КЛЮЧОВІ ЗАВДАННЯ АНТИКРИЗОВОГО УПРАВЛІННЯ ПРИ ПРОЕКТУВАННІ ТА МОДЕЛЮВАННІ ОГРАНІЗАЦІЙНО-ТЕХНОЛОГІЧНИХ СИСТЕМ У ВИСОКОТЕХНОЛОГІЧНОМУ ВИРОБНИЦТВІ (ЧАСТИНА 2)

In this material, an attempt is made to form a conceptual approach to the optimal management of the creation of organizational and technological systems in domestic high-tech production within the framework of the implementation of the concepts "Industry 4.0" and "Human 2.0". A retrospective analysis of the economic situation in the country was conducted, which led to a decrease in the pace of its innovative development. The conditions under which it is possible for Ukrainian high-tech enterprises to withstand competition, survive, develop, be in the process of self-improvement, in a state of constant search for new organizational forms of functioning and technologies, new strategies of functioning, new types of products and new areas of application of products are defined. The methods of existence of high-tech enterprises are determined - the concept of survival and the concept of breakthrough. Within the framework of the creation of the latest organizational and technological systems, three basic types of general business strategies are proposed - leadership, differentiation, focusing. For the modern practice of management of innovative production from the point of view of intra-company management, the main characteristics are defined - functional, process, system, elemental. The organizational management of a high-tech enterprise when creating modern organizational and technological systems must take into account the following types of modernization: technological, social, institutional, cultural. At the same time, possible ways of restructuring the enterprise are determined. The vital activity of a high-tech enterprise in the relationship of its business processes and business functions is analyzed. A model of the organization of intra-firm management at a high-tech enterprise is proposed. The optimization of the financial and economic management system of a high-tech enterprise is considered taking into account the complexity of the modern production system, its heterogeneity, the changeability of its elements, structural diversity, and the diversity of connections between them. In general, the change in the goals of high-tech production is reflected in the content of the management concept and management structures, as the range of tasks for economic analysis related to the search for optimal conditions for the manufacture and sale of goods, economic risk assessment, and forecasting the behavior of competitors is expanding. There is a need for infrastructural changes, which are determined by the organization and functioning of special units, which are focused on the system of strategic planning and organizational support of decisions. [ABSTRACT FROM AUTHOR]