Механизмы принятия управленческих решений по управлению специфическим риском
The article is devoted to the problem of the company specific risk. The main methods of risk assessment, the questions of specific and systematic risks definitions are considered in the article. The results of contemporary publications on the topic of specific risk reviewing are summarized in the article.
Legal basis for expert activities is developing in Russia. Concepts of the development of the civil law legislation and information society, regulations for strategic management have given a new impulse to it. Expert procedures are shifting to network space. Their quality and efficiency are increasing due to the usage of Intelligent Information Technology and situation centers.
In the paper the matters of development of corporate governance and strategic management information support systems are considered. For management purposes related with development of such systems a methodological approach is proposed. The approach stipulates three management levels: upper (the level of the system in whole), middle (the level of subsystems) and lower (the level of development projects). General management functions such as design, planning and control are considered within the managerial scheme. Feedforward and feedback relations between certain management functions, including functions of different hierarchical levels, are described.
The aim of the paper is to develop a methodological approach to conceptual modeling of performance management systems. For these purposes such systems are considered as means of information support of corporate governance and strategic management and include such components as analytical methods, management processes, information systems and personnel competences. As a result, a modeling approach based on functional blocks, modules and information flows is proposed, and a conceptual model of a generic performance management system is developed. The model consists of four aggregative functional blocks (strategic analysis and strategic choice, management by key performance indicators, corporate planning and budgeting, consolidated financial reporting) and may be considered as a reference model for different types of organizations.
In the paper integrated information systems for corporate planning and budgeting are considered. Four groups of practical tasks exceeding the bounds of typical functionality of special-purpose planning and budgeting information systems are allocated. Several classes of information systems (simulation, statistical analysis, financial analysis and modeling, group decision making, business intelligence), which may provide the completeness of corporate planning and budgeting are denoted as solutions complementary to special-purpose planning and budgeting systems.
Continuous turbulence in external environment has resulted in significant change of company’s long-term goal: from traditional to value-based management system. This article discloses advantages and disadvantages from corporate strive to use balanced score card for maximizing stakeholder’s value (welfare).