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  1. 2 Studia Ekonomiczne

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  1. 2 Ostrowska S.

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  1. 1 2014

  2. 1 2013

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Kształtowanie wizerunku podmiotu działalności leczniczej

100%
Ostrowska S.
Studia Ekonomiczne
|
2014
|
vol. 185
142-150
PL
Osiągnięcie przewagi konkurencyjnej związane z posiadaniem pozytywnego wizerunku jest możliwe do uzyskania poprzez: wzmacnianie go, jeżeli jego potencjał był dotąd niewykorzystany, lub budowanie od początku wizerunku, jeżeli poprzedni nie przyniósł zamierzonych efektów. Wizerunek stanowi z jednej strony swoisty niematerialny zasób organizacji, a z drugiej strony przysparza nowego kapitału. Celem niniejszej publikacji jest syntetyczna prezentacja zagadnień dotyczących komunikowania się z otoczeniem w kontekście skutecznego budowania relacji oraz pozytywnego wizerunku podmiotu działalności leczniczej.
EN
The public relations strategy should make the element of the long-term strategy of the institution's development. By design it serves for establishing and for holding correct relationships of the given individualwith surroundings (the patients). Appropriate preventing contigencies are also not without meaning in the health care. Precise determination of purposes, results and the correct assortment of PR tools serve for creating the craved image. Long-term purposes should be possible to modify with respect to changes which occur in surroundings of the individual. The systematic completion of planned action is possible when appropriate financial resources will be secured for its realization in budget of the institution (unit).The purpose of this article is a synthetic presentation of the issues relating to communication with the environment in the context of effective relationship building and positive image of the company medical activity
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Zmiana w zorientowanej na misję karcie wyników (MSC) i jej wpływ na zachowanie członków organizacji publicznej

100%
Ostrowska S.
Studia Ekonomiczne
|
2013
|
vol. 168
228-244
EN
As a result arising from the implementation of the Mission Oriented Scorecard should be the improvement of the functioning of the organization, and consequently the implementation of the vision, or at a shorter period of time- the strategy of the organization. It occurs however, that in organizations where the system is implemented (or its components), there is a situation in which employees, being accountable for a specific value metrics, carry undesirable actions from the point of view of the mission and the strategy of the company. The aim of this article is to examine the function-oriented mission Scorecard as a tool for leading employees (including managers) to achieve the objectives of the organization and to examine these problems in the functioning of the Mission Oriented Scorecard.
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