Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 5

we means a set of its capabilities. These capabilities can be divided in four parts: g 1 – capabilities that can be used quickly; g 2 – capabilities that can be used to solve not very difficult problems; g 3 – capabilities that can be used with some difficulty; g 4 – capabilities that can be used to overcome enormous difficulties. For the time being, the business entity should set a goal that would be within the scope of g 1 and g 2 capabilities. g 3 , g 4 capabilities should determine future goals and strategies to achieve them. Let's now move on to the “4 energy” provision [3] of the science of Ahangyol, which can be of great importance for the successful operation of a business entity. According to this provision, it is important to analyze and take into account four components of “life energy”, which is important for the existence and successful operation of any system. These components are: 1) In the hierarchical system of which the business entity is a part, the energy it receives from the upper systems. The word “energy” here means “help”, “support”, etc. For example, let's say that a business entity is a factory manufacturing some products. This factory is part of other systems in terms of hierarchy. Examples of such upper systems include the ministry, legislative bodies, government, ecological system, market, etc. Part of the energy available for the factory’s existence and operation comes from these systems. We will refer to this component e 1 . 2) The second component is the energy generated in the course of the interaction of personnel, technical facilities, governance principles, scientific support, etc. within the factory itself. Let's call this component e 2 . 3) The third type of energy component in related to the opportunities emerging during experience exchange with others and the results obtained. Let's call this component e 3 . 4) This component is formed under the influence of irrational factors that cannot be fully understood. In the Ahangyol theory, there are methods to reveal these factors and take them into account. Let's mark this component as e 4 . Experience shows that an analysis of these components in the management process leads to more successful business management. The role of these components may vary at different times and in different places. a) Mathematical Model Helping Uncover Latent Factors Let's assume that we can define the strength of a business entity on a fuzzy scale [5] as follows: X (x 1 – no power, x 2 – very low power, x 3 – low power, x 4 – medium power, x 5 – high power, x 6 – very high power, x 7 – extremely high power). At the same time, let's review the achievements. Let's define the scale on which these achievements are possible as follows: Y (y 1 – no results, y 2 – very few results; y 3 – few unsatisfactory results; y 4 – average results; y 5 –overall good results; y 6 –good results; y 7 – extremely good results) It is clear that specific y i outcomes are expected for each x i power unit of the business entity. In other words, if the power of a business entity is high (x 6 ), then its activity is expected to be successful (y 6 ). In real life, however, x i may correspond not to y i , but to another option, for example, y k . Then it is necessary to examine why such a situation has arisen. This examination can be performed in different ways, of course. The results will help to significantly improve management. In our opinion, the “4 energy” principle of Ahangyol we talked about above will be helpful in carrying out a more comprehensive examination. This will make it possible to reveal valuable latent factors. To do this, the following steps should be taken: It is necessary to check the condition of e 1 , e 2 , e 3 , e 4 components which form the energy for an x i business entity. In other words, it should be clarified that: e 1 – In the subsystem this business entity is part of (in the hierarchical system that should ensure the operation of this business entity), what is the status of its support? We can mark the state of this support as follows: e 2 – how are the processes going on within this business entity, what is the state of management and productivity? We can mark the quality of internal processes as follows: e 3 – what is the situation in the field of studying the experience of others, exchanging experience and benefiting from others? Let's mark the processes in this field as follows: (t 1 – very high, t 2 – high, t 3 – medium, t 4 – low, t 5 – very low) e 4 – studying the situation with e 4 is of a slightly different nature. It is impossible to find out exactly what the situation is like here because we are already talking about irrational factors. And yet it is possible to determine certain things based on the provisions of the Ahangyol. Let’s assume that after careful analysis, we came to the conclusion that the current status of a team is as follows: (k 3 , d 2 , t 4 , q 3 ). 28 Global Journal of Management and Business Research Volume XXIII Issue V Version I Year 2023 ( ) A © 2023 Global Journals (k 1 – very high, k 2 – high, k 3 – medium, k 4 – low, k 5 – very low) (d 1 – very high, d 2 – high, d 3 – medium, d 4 – low, d 5 – very low) (q 1 – very high, q 2 – high, q 3 – medium, q 4 – low, q 5 – very low) Use of the Ahangyol Theory in the Management of Business Entities