STRATAGEMS FOR REGULATION OF SOCIO-ECONOMIC EXCLUSION AT ENTERPRISES

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STRATAGEMS FOR REGULATION OF SOCIO-ECONOMIC EXCLUSION AT ENTERPRISES

Journal Title: Проблеми системного підходу в економіці - Year 2018, Vol 4, Issue 66

Abstract

The article reflects the justification of the stratagems of regulation of socio-economic exclusion at the enterprise, which allow developing and implementing promising directions of administrative actions and promptly responding to the corresponding manifestations of behaviour-rejection of personnel of enterprises. The stratagems of regulating social and economic rejection in the form of theft, fraud, maliciousness, theft, denunciations, and dismissal can explain the motivating factors of such employees who carry out appropriate actions at the enterprise, and thus help managers to strengthen loyalty and commitment of employees, and to prevent the spread of this negative phenomenon on the results of enterprise activity. It is determined that stratagems are ready-made receptions, strategic moves and solutions in difficult situations. Stratagems are used in organizational and managerial situations when traditional resources of an enterprise are not enough to achieve the intended result. Advantages of using stratagems are that they are universal; they can be used in different managerial situations. The stratagems are a kind of finished product in the form close to the schemes. In this case, stratagems have their own peculiarities. One of these features is the high level of abstraction. At the same time, stratagems have a rather specific and even conflicting character. A stratagem approach is an approach through the prism of conflict, the confrontation of someone with someone. That is, stratagems are focused on solving conflicting tasks. They are in demand in military, commercial, political, and interpersonal confrontations. Consequently, the stratagems are very precisely the task of regulating and neutralizing the socio-economic rejection at the enterprise, that is, the permanent conflict inside and outside the entprise, as well as the consequences of these conflicts. There are direct and secondary causes, under the influence of which the employee makes the decision to dismiss and, after a while, is dismissed – it is a dynamic process. The decision to dismiss mainly arises as a result of job dissatisfaction, which leads to the search of its alternative. Secondary causes, which also play an important role, are professional duties, stress level, workgroup cohesion, independence, leadership, equitable distribution, and career prospects. These factors influence the degree of loyalty and satisfaction that constitute a vision of life. Therefore, no doubt, some peculiarities of a person’s character relate to certain types of exclusion. The people involved in the wrecking are in many respects different from those who intend to delate their enterprise, although they may be forced by the same circumstances. A number of cases of improper behaviour at the workplace can be significantly reduced by using the presented stratagems, although it is certainly impossible to completely eliminate them. However, using the proposed stratagems, it is possible to change the disloyal and indifferent behaviour of employees, that is, to form the loyal and honest staff of the enterprise.

Authors and Affiliations

G. S. Likhonosova

Keywords

EP ID EP562152
DOI 10.32782/2520-2200/2018-4-12
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