СЕКЦІЯ 5. ELECTRONIC DOCUMENT FLOW IN THE MANAGEMENT SYSTEM OF MODERN ENTERPRISE

Nadiia Ivantsiv,

Bachelor Chair of Finance and Economics

Borys Grinchenko Kyiv University

Supervisor: Kraus Kateryna Mykolaivna

ELECTRONIC DOCUMENT FLOW IN THE MANAGEMENT SYSTEM OF MODERN ENTERPRISE

Organization of documentation of an enterprise is an important element of management. It depends on the nature of the enterprise, its direction. The processes of record keeping and document flow electronic document flow in the management system of modern enterprise are a documentary reflection and management process.

Due to the rapid development of telecommunications (telephone, television, the Internet, etc.), there is no need to manually reproduce documents, track the movement of paper documents within the organization, control the transmission of confidential information.

Informatization is a major factor of changes in the modern world. The development of informatization of all spheres of social life and production has led to the automation of the processes of document flow.

Document flow is the movement of service documents from the time they were created or received by the subject of the document management of the management until completion, execution or destruction. The Law of Ukraine “On Electronic Documents and Electronic Document Management” of 22.05.2003 states that “electronic document flow (flow of electronic documents) is a set of processes for the creation, processing, sending, transmission, receipt, storage, use and destruction of electronic documents, which are performed with the use of integrity checking and, if necessary, confirmation of the fact of receipt of such documents” [1]. Thus, electronic document flow in general has the same functions in the management of the enterprise, while having its own advantages.

Electronic document flow processes are identical to the paper workflow stages of the document flow in the organization, that is, the processing of documents coming to the enterprise or organization, preliminary examination and registration of documents, organization of rational flow of documents, processing of completed documents and their sending. In the same way as in paper document flow in the electronic one distinguish three main documentary streams: document flow of incoming, outgoing and internal documents.

Today, different electronic document management systems are operating in Ukraine: “ASKOD”, “DILO”, “Megapolis.DocNet”, “DIRECTUM”, “1C: Documentation”, “SX-Government”, “Optima-WorkFlow”, and others.

The functions of the electronic document management system in providing control systems are improving the quality of document preparation, enhancing the executive discipline, accelerating the exchange of information between organizations or branches and divisions of the enterprise, reducing the time to make decisions and finding the necessary documents, reducing the number of errors in the organization of office work, effective access of all employees to information, support for effective communication within the enterprise [2].

In addition, since most of the processed documents are addressed to the head of the company (85–90 %), and only 10–15 % – to deputy heads, heads of structural units and specific performers, the same paperwork management is “tied” to the place work, which receives the documentation required for management. Electronic document management helps managers eliminate the need to stay in their office all the time in order to control the processes of management, and sometimes transfer part of the controlling functions to other management entities.

At the present stage, various problems arise in the way of rapid and large-scale implementation of electronic document flow:

- Technological and financial: implementation of electronic systems document flow requires a significant amount of additional costs for the purchase of technical equipment (first of all – powerful servers), which, in the current economic situation of the country and business entities are not appropriate.

- Personnel problem: on the one hand, the introduction of electronic document management requires the staff of the organization or company to work with systems of electronic document management, which forces management to spend time and money for retraining staff. On the other hand, the introduction of electronic document management should ideally reduce the number of persons involved in the document flow (secretaries, archivists, clerical staff), which raises the social problem – increasing the number of unemployed persons in this professional direction.

- Psychological: in most cases, “older generation” of the clerical workers (already mentioned secretaries, archivists, clerks, etc.) who are accustomed to working with papers and have a fairly low level of information culture are not satisfied enough with the introduction of a new system of electronic documents not clear enough to them. Solving this problem brings us back to the previous personnel problem [3].

- “Hybrid document flow”: as it was indicated on the informative event “DOCFLOW2016”, which took place on 06.10.2016 in Kyiv and has been repeatedly confirmed by various specialists in this area, the electronic document flow has hidden elements of traditional document flow (scanned documents are attached to electronic documents or printed documents are already sent), which allows us to talk about hybrid electronic document flow in most institutions and enterprises trying to introduce electronic document management systems.

References

1. About electronic documents and electronic document flow: Law of Ukraine dated May 22, 2003. – No. 851-IV. – Available at: http://zakon2.rada.gov.ua/laws/show/851-15.

2. Kraus K. M. Key dominants of effective organization of marketing at Ukrainian small trade enterprises / K. M. Kraus // Економічний простір : зб. наук. пр. – Дніпропетровськ : ПДАБА. – 2013. – № 75. – С. 209–217.

3. Kraus K. M. The market of innovations: factors, incentives, obstacles and perspectives for effective functioning / K. M. Kraus, N. M. Kraus // The USV Annals of Economics and Public Administration. – 2016. – Vol. 16, ISSUE 1(23). – P. 85–91.