Mechanism Of Enterprise Management Research Articles

Lean Production as Mechanism of Enterprise Management

Maintenance of lean production is a system that consists of tools (methods) aimed at creating and incrementing values, struggle with losses, optimization of enterprise work, cutting prime cost and raising quality of products, development of responsible attitude of personnel to changes. For any industrial enterprise it is important how to minimize losses and increase value of products. Today lean production is not only a managerial practice but also a subject of academic research. In spite of a long history lean production due to its modification capacity is considered an innovation concept. The article characterized lean production as a managerial mechanism of the enterprise, showed reasons for managerial problem arising and provided ways of their resolving. Special attention is paid to methodology of lean enterprise mechanism and principles of maintaining its work. The authors showed stages of starting-up the mechanism of lean production at the enterprise. According to the authors, problems of raising quality and cutting prime cost of products can be solved with lean production as a managerial mechanism. The present research can help elaborate the program of maintaining the work of lean production mechanism and use the algorithm at the enterprise.

Ризик-орієнтований підхід до управління підприємством сфери послуг

The article is devoted to the study of features of the introduction of a risk-oriented approach in the context of the development of quality management systems, which ensures the integration of risk management with the mechanism of enterprise management in compliance with the principles of consistency, economy and coherence of business processes to solve the problems of ensuring their risk tolerance and competitiveness. The article discloses economic essence of risk as an integral part of each business process in activity of an enterprise in the service sector under conditions of uncertainty and its essential characteristics – negative consequences, optional nature of occurrence and the impossibility of their complete exclusion. The features of the manifestation of risks of service enterprises, the main aspects of the process approach in quality management systems and its integration with the business processes of service enterprises, the implementation of risk management in the quality management system of service enterprises, introduced in accordance with ISO 9001:2015, are considered. The practical significance of the obtained results of the study lies in the possibility of using the proposed risk-oriented approach to management and its integration into the quality management system of an enterprise in the service sector through the allocation of responsibility centers for risk management within the framework of the implementation of the main groups of business processes of the Quality Management System in the context of the requirements of the international standard ISO 9001:2015.

THEORETICAL AND PRACTICAL ASPECTS OF MANAGEMENT OF THE FINANCIAL STABILITY OF THE ENTERPRISE

The article considers the basic scientific approaches to the economic contents of the notions of financial stability, mechanism of enterprise management. Offered interpretations of the concept of the mechanism of financial stability enterprise management and main stages of the process of its formation. The activity of the Ukrainian enterprise "Stalkonstruktsia" LLC is characterized. It was determined that during 2019-2021, the company's balance sheet is completely liquid, which indicates a sufficient amount of funds to repay current liabilities. The indicators of the business activity of "Stalkonstruktsia" LLC in 2019-2021 positively characterize the company's activity, namely, the company uses its own capital effectively, we observe an increase in the turnover rate of stocks, finished products, accounts payable and an increase in the efficiency of their use, which is positively reflected in the business activity of the company. It was concluded that the enterprise needs to use more long-term debt financing in its economic activities, which will increase the return on equity.

Дослідження таргету як інструменту маркетингових комунікацій

The aim of the article. The aim of the article is to analyze the basic theoretical and methodological principles and practical principles of targeted advertising as a tool of marketing communications. Analyses results. In order to ensure stable economic development and efficient functioning of your activity in the modern market conditions of enterprises, it is necessary to form a mechanism of enterprise management with the use of marketing. The most common and most developed tool of marketing communications is advertising. But the shortcomings of advertising, such as difficulties in determining the effectiveness and delayed feedback from the recipient of the advertising message is solved by targeted advertising. The main difference between targeted advertising and other types of advertising is the use of targeting to find the desired target audience, which allows you to effectively use the budget and track the effectiveness of the investment in advertising. The article presents targeted advertising and the main advantages and disadvantages of targeted advertising in general. The implementation of marketing communications using the tool of targeted advertising is impossible without specialized platforms. Platform algorithms search for the target audience with which marketing communications will be made. It is like a large customer base, and you need a specialized machine search to find its potential customers. The analysis of Facebook's performance indicators (Meta Platforms) and its tools for marketing communications targeted advertising explains the popularity of the corporation's taxes and its advertising platforms. This is due to not only the large user base and the ability to carry out targeted advertising on not only social networks, but also many functional tools for working on targeted advertising and their convenient functionality. To find the right target audience with Facebook Ads Manager, you need to choose the target of your targeted advertising campaign, which is optimized for the right marketing communications. The platform presents three categories of goals, depending on the direction of advertising: image, review or sales. The scientific novelty of the study is the systematization of all types of targeted advertising, analysis of the Facebook Ads Manager platform for targeted advertising. The proper use of a set of tools for situational analysis and recommendations for improving the effectiveness of targeted advertising in marketing communications, taking into account the advertising structure of a specialized platform Facebook Ads Manager, are proposed. Conclusions and directions for further research. Marketing communications have a direct impact on the efficiency of the enterprise. Targeted advertising, based on the targeting and the use of specialized, high-performance platforms, minimizes the inefficient use of investment in advertising and marketing communications due to the possibility of mass communication with the target audience. Further research into targeted advertising as a marketing communications tool consists of in-depth analysis of all types of targeted advertising, detailed research of a specialized online platform for targeted advertising Facebook Ads Manager and monitoring of change. The analysis of each of the goals of targeted advertising and the formula for ranking ads in the type of purchase «Auction» on the platform Facebook Ads Manager. The optimization mechanism of a targeted advertising campaign and its scaling on the Facebook Ads Manager platform are described. The peculiarities of the use of targeted marketing communications on B2B in B2C markets are analyzed and recommendations for improving the effectiveness of targeted advertising in them are provided.

Mechanism of financial regulation of business entities foreign economic activity

Relevance of research topic. In modern conditions of globalization and strengthening the international integration processes, the enterprises foreign economic activity (FEA) acquires strategic importance for their further development. Formulation of the problem. Today, one of the problems facing business entities in their foreign economic activity is the lack of an effective mechanism for its financial regulation. Taking into account the leading role of financial and economic factors in the management of the foreign economic activity, such a mechanism would allow enterprises to implement effectively their foreign economic strategy and improve their competitive positions in the foreign markets. Analysis of recent research and publications. The problems of financial mechanisms and financial regulation are the subject of research in the professional scientific literature on the theory of finance. Certain issues related to the financial regulation of enterprises’ foreign economic activity are studied in scientific papers on foreign economic activity, financial management, foreign economic activity management, strategic management of the foreign economic activity. Selection of unexplored parts of the general problem. A thorough study must be conducted on the specifics of financial regulation of foreign economic activity at the level of business entities, as well as on the creation and functioning of a financial self-regulation mechanism in foreign economic activity. Setting the task, the purpose of the study. Developing a mechanism of financial regulation of business entities foreign economic activity, and studying its components, taking into account the peculiarities of financial regulation of foreign economic activity at the micro-level. Method or methodology for conducting research. System and structural approach, method of logical analysis, method of graphic analysis, method of comparison, method of structuring. Presentation of the main material (results of work). The paper substantiates the feasibility of creating a separate mechanism on the enterprises carrying out foreign economic activity, aimed at its financial regulation. Based on the analysis of the domestic legal framework and scientific research on foreign economic activity and enterprise finances, the features of financial regulation of business entities foreign economic activity are determined, which should be taken into account when building an appropriate mechanism. The mechanism of financial regulation of business entities foreign economic activity is developed and its components are investigated. The field of application of results. Scientific research of the problems of financial regulation of business entities foreign economic activity, the educational process (in the preparation of the relevant sections of textbooks and tutorials for courses "Finance", "Foreign economic activity"). Conclusions according to the article. When forming the mechanism of financial regulation of business entities foreign economic activity, the peculiarities of such a regulation at the business entities level should be taken into account. The structure of the mechanism of financial regulation of business entities foreign economic activity is built based on its belonging to the general mechanism of enterprise management, the mechanism of foreign economic activity management, the financial mechanism of enterprises, and the monetary-financial mechanism of foreign economic activity. The structure includes financial management of business entity foreign economic activity as a set of target, functional, providing, and management subsystems, as well as a subsystem of financial levers through which the influences on foreign economic activity are made, and a direct regulation subsystem. Along with the key role of state regulation, the enterprises’ managers must make and implement independent decisions, develop their own systems of financial regulation of foreign economic activity at the corporate level.

ОСОБЛИВОСТІ СТИМУЛЮВАННЯ ЗБУТУ НА ТОРГОВЕЛЬНОМУ ПІДПРИЄМСТВІ

This article is devoted to the problem of sales management, which is relevant for all business entities of the modern market economy. Much attention is paid to the marketing component of the enterprise, in particular, stimulating sales, its essence and role in the mechanism of enterprise management .Today, the dynamics and qualitative changes in the marketing of the enterprise are characteristic, which causes the constant increase of environmental requirements to the effectiveness of economic transformations in management systems, sanation and reorganization of material and technical support and is aimed at intensifying organizational development of the enterprise. Generalization of the marketing sphere in the direction of promotion of goods and services, which is in the phase of intensive development and dynamics, was carried out. It is proved that this is based primarily on increased competition among manufacturers, which forces entrepreneurs to look for new ways to attract and capture the attention of consumers, and, as a result, increase sales. It is substantiated that the sales incentive system is a powerful tool for ensuring the stability of the enterprise in the conditions of development of the modern market and aggravation of competition. It is important to offer such conditions of management in order to achieve an increase in profitability indicators that characterize the overall economic efficiency of the enterprise and its competitiveness. The essence of the category "sales promotion" from different positions is revealed. The description of the interpretation of the algorithm of stages of development of the sales incentive plan is given. Features, advantages and disadvantages of stimulating sales have been identified. Measures and directions of effectiveness of increasing sales stimulation at a trading enterprise are proposed. Effective sales promotion, integrating into the marketing of a particular product, thanks to the tasks being solved, is one of the most important elements of the promotion complex. The article indicates the techniques and tools of sales promotion, which have their pros and cons. The results of their analysis affect the actions of the consumer, turning him from a potential into a real buyer.

Research on the incentive of Government subsidy in the Innovation ecosystem of Guangzhou New Energy Automobile Industry

Led by made in China 2025 and the 13th five-year Plan of Guangdong Province, the development of strategic emerging industries in Guangdong Province needs to build an innovation ecosystem. In the development of industrial innovation, the management and development of enterprises are affected by policy environment, technological innovation, talent incentive and so on. The profit transformation ability, research and task development ability of core enterprises still need to be improved. On this basis, this paper takes Guangzhou as an example to investigate the current situation of incentive implementation of innovative industry and the role of industrial technological innovation from the starting point of government subsidy policy.Through the analysis of the different roles in each stage of the innovation process to achieve complementary advantages, the transformation of enterprise management mechanism, highlight the incentive mechanism of the innovation ecosystem, and achieve the healthy development of the industrial innovation ecosystem.

Методичний підхід до оцінки системи менеджменту виробничих підприємств

Мета. Метою дослідження є розробка методичного підходу до оперативної оцінки системи менеджменту виробничих підприємств з використанням показників, що характеризують організаційну структуру їх управління, управлінський персонал та ефективність його діяльності. Методологія / методика / підхід. Теоретичною і методологічною основою дослідження є діалектичний метод пізнання, концептуальні положення й результати досліджень вітчизняних і закордонних науковців за проблематикою оцінки системи менеджменту суб’єктів господарювання. Дослідження здійснено з використанням сучасних загальнонаукових і спеціальних методів: абстрактно-логічного – для теоретичних узагальнень результатів наукового пошуку та формулювання висновків; індуктивно-дедуктивного – для формування системи показників оцінки системи менеджменту підприємства; монографічного – для поглиблення розуміння поняття «система менеджменту»; анкетного опитування експертів – для формування найбільш придатних для оперативної оцінки показників. Інформаційну базу дослідження становили статистична та фінансова звітність підприємств олійно-жирової галузі. Результати. Розроблено алгоритм оцінки системи менеджменту виробничих підприємств. Алгоритм спрямований на оцінювання організаційної структури управління підприємством, управлінського персоналу та ефективності його управлінської діяльності. Обґрунтовано оптимальний мінімально достатній перелік показників для оцінки системи менеджменту виробничих підприємств. Запропоновано до практичного використання методику оцінки системи менеджменту виробничих підприємств. Оригінальність / наукова новизна. У статті вперше запропоновано методичний підхід до оцінки системи менеджменту виробничих підприємств з використанням оціночних показників, визначення яких не потребує додаткових наукових досліджень. Практична цінність / значущість. Запропонований методичний підхід може бути застосований на підприємствах для організації аналітичної роботи з оцінки ефективності функціонування системи менеджменту за тривалий час господарювання (три, п’ять і більше років). Отримані результати розрахунків будуть корисними для щорічного корегування (за потребою) організаційно-економічного механізму управління підприємствами.

Формирование механизма управления промышленными предприятиями в условиях ограничительных мер

The article presents current problems faced by industrial enterprises related to the impact of the coronavirus epidemic. Difficulties arising from the production of industrial products, which are directly related to restrictive measures, are disclosed. The key directions of companies in the field of processing are defined, namely: creation of a corporate information management system, improvement of the cash management system, introduction of such mechanisms as” implementation of remote office “and” promotion of production automation. Currently, many manufacturing companies have urgent needs for remote collaborative task management, project management, workflow management, and other software. At the same time, they pay more attention to the practical application of BI, big data analysis, and artificial intelligence. The key advantages of processes for automation and intelligent modernization of fixed assets are identified. It is proved that integration of remote control, intelligent equipment and a high level of automation into production and management processes of industrial enterprises will contribute to development in the short and long term. The main task of the presented research is to determine the key features and relationships of the elements of the management mechanism of industrial enterprises among themselves. At the same time, it was possible to form a conceptual management model based on them. To do this, it is necessary to determine the role of the industrial enterprise management mechanism in the management system. The General structural model of the industrial enterprise management mechanism in the conditions of remote control of divisions is formed. The main goal of integrating the management mechanism of an industrial enterprise is to increase competitive advantages and increase profits

Organization and Legal Forms of Entrepreneurship in Hotels: the Arguments About the Choice

Actuality. Currently, the hospitality industry, including the hospitality industry, is dynamically growing and becoming an important component of the national economy. The potentially high return on relatively low initial investment makes the investment attractiveness of the hotel business to investors. When creating hotels, investors should determine the legal form of business management, develop an organizational and economic mechanism of enterprise management, which will allow maintaining and strengthening the firm’s stable position in the competitive market, to meet the needs of consumers, to adequately and promptly respond to changes in the environment and to develop steadily. The subject of the research is the peculiarities of choosing the optimal legal form of management in the hotel business. The purpose of the study is to determine the factors influencing the choice of legal forms of entrepreneurship in the hotel business. Research methods. The research was conducted by working out acts of Ukrainian legislation, scientific publications on hotel management, statistics data, and expert assessments. Results . The main theoretical and practical results that determine the novelty and practical significance of the study are to determine the legal form of business as one of the key elements in the effective management of the hotel. Conclusions and Discussion . It is established that the organizational and economic mechanism of management and in particular the legal form of entrepreneurship is one of the important factors for ensuring the long-term competitiveness of hotels. The choice of the optimal legal form of entrepreneurship depends on the scale of the business and other factors.

ФОРМУВАННЯ ОРГАНІЗАЦІЙНО-ЕКОНОМІЧНОГО МЕХАНІЗМУ УПРАВЛІННЯ КОНКУРЕНТНИМИ ПЕРЕВАГАМИ НА ПІДПРИЄМСТВАХ ЗАЛІЗНИЧНОГО ТРАНСПОРТУ

The management mechanism is an integral part of the management system, resulting in an effective influence on a variety of factors, which leads to a certain result of the object of management. Focusing on the needs of the consumer, implementing an effective science and technology, innovation and market policy, the desire to update and apply innovations, recognition of social responsibility become the main factors that have a direct impact on the mechanism of enterprise management. For railway companies with a complex management structure, a special place in management is the need to integrate all economic, organizational and technical processes necessary to integrate into one whole all internal industry resources, enhance adaptability and competitiveness. Thus, changing approaches to enterprise management requires a thorough revision of the entire management system, changing the psychology of workers at all levels, improving their qualifications, changing the principles of forming a strategy for enterprise development and defining its goals, the structure of organization and management, the process of developing and adopting management decisions, work with personnel, approaches to assessing the effectiveness of the entire enterprise, its production units and services and workers.Dynamic changes in the market environment, the struggle for the consumer through the creation of such a product, which he wants to get the consumer, the growth of competition leads to the need to revise all management activities of the enterprise. After all, management activities to date are one of the main factors in the effective functioning of an enterprise or company, and the formation of an effective organizational and economic management mechanism will promote productive management and ensure a high level of competitiveness. The key methods of organizational and economic management of the competitiveness of a modern enterprise include: the revitalization of investment and innovation activities, technical re-equipment; improvement of management in the field of finance and capital investments; development of measures on productive use of production, material and financial resources; improvement of personnel management and personnel motivation; introduction of an effective quality management system; use of methods of quality management of products or services; changing approaches to planning and diversifying the production process; review of accounting and cost analysis system; Improve marketing research by reviewing market research approaches; improvement of information support and digitalization of all possible managerial, organizational and production processes; the combination of all components of management activity in relation to the domestic and foreign policy of the enterprise.The proposed approaches to the introduction of a management mechanism to ensure the competitiveness of railway companies enable them to keep their existing competitive positions and raise their level of competitiveness today and in the future. But measures aimed at increasing competitiveness will not be met unless the railways management clearly determines the strategy for the development of each component of the railway transport sector both in the current period and in the future.

Теоретико-методологічні підходи до формування організаційно-економічного механізму управління підприємством

Теоретико-методологічні підходи до формування організаційно-економічного механізму управління підприємством

FORMATION OF ORGANIZATIONAL ECONOMIC MECHANISM OF MARKETING BASED PARTNERSHIP BETWEEN ENTERPRISES

This paper aims at suggesting organizational economic mechanism of partnership between enterprises on marketing basis and reveals the purpose of its realization. It defines the essence of this mechanism, principles of development, as well as the main purposes of formation. The main arguments are proposed for benefits of formation of the mechanism on meat processing enterprises in the cooperation process with other market participants. The analysis of the reasons of low level of partnership between meat processing enterprises was conducted and ways to eliminate the defects are proposed. The model of organizational economic mechanism of marketing based partnership between enterprises was formed in a six-dimensional chart, which characterizes the difficulty and versatility of relations as well as the necessity of the system approach. It is determined that the significance of organizational economic marketing mechanism of partnership implementation is a requirement for the success of each economic participant’s strategic efforts. Keywords: organizational economic mechanism, marketing, partnership, enterprise DOI: 10.15276/mdt.2.1.2018.7 Ansoff, I. (1989). Stratehycheskoe upravlenye [Strategic Management]. (L. Evenco, Trans). Moscow: Economics [in Russian]. Bohynia, D.P., Kulykov T.H., & Shamota V.M. (2001). Sotsialno-ekonomichnyi mekhanizm rehuliuvannia rynku pratsi ta zarobitnoi platy [Socio-economic mechanism of regulation of the labor market and wages]. Kyiv: Institute of Economics of the National Academy of Sciences of Ukraine [in Ukrainian]. Butenko, N.V. (2015). Orhanizatsiino-ekonomichnyi mekhanizm upravlinnia partnersko-korporatyvnymy vidnosynamy [Organizational economic mechanism of partner-corporate relations]. Business Inform, 5, 248–254 [in Ukrainian]. Getman, O.O. (2011). Orhanizatsiino-ekonomichnyi mekhanizm pidvyshchennia konkurentospromozhnosti pidpryiemstva na zasadakh marketynhu [Organizational-economic mechanism for increasing the competitiveness of the enterprise on the basis of marketing] Dnipropetrovsk: DDFA [in Ukrainian]. Illiashenko, S.M., & Ovcharenko, M.I. (2013). Zasady orhanizatsiino-ekonomichnoho mekhanizmu upravlinnia rozvytkom korporatyvnoi kultury promyslovoho pidpryiemstva [Principles of the organizational economic mechanism for managing the development of corporate culture of an industrial enterprise]. Efektyvna ekonomika – Effective economy, 9. Retrieved from: http: //www. economy.nayka.com.ua/?op=1&z=2315 [in Ukrainian]. Kozachenko, G.V. (2003). Orhanizatsiino-ekonomichnyi mekhanizm yak instrument upravlinnia pidpryiemstvom [Organizational economic mechanism as an enterprise management tool]. Ekonomika. Menedzhment. Pidpryiemstvo – Economics. Management. Enterprise, 11. 27–38 [in Ukrainian]. Kolotova, N.B. (2015). Pryntsypy marketynhu vidnosyn innovatsiinykh proektiv mashynobudivnykh pidpryiemstv [Principles of marketing of relations of innovation projects of machine-building enterprises]. Ekonomichnyi analiz - Economic analysis, Vol. 21, 2, 115–121 [in Ukrainian]. Kutsenko, A.V. (2008). Orhanizatsiino-ekonomichnyi mekhanizm upravlinnia efektyvnistiu diialnosti pidpryiemstv spozhyvchoi kooperatsii Ukrainy [Organizational economic mechanism for managing the efficiency of the enterprises of consumer cooperatives in Ukraine] Poltava: RVV PUSKU [in Ukrainian]. Lysenko, Yu.O., & Yegorov P. (1997). Orhanizatsiino-ekonomichnyi mekhanizm upravlinnia pidpryiemstvom [Organizational economic mechanism of enterprise management]. Ekonomika Ukrainy - Economy of Ukraine, 1, 86–87 [in Ukrainian]. Parkhomets, M.K., & Hudak V.V. (2014). Orhanizatsiino-ekonomichnyi mekhanizm zabezpechennia dokhidnosti silskohospodarskykh pidpryiemstv: teoriia, metodyka, praktyka [Organizational economic mechanism for providing profitability of agricultural enterprises: theory, methodology, practice]. Ternopil: TNEU [in Ukrainian]. Pavlenko, A.F., Voichak, A.V., Kardash, V.Ya., & Pylypchuk V.P. (2005). Teoriia i praktyka marketynhu v Ukraini [Theory and practice of marketing in Ukraine] Kyiv: KNEU [in Ukrainian].

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.

ОРГАНІЗАЦІЙНО-ЕКОНОМІЧНИЙ МЕХАНІЗМ УПРАВЛІННЯ КОНКУРЕНТОСПРОМОЖНІСТЮ ПРОМИСЛОВОГО ПІДПРИЄМСТВА

The article includes defining features of organizational development-economic competitiveness of enterprise management mechanism, described management subsystem. The basic principles of assessing organizational - economic mechanism of the competitiveness of enterprises and ensure effective management and theoretical aspects of management of enterprise's competitiveness. Estimation of the components of the organizational and economic mechanism of the enterprise's competitiveness and proved the main proposals for improving the competitiveness of forecasting based embedded mechanism. It was determined that organizational- economic mechanism of competitive enterprises associated with the development and effective operation of management subsystems. Proposed scientific guidance on the choice and implementation of specific organizational, economic, technical and technological measures to create conditions to ensure real competitive advantage in an uncertain external environment.

A Study on Environmental Effect in the Process of Economic Transition from the Perspective of Managerial Mechanism of Enterprise-A Case of Shandong Province

Abstract Since the reform and opening, the economic system of Shandong Province is transforming gradually from a planned economy to a market economy in the process of economic transition, besides, the enterprise mana gement mechanism is also undergoing profound changes, particularly in the enterprise business system of ownership, firm size and corporate social responsibility. The change of business operation mode produces different environmental effects, This paper analyzes the environmental effects in the process of economic transition from the perspective of enterprise management mechanism, while compares the different law of environmental effects in the enterprises of different scale and different ownership, and analyzes the role that corporate social responsibility played in sustainable development in depth, which has an important reference for Shandong to establish a sustainable development mechanism and build an ecological province.