrative and accountingstructure

Planilhas eletrônicas como ferramenta de apoio à decisão em uma empresa da cidade de Pau dos Ferros – RN

Com a informatização das empresas e, consequentemente com a chegada de Sistemas de Informação Gerenciais, é possível um controle maior das atividades empresariais, mas nem todas as empresas usam o sistema como ferramenta única para gestão. Dessa forma surgem as planilhas eletrônicas, as quais se tornaram grandes aliadas nesse processo de gestão e tomada de decisão. Sendo assim, o presente artigo tem como objetivo identificar a importância das planilhas eletrônicas como ferramentas administrativas e exemplos de suas aplicações para a organização pesquisada. Para fins metodológicos, foi utilizada a pesquisa bibliográfica, abordando os principais conceitos sobre o assunto, e um estudo de caso que juntos resultaram na criação de soluções através de planilhas eletrônicas. Com esse estudo, foi possível mostrar como as planilhas eletrônicas são importantes para o controle de dados, o qual simplifica o seu processo de transformação em informações, ajudando consideravelmente no controle do fluxo de informações ocorridas no ambiente empresarial específico, e com isso, aumenta o poder do gestor em tomar decisões.

Research and Development of Integrated Production Management System of Manufacturing Enterprises

With digital development of modern manufacturing enterprises, requirements for production process control, resource scheduling and cost analysis are increasing. Enterprises are therefore required to manage the information and process in order to reduce cost and production time and improve quality of products and services. Information for a enterprise concerns orders, raw materials, technology, manufacturing process and products, with huge amount of data and complex correlations among data. Accordingly, data model of integrated production management system is complicated and difficult to develop. This paper analyzes technological document, production plan, production task, production cost and process and control of business activities. Method of building a complete set of information model and process model for manufacturing enterprises is presented, which makes modeling more effective and standardized. As one common method, the model driven approach is introduced to set up the database structure and development strategy of integrated production management system, which may reduce the workload and difficulty of development. Development of a system is realized and verified in practice.

O Pensamento Estratégico no Século XX: Explicações Históricas

In this essay, we argue that an historical perspective helps to understand some of the strategic choices made by organizations. More specifically, the purpose here is to describe the great influence of historical events (related to economy, politics, technological advancement etc.) on the creation, acceptance, spreading and / or establishment of the strategic theories and tools developed since the beginning of the 20th century. Texts that usually discuss management and history outline only the Industrial Revolution or the transition from feudalism to capitalism, underestimating other historical forces that offer additional explanations to the evolution of strategic thinking. As a result of an extensive bibliographical research, we were able to identify four periods where the strategic theories developed reveal suitable responses to the challenges created by the environment: in the first one (1900-1938), strategy is concerned with organization and control of business activities, resembling the ideas developed by Scientific Administration; in the second period (1939-1964), strategic planning is formalized and the area is broadly recognized; the next decades (1965-1989) are characterized by competition and uncertainty, making strategy focus on problems emerged from the outside; finally, on the turn of the century (1990-2010), the unlimited information availability enhances the need for strategists’ conceptual and practical knowledge. Also, as a final contribution, we suggest two possible trends to the future of strategy.

Strategy in the 20th Century: Explanations from History

In this essay, we argue that an historical perspective helps to understand some of the strategic choices made by organizations. More specifically, the purpose here is to describe the great influence of historical events (related to economy, politics, technological advancement etc.) on the creation, acceptance, spreading and / or establishment of the strategic theories and tools developed since the beginning of the 20th century. Texts that usually discuss management and history outline only the Industrial Revolution or the transition from feudalism to capitalism, underestimating other historical forces that offer additional explanations to the evolution of strategic thinking. As a result of an extensive bibliographical research, we were able to identify four periods where the strategic theories developed reveal suitable responses to the challenges created by the environment: in the first one (1900-1938), strategy is concerned with organization and control of business activities, resembling the ideas developed by Scientific Administration; in the second period (1939-1964), strategic planning is formalized and the area is broadly recognized; the next decades (1965-1989) are characterized by competition and uncertainty, making strategy focus on problems emerged from the outside; finally, on the turn of the century (1990-2010), the unlimited information availability enhances the need for strategists’ conceptual and practical knowledge. Also, as a final contribution, we suggest two possible trends to the future of strategy.

Political Interests and Regulatory Enforcement in the Aftermath of Accidents

This article studies how political interests influence the enforcement of occupational safety and health (OSH) in the aftermath of accidents. Examining post-accident circumstances allows one to see how relationships between political interests and regulatory enforcement are affected by the fact that regulators routinely deal with morally ambiguous situations of potential harm, instead of the actual harm that is addressed after accidents. The evidence suggests that consistent with theories of regulatory capture, the ambiguity of regulatory violations does not affect relationships between OSH enforcement and politics: Overall support for government control of business activities appears to be of greatest importance.

The Corporate Person and Social Control: Responding to Deregulation

The need for a coherent left position on the issue of public control of business activities has been heightened by the experience of massive deregulation. This paper offers such a position, proposing a policy as a nonreformist reform in Gorz' sense. The patterns of regulatory law development and lack of effective enforcement in the United States and current right-wing attacks on regulation are outlined. Next, the corporation's component "persons": shareholders, directors, managers and workers are examined, to see which sanctions fall on which people, and what might constitute more appropriate "incidence" of sanctions, given the current United States political climate. Third, a proposal for extension of the personal liability logics applied to pension fund managers to the directors of businesses which violate laws, combined with utilization of available and more stringent sanctions on corporations themselves is developed. The rationale and precedent for such actions are presented, and I conclude with an argument over the extent to which debate on such a proposal, let alone its implementation, would move in the direction of Gorzian non-reformist reforms.

Government-Industry Cooperation That Works

things to government-industry relationships. It laid the basis for greater government concern with business operations in the future, in ways not previously contemplated. It also taught something about cooperation between government and industry. Whether we like it or not, government assistance, guidance, or control of business activities will be undertaken more freely in the future in an effort to relieve tensions in the business economy. And, in a democracy committed to a free enterprise economic system, the method by which such direction is exercised is of crucial im-