Use of the Ahangyol Theory in the Management of Business 1 Entities 2

7 The article examines a number of propositions of the Ahangyol theory proposed by the author 8 in the field of management of business entities. The theory is gaining increasing recognition in 9 the scientific world these days. Proposals are made on the main conditions for creating a 10 harmonious situation in a business entity and how to meet these conditions. Using the 11 ?4-energy? provision of the Ahangyol theory, the author identifies he key components for the 12 existence and operation of each business entity. The proposed mathematical model can help 13 reveal the latent factors that cause failures of business entities. Keywords: ?business entity?, 14 ?management?, ?Ahangyol?, ?system power?, ?energy?, ?latent opportunities?.

ach business entity can be characterized by a certain system. Therefore, the use of every new scientific theory 20 and the results obtained that may facilitate the development and enrichment of the system can contribute a lot 21 to management in this field. The Ahangyol theory ??1] proposed by the author and supported by renowned 22 American scientist L. Zade ??2] can prove very beneficial in this field. 23 It is known that a business entity exists and operates in the form of interactions of certain elements and 24 subsystems. Obviously, if these interactions are arranged in a harmonious manner, the business entity will 25 function more successfully. According to the science of Ahangyol, these interactions can be harmonious only if 26 the following conditions are met: 1. All the elements and subsystems should work towards a common goal. In 27 other words, they should all serve the same purpose. Therefore, the management of a business entity should 28 keep this issue in the spotlight. This can be done with the help of the state-of-the-art Scientific Center, various 29 sociological, psychological and other studies. If a different position is observed in any element or subsystem, this 30 position should be deeply studied, analyzed, and conclusions should be drawn before tension arises. If there are 31 any benefits in this difference, they should be utilized. 2. The business entity should have sufficient resources to 32 achieve the set goal, and these resources should form a complete and integrated system. The available capabilities 33 and resources of elements and subsystems should complement each other. In order to achieve the overall objective, 34 what one element or subsystem lacks should be available in others. If such an opportunity or resource is not 35 available in the existing structure, the goals should be modified to one for which there are sufficient resources.

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Alternatively, the business entity itself should be modified by introducing new elements and creating subsystems.

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It is necessary to bring the business entity to a state in which its resources can achieve that goal by creating a 38 complete system. If the resources are not sufficient to achieve the goal, this should be explained to those who have 39 a different position and they should be required to take a position commensurate with available resources. Those 40 still disagreeing should be removed and replaced with others. 3. Each subsystem and element of the business 41 entity should have the right to require others to undertake activity necessary to achieve the common goal. This 42 right should be exercised in a moderate and tension-free manner. In other words, everyone representing the 43 business entity and all of its teams should be able to request others to perform better to achieve the common 44 1 Global Journals L A T E X JournalKaleidoscope™ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.
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A) MATHEMATICAL MODEL HELPING UNCOVER LATENT FACTORS
goal and, if necessary, help them in this work. This request should comply with high ethical standards, be in 45 accordance with general norms, no-one should take offence and no tension should be created. 4. In order to 46 achieve the common goal, the activity of each person should help and strengthen the activity of others. Everyone 47 and all teams should have the power to raise issues with the governing body to improve the activities of those 48 hindering the overall performance.

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In order to organize management more successfully, let's first pay attention to the essence of the concept of 50 "system power", which is used and investigated in the Ahangyol theory. Unfortunately, the concept of "system 51 power" is not investigated sufficiently in scientific literature. Perhaps the main reason for this is the fact that the 52 concept of "power" is not comprehensively studied in philosophy ??4]. In the science of Ahangyol, the power of 53 a system refers to a set of its capabilities. It should be noted that this concept should not be confused with the 54 concept of "potential energy" or "kinetic energy" of a system or entity. When talking of the "power of a business 55 entity", we means a set of its capabilities. These capabilities can be divided in four parts: g 1 -capabilities that 56 can be used quickly; g 2 -capabilities that can be used to solve not very difficult problems; g 3 -capabilities that 57 can be used with some difficulty; g 4 -capabilities that can be used to overcome enormous difficulties. For the 58 time being, the business entity should set a goal that would be within the scope of g 1 and g 2 capabilities. g 3 , 59 g 4 capabilities should determine future goals and strategies to achieve them.

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Let's now move on to the "4 energy" provision [3] of the science of Ahangyol, which can be of great importance 61 for the successful operation of a business entity. According to this provision, it is important to analyze and take 62 into account four components of "life energy", which is important for the existence and successful operation of 63 any system. These components are: 64 1) In the hierarchical system of which the business entity is a part, the energy it receives from the upper 65 systems. The word "energy" here means "help", "support", etc. For example, let's say that a business entity is 66 a factory manufacturing some products. This factory is part of other systems in terms of hierarchy. Examples 67 of such upper systems include the ministry, legislative bodies, government, ecological system, market, etc. Part 68 of the energy available for the factory's existence and operation comes from these systems. We will refer to this 69 component e 1 .  Experience shows that an analysis of these components in the management process leads to more successful 77 business management. The role of these components may vary at different times and in different places. if the power of a business entity is high (x 6 ), then its activity is expected to be successful (y 6 ). In real life, 88 however, x i may correspond not to y i , but to another option, for example, y k . Then it is necessary to examine 89 why such a situation has arisen. This examination can be performed in different ways, of course. The results will 90 help to significantly improve management. In our opinion, the "4 energy" principle of Ahangyol we talked about 91 above will be helpful in carrying out a more comprehensive examination. This will make it possible to reveal 92 valuable latent factors. To do this, the following steps should be taken:

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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 94 entity. In other words, it should be clarified that: e 1 -In the subsystem this business entity is part of (in the 95 hierarchical system that should ensure the operation of this business entity), what is the status of its support? 96 We can mark the state of this support as follows: e 2 -how are the processes going on within this business entity, 97 what is the state of management and productivity? We can mark the quality of internal processes as follows: 98 e 3 -what is the situation in the field of studying the experience of others, exchanging experience and benefiting 99 from others? Let's mark the processes in this field as follows: 100 (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 101 slightly different nature. It is impossible to find out exactly what the situation is like here because we are already 102 talking about irrational factors. And yet it is possible to determine certain things based on the provisions of the