defined as the identification, formation and development of the values of employees
that are consistent with the strategic objectives of the enterprise. The value determines
the professional activity of the personnel, determines the types and models of its
behavior, promotes the growth of self-government and self-control.
CONCLUSION
According to the results of the research, it was found out that the category of
"value of the enterprise" can be defined on the basis of desirable characteristics of
phenomena, processes and objects that determine the behavior of economic entities and
have their time manifestation in current terms of compliance with the expectations of
participants in the stakeholder interaction. The key characteristics of the values of the
enterprise have been determined on the basis of the forms of their manifestation
(precriptive, descriptive), attributes (subject-object dichotomy, sensibility, behavioral
orientation, dynamism) and invariants (axiological, normative, consumer, material,
entrepreneurial). Decomposition of the conceptual-categorical apparatus of the theory
of value has allowed to note that the latter have a higher level of generalization than
motives, interests, needs and incentives because characterize comprehensively
enterprise’s relation to the objective reality. Orientations constitute a basis of the value
system of the enterprise, and a kind of superstructure is presented by a construct of a
higher order, namely, value orientations. On the basis of the synthesis of scientific
sources, it was found out that due to the short period of actualization and development
of value-based management concept, the issues of comprehensive and integrated
approach to the formation of a set of its basic scientific and practical provisions remain
unresolved. Separate approaches that reflect certain meaningful contexts of value-
based management should be considered as historical sources of this concept until the
time of its theoretical development.
The arrangement of the above-mentioned approaches has allowed to distinguish
the following: cost, social and environmental, inter-organizational partnership,
marketing-consumer, corporate-cultural and motivational-formative. Their division is
to a great extent conditioned by the priority of the managerial focus on the creation and
offering value for certain groups of stakeholders. The evolution of the aforementioned
approaches influenced by the changes of key business dominant, created a productive
theoretical basis for the development of an integrated system of value-oriented
enterprise management, corresponding to the realities of the business of the new
formation.
BIBLIOGRAPHICAL REFERENCES
1.
Peters T. J., Waterman R. H. (1982). In Search of Excellence: Lessons from
America’s Bestrun Companies. Harper & Row: N. Y.
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