POTENTIAL FOR THE DEVELOPMENT OF FINANCIAL CONTROLLING AT AGRICULTURAL ENTERPRISES

Abstract

In modern times, most agricultural enterprises face the problem of reconfiguring their own management systems. Enterprises of the agrarian sector must adjust their organizational structure in accordance with the requirements of fierce competition on the market. Therefore, at the current stage of social and economic changes, the creation of a complex system of financial controlling becomes an extremely necessary task. The daily emerging negative consequences of Russia's invasion of the territory of Ukraine require the management system of agrarian enterprises to make drastic and immediate management decisions, which would be able to maintain the efficiency of functioning at the proper level. A rationally built system of financial controlling should coordinate the activities of all departments and units at the enterprise, ensuring effective management of micro-aspects of the economy. The purpose of this article is to consider both theoretical and practical aspects of using financial controlling as a progressive approach to improving financial management in agribusiness. The article highlights the potential of implementation and development of financial controlling, and emphasizes the importance of its systematic implementation at enterprises of the agricultural sector. The work presents the structure of financial controlling, taking into account the general management system of the enterprise, which consists of individual components that control individual spheres of activity and determine control indicators. Thanks to the study of the theory and practice of improving financial management at agricultural enterprises of Ukraine, the article highlights an approach to the implementation of financial controlling, according to which there is an opportunity to provide information and implement the recommended optimal management strategies of the enterprise. The practical value of the study is that the development of financial controlling at the enterprise can be achieved in alternative ways, taking into account the financial capabilities of the enterprise: first, you can independently implement a financial controlling system with a dedicated department or financial specialist; secondly, there is an opportunity to introduce a system of financial controlling with the help of experts and consultants. To achieve strategic goals and take into account the unique characteristics of activity and organizational structure, each enterprise can create and apply its own individual model of financial controlling.