Кафедра "Менеджмент"

Постійне посилання колекціїhttps://repository.kpi.kharkov.ua/handle/KhPI-Press/7475

Офіційний сайт кафедри http://web.kpi.kharkov.ua/mto

Від грудня 2021 року кафедра має назву "Менеджмент", попередня назва – "Менеджмент та оподаткування".

Кафедра "Менеджмент та оподаткування" заснована у 1991 році, добре відомим в Україні організатором науки та освіти, доктором технічних наук, заслуженим діячем науки і техніки України, академіком Леонідом Миколайовичем Івіним та є першою в Україні кафедрою менеджменту.

Кафедра входить до складу Навчально-наукового інституту економіки, менеджменту і міжнародного бізнесу Національного технічного університету "Харківський політехнічний інститут". За понад 30-річний період кафедрою здійснено підготовку і випуск понад 2000 фахівців в області менеджменту.

У складі науково-педагогічного колективу кафедри працюють: 3 доктора економічних наук, 23 кандидата наук: 18 –економічних, 2 – технічних, 1 – фізико-математичних, 1 – педагогічних, 1 – наук з державного управління; 2 співробітника мають звання професора, 18 – доцента. Викладачі кафедри мають практичний міжнародний досвід та володіють англійською мовою, що дає змогу проводити навчання як українською, так і англійською мовами.

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Retail and sales activities of enterprises during wartime in Ukraine
(2023) Shovhenia, O.; Brin, P. V.
Energy companies’ transparency: toward competitiveness and SDG 7 progress
(LLC "Consulting Publishing Company "Business Perspectives", 2023) Makarenko, Inna; Brin, P. V.; Belgibayeva, Anargul; Orlov, Igor; Oleksich, Zhanna
The disclosure of information on sustainability by energy companies is a guarantee of increasing their competitiveness in achieving Sustainable Development Goal 7 and the post-war recovery of the Ukrainian energy sector. This paper aims to evaluate the sustainability transparency reporting of energy companies in Ukraine and connect the level of such transparency and their competitiveness. The study used the Transparency Index to analyze information disclosure on sustainability by 50 energy companies in Ukraine, the largest taxpayers. It is based on SDG, CSR, and ESG criteria and shows the companies’ ratings. It was found that companies with a low disclosure of SDG, CSR, and ESG criteria have the largest specific weight (76%) among the respondents. The undisputed leader in sustainability transparency is Energoatom, while only 11 companies out of 50 surveyed have an A and B rating (the highest and higher level of transparency). The index was used as a factor variable in the non-parametric modeling of the relationship between the sustainability transparency of energy companies in Ukraine and their competitiveness (company return, profitability, and profit margin of taxes paid). A close, statistically significant, and inverse relationship was revealed between the Sustainability Transparency Index of energy companies and indicators illustrating their competitiveness besides profitability. The results of rating and clustering companies according to SDG, CSR, and ESG criteria can be used to improve their positive and negative investment screening procedures and increase their competitiveness on the way to SDG 7.
On the way to QMS implementation: the main milestones and issues in emerging economy
(2022) Lebedynets, V.; Prokhorenko, O. V.; Brin, P. V.; Nehme, M. N.
The aim of the research is to analyze typical problems in the implementation of quality management systems (QMS) on the basis of private production enterprises which operate in emerging economy context and to develop a rational strategic plan for the design and implementation of such a system, taking into account the experience of successful organizations. The main benefits of implementing QMS are presented. In the article it is recommended to consider the formation of QMS as a project with the appropriate stages of activities. The following positions are envisaged at the initiation stage: formalization of the decision on QMS implementation, appointment of project participants, project team training, as well as development of mission, vision, quality policy and QMS process structure. At the implementation stage, it is proposed to develop and approve QMS documents, as well as to implement an internal audit program. At the stage of project closure, it is advisable to put into operation the developed system and pass a certification audit in order to obtain a certificate of compliance with the requirements of ISO 9001. The article presents the structure, content, sequence and estimated duration of all the stages of the project, as well as the division of responsibilities between the project team members. Emphasis is placed on the main issues which can arise at different stages of such a project. In the paper the following range of issues was identified: inconsistency of QMS processes structure with the existing organizational structure of the enterprise; incorrect definition of the performance indicators for processes at different hierarchy levels; erroneous decisions in the internal documentation system organizing. In its turn, in the article the causes for the above-mentioned issues were identified, namely: insufficient motivation of project participants, lack of time or other necessary resources, unwillingness to change the current management system of the company, inconsistency of real goals with the stated ones, etc. In the article it is proposed to divide the main causes of issues into three basic groups: by project participants (personal), bureaucratic (systemic) and leadership (administrative). The authors propose a number of measures to minimize the risks of issues in the QMS implementation, and determine the distribution of areas of responsibility for these measures organizing.
Strategic Contribution of a Business Process to Company's Performance
(University of Tehran, 2020) Brin, P. V.; Prokhorenko, O. V.; Nehme, M. N.; Trabulsi, H.
The study is aimed at assessing the strategic importance of a business processes for achieving sustainable competitive advantage, therefore, in this article the theoretical approach for measuring the strategic contribution of a business process to an enterprise’s business system is presented. For evaluating of a business process strategic importance the study proposes the system of economic and managerial indicators, which includes the process’ contribution to the added value, its compliance to critical success factors, and its organizational involvement. Сombining these three indicators into one integral allows it to be used in different types of matrix analysis to make decisions on improving of a company’s business system.
Management of organizations
(2022) Brin, P. V.; Prokhorenko, O. V.
Diversification as a source of sustainable competitive advantage
(Національний технічний університет "Харківський політехнічний інститут", 2022) Ossai, A. H.; Brin, P. V.
International collaboration learning: using instruments Web 2.0 for organizing studying process in adverse conditions (Covid-19; the war in Ukraine)
(Liepaja Marine College, Latvia, 2022) Brin, P. V.; Prokhorenko, O. V.
Green logistics as an important part of CSR strategy
(Lithuanian Maritime Academy, Lithuania, 2022) Nehme, M. N.; Brin, P. V.
The green logistics: application in international and Ukrainian companies
(2022) Brin, P. V.; Kolomiiets, V.
International logistics in Ukrainian companies
(ФОП Сидоренко А. В., 2022) Brin, P. V.; Alieksieieva, I.

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