## I. INTRODUCTION Each business entity can be characterized by a certain system. Therefore, the use of every new scientific theory and the results obtained that may facilitate the development and enrichment of the system can contribute a lot to management in this field. The Ahangyol theory [1] proposed by the author and supported by renowned American scientist L. Zade [2] can prove very beneficial in this field. It is known that a business entity exists and operates in the form of interactions of certain elements and subsystems. Obviously, if these interactions are arranged in a harmonious manner, the business entity will function more successfully. According to the science of Ahangyol, these interactions can be harmonious only if the following conditions are met: 1. All the elements and subsystems should work towards a common goal. In other words, they should all serve the same purpose. Therefore, the management of a business entity should keep this issue in the spotlight. This can be done with the help of the state-of-the-art Scientific Center, various sociological, psychological and other studies. If a different position is observed in any element or subsystem, this position should be deeply studied, analyzed, and conclusions should be drawn before tension arises. If there are any benefits in this difference, they should be utilized. 2. The business entity should have sufficient resources to achieve the set goal, and these resources should form a complete and integrated system. The available capabilities and resources of elements and subsystems should complement each other. In order to achieve the overall objective, what one element or subsystem lacks should be available in others. If such an opportunity or resource is not available in the existing structure, the goals should be modified to one for which there are sufficient resources. Alternatively, the business entity itself should be modified by introducing new elements and creating subsystems. It is necessary to bring the business entity to a state in which its resources can achieve that goal by creating a complete system. If the resources are not sufficient to achieve the goal, this should be explained to those who have a different position and they should be required to take a position commensurate with available resources. Those still disagreeing should be removed and replaced with others. 3. Each subsystem and element of the business entity should have the right to require others to undertake activity necessary to achieve the common goal. This right should be exercised in a moderate and tension-free manner. In other words, everyone representing the business entity and all of its teams should be able to request others to perform better to achieve the common goal and, if necessary, help them in this work. This request should comply with high ethical standards, be in accordance with general norms, no-one should take offence and no tension should be created. 4. In order to achieve the common goal, the activity of each person should help and strengthen the activity of others. Everyone and all teams should have the power to raise issues with the governing body to improve the activities of those hindering the overall performance. In order to organize management more successfully, let's first pay attention to the essence of the concept of "system power", which is used and investigated in the Ahangyol theory. Unfortunately, the concept of "system power" is not investigated sufficiently in scientific literature. Perhaps the main reason for this is the fact that the concept of "power" is not comprehensively studied in philosophy [4]. In the science of Ahangyol, the power of a system refers to a set of its capabilities. It should be noted that this concept should not be confused with the concept of "potential energy" or "kinetic energy" of a system or entity. When talking of the "power of a business entity", 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 $\mathbf{e}_1$. 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 $\mathbf{e}_3$. 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 $\mathbf{e}_4$. 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 (x1- no power, x2- very low power, x3- low power, x4- medium power, x5- high power, x6- very high power, x7- 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 (y1- no results, y2- very few results; y3- few unsatisfactory results; y4- average results; y5-overall good results; y6-good results; y7- 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: e1- 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: $$ (k_{1}-\text{very high},k_{2}-\text{high},k_{3}-\text{medium},k_{4}-\text{low},k_{5}-\text{very low}) $$ $e_{2}^{-}$ 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: $$ \begin{array}{l} (d _ {1} - \text{veryhigh}, d _ {2} - \text{high}, d _ {3} - \text{medium}, d _ {4} - \text{low}, d _ {5} - \text{very} \\\text{low}) \end{array} $$ e3- 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) $\mathbf{e}_{4}$ - studying the situation with $\mathbf{e}_{4}$ 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. $$ (q _ {1} - \text {v e r y h i g h}, q _ {2} - \text {h i g h}, q _ {3} - \text {m e d i u m}, q _ {4} - \text {l o w}, q _ {5} - \text {v e r y} $$ Let's assume that after careful analysis, we came to the conclusion that the current status of a team is as follows: $(k_{3}, d_{2}, t_{4}, q_{3})$. Of course, changes should be immediately made to $\mathbf{e}_1, \mathbf{e}_2, \mathbf{e}_3$. The possibility degree of making such changes will be as follows: $$ \mu_{1},\mu_{2},\mu_{3},\mu_{4} $$ $\mu_{1}$ - opportunities that can be quickly modified and brought to a higher level without any difficulty in $\mathbf{e}_1, \mathbf{e}_2, \mathbf{e}_3$; $\mu_{2}$ - opportunities with certain difficulties in $\mathbf{e}_1, \mathbf{e}_2, \mathbf{e}_3,$ which do not require much time and which can be improved from the medium to the high level; $\mu_{3}$ - problems in $\mathbf{e}_1, \mathbf{e}_2, \mathbf{e}_3$ - problems that can be eliminated, although not quickly; $\mu_4$ - problems in $\mathbf{e}_1, \mathbf{e}_2, \mathbf{e}_3$ that cannot be resolved; First of all, the opportunities available in $\mu_{1}$ should be used with flexibility and problems should be resolved. This will help to improve the mood and psychological state in the business entity and contribute to the solution of problems in $\mu_{2}$ and $\mu_{3}$. Solving the problems in $\mu_{2}$ and $\mu_{3}$ requires the preparation of scientifically supported Action Programs. These Action Programs should define strategies for solving the problems in $\mu_{2}, \mu_{3}$ and propose specific technologies. If unsolvable problems in $\mu_{4}$ exceed 50 percent, this activity direction of the business entity should be stopped. Let's assume that the following situation may arise in some cases: even if the highest level is achieved in $e_1$, $e_2$, $e_3$, the desired result is not available. Then there is a need to pay more attention to $e_4$. As these analyzes go deeper, more latent factors will be revealed. We have conducted these assessments on the basis of a business entity. However, it is obvious that these judgments may also prove useful for any other system. Therefore, the proposed model is universal. ## II. CONCLUSION The conclusion is as follows. There is currently a great need for using new results in the management of business entities. Using the results of the Ahangyol theory can also be quite useful. By using the provisions of this theory, it is possible to identify the more harmonious operating principles of any business entity and the strength of the business. These provisions can also be useful in improving the management of the business entity and revealing the latent factors that are important for management. The proposed mathematical model will be helpful in achieving more successful results to enable a more efficient use of important technologies.

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