Olena Prokhorenko

В статті запропоновано типологію організаційної готовності до масштабування на основі значення та однорідності компонентів відповідного індексу. Типологія виділяє чотири базові позиції: рівномірно високі значення всіх компонентів; рівномірно низькі значення; переважно високі при наявності окремих низьких показників; переважно низькі при наявності окремих високих. Кожен з типів описаний з позицій проблематики, ризиків, та найбільш застосовних організаційних форм та інструментів масштабування, що складають основу подальшого розвитку. Вагомим практичним здобутком є встановлення відповідності між типами організаційної готовності та рекомендованими організаційними моделями масштабування, такими як корпоративна інтеграція, стратегічні альянси, аутсорсинг, дистанційні формати роботи, ліцензування, франчайзинг, венчурне партнерство та розвиток внутрішніх центрів компетенцій.

The article explores the evolution of approaches to business scaling as a key direction of modern strategic management. Beginning with the classical economic theories of the 19th and 20th centuries, particularly the works of E. Penrose, A. Marshall, and I. Adizes, the article reveals early views on enterprise growth, their life cycle, and development characteristics. It is noted that scaling has traditionally been associated with increased production capacity, geographical expansion, and economies of scale. In the contemporary context, these approaches have lost their universality, as business environments are increasingly characterized by instability, digital challenges, and a high dynamics of changes. The article proposes a systematization of key concepts of scaling, including the definition of its essence, strategic goals (revenue growth, market expansion, competitiveness), objects (products, processes, technologies, teams, business models), and methods of implementation. Particular attention is devoted to the consideration of scaling in the digital age: automation, artificial intelligence, cloud solutions, big data, and agile management methodologies have become the foundation of modern growth strategies. A detailed review of current research, including the works of Al Ries, R. Hoffman, C. Christensen, K. Hutter, which shape the latest paradigm of business scaling, has been conducted. The specifics of scaling in the technology sector, where the speed of innovation renewal and the need for adaptive organizational structures are the determining factors, are highlighted separately. The Ukrainian context of scaling is also considered, including examples of companies that, despite wartime activities and economic restrictions, managed to scale their products and enter new markets. The barriers arising during the scaling process are analyzed: financial difficulties, lack of qualified staff, managerial mistakes, issues with corporate culture, and technical obsolescence. It is concluded that business scaling is no longer solely an economic task, but has transformed into a comprehensive development strategy requiring a holistic approach, multidimensional assessment of efficiency, risk consideration, and building internal sustainability within the organization. The article may serve as a foundation for in-depth research in the fields of organizational transformation, digital resilience, innovation management, and the formation of adaptive business models in a globally changing environment.

Aim. To determine the state of organizing the process of analyzing the quality management system of a typical pharmaceutical enterprise in accordance with the current industry requirements of Good Manufacturing Practice and the ISO 9001:2015 standard, as well as substantiating effective approaches to improving this activity. Materials and methods. We used analysis, comparison, questionnaires, surveys and direct observations. The results were processed and verified using licensed Microsoft Office Excel software products. Results. The relevance of the development of quality management systems (QMS) of domestic pharmaceutical organizations in the period of martial law has been proven. The requirements of the DSTU ISO 9001:2015 standard, as well as the requirements of the guidelines on Good Manufacturing Practice (GMP) of medicines for reviewing and analyzing QMS of pharmaceutical enterprises (PhE) have been analyzed. Approaches to the organization of QMS review at a number of domestic PhE have been studied; as a result, typical inconsistencies of these procedures have been determined. Based on the results of the study and the experience analyzed in supporting the QMS functioning of PhE, effective organizational approaches have been identified, and recommendations are given for the effective analysis of QMS of PhE. Conclusions. In the study conducted, a review of the practice of analyzing QMS at a number of domestic and foreign PhE has been carried out, and typical inconsistencies of this process have been identified and systematized. The requirements of the DSTU ISO 9001:2015 standard, as well as the industry requirements of the GMP guidelines for reviewing and analyzing the quality system of PhE have been analyzed. Based on the results of the research and the authors’ own experience in implementing and supporting the QMS functioning of PhE, the main organizational approaches and recommendations for analyzing QMS of PhE have been determined.

В останні роки використання дистанційної праці стало одним з головних викликів для менеджерів через безпрецедентну пандемію. Для багатьох українських організацій у 2022 році необхідність здійснення ще більш радикального переходу на віддалену працю була викликана російським вторгненням в Україну та пов'язаним з цим переміщенням населення. Перехід до нової форми роботи в умовах невизначеності, разом з чіткою потребою підтримувати та покращувати результативність, посилюють інтерес до цієї теми. Однією з найактуальніших проблем при цьому є забезпечення комфортних умов праці. Метою дослідження є вивчення очікувань та вимог працівників щодо дистанційної праці, порівняння цих вимог з потребами менеджменту і визначення напрямків вдосконалення роботи в цій сфері. Дослідження ґрунтується на аналізі емпіричних даних онлайн-опитування працівників та керівників організацій. Визначено потенціал для вдосконалення управління дистанційною роботою за рахунок технічного забезпечення, роз'яснення нових робочих процедур та навчання персоналу для роботи в нових умовах. Крім того, виявлено взаємозв'язок між потребами та вимогами працівників і такими факторами, як вік, стать та функціональні обов'язки. З практичної точки зору результати дослідження можуть бути використані менеджерами різних рівнів для кращого розуміння потреб працівників, розробки операційних стратегій та стратегій управління людськими ресурсами в сучасних умовах.

Introduction. Changes in the forms and methods of labor organization, caused primarily by the development of information and communication technologies (ICT), have led to a significant increase in the possibilities of information transfer and even management of operations. Under these conditions, businesses receive a number of advantages. The COVID‑19 pandemic and the war on the territory of Ukraine became an additional catalyst for the development of remote technologies with their introduction into various areas and spheres of activity: execution of operations, provision of services, trade, and learning. However, the forced transition to remote work also leads to negative consequences, quite often associated with the unpreparedness of employees and managers for this form of relations. Purpose. The purpose of this paper is to study changes in the working conditions aftereffects as a result of the introduction of remote work from the point of view of the owners (managers or employers) and from the point of view of the employees or executors, as well as to highlight the main differences between these positions. Method. The empirical methods (observation and measurement), as well as empirical-theoretical methods: analysis and synthesis, induction and generalization were used during the research. Results. The measure of changes due to the transition to remote work D can be calculated as the average value of the influence of the following factors: economic feasibility X_e, professional comfort X_p, and personal comfort X_h. The value of each of the X_i factors, in turn, can be determined as a relative deviation of the assessment of the respondent's perception of remote work from the assessment of the traditional organization of the working process. According to the surveys conducted among employees and owners or managers of enterprises or structural divisions, a significant difference in the perception of the transition to remote was shown. From the employees' point of view, the remote work increases economic feasibility and professional comfort, but at the same time, the degree of personal comfort decreases. From the point of view of managers, the negative impact is observed on all three factors, which leads to decreasing in the organization's (unit's) performance. The positive effect of the transition to the remote mode of work is mostly noted by young people, employees of intellectual work and education, who engaged in work with information, calculations and customer service. Remote work increases the personal productivity of employees, but the effectiveness of the entire organization decreases.

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.

The purpose of the article is to substantiate a sound plan to design and implement a quality management system (QMS) at a typical domestic industrial enterprise: from the pre-design phase to obtaining a conformity certificate; to highlight problems that arise during the implementation of QMS, and to suggest sound recommendations for their solution. The introduction of QMS is considered as a project with the appropriate stages: the initiation stage, which means making decision on introducing QMS and appointing the project manager and task group; the planning stage, which means training the task group, defining the mission, vision, and policy in the field of the company quality, and designing the structure of QMS processes; the implementation stage, which means creating and publishing QMS documents and those of the pre-certification internal audit cycle; the completion stage, which means implementing all the documented procedures designed, and obtaining a certificate of their compliance with the requirements of ISO 9001 standart. The stages of such a project, their sequence, the estimated duration and distribution of responsibilities between the persons involved are offered. Possible problems arising at various stages of such a project are considered, namely: the conflict of QMS processes structure with the existing organizational set-up; unification of terms in the QMS processes structure due to the terminology already existing in the internal documentation; vague definition or lack of performance indicators; difficulties with the creation of the documentation system. Among the causes of these problems are: lack of motivation, unprofessionalism and / or lack of time among the developers, attempts to adapt to the existing system, the inconsistency of the actual goals of the organization head with the declared ones. It is recommended to divide the problem areas into three groups: by the performers (personal ones), by the system (systemic ones) and by the management of the company (administrative or leadership ones). A number of measures to eliminate or minimize the risks of problems arising during the introduction of QMS are suggested, and the responsibility areas as for taking these measures are determined.