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1

MOŽNOSTI PREDIKCIE SPRÁVANIA MANAŽÉROV PRI ZVLÁDANÍ NÁROČNÝCH SITUÁCIÍ V MANAŽÉRSKEJ PRÁCI

100%
Lajčin D., Frankovský M., Štefko R.
Ekonomický časopis (Journal of Economics)
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2012
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vol. 60
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issue 8
835 – 853
EN
In this study we present the results of developing the original SSPMPR methodology (Spôsoby správania v manažérskej práci – Ways of behaving in managerial work). The analysed data were got from 174 respondents, from various positions in management. The gained results claimed advisability theme of the empirical-inductive approach to defining the taxonomy of these ways along with specifying five factors – emotional factor of coping, cognitive factor of coping I, cognitive factor of coping II, behavioural factor of coping I and behavioural factor of coping II. The presented basic parameters of the developed methodology (factor structure, Cronbach's alpha coefficients, inter correlations of factors, validation study) show the suitability of this methodology for prediction and detection of the ways of solving demanding situations in managerial work, with obvious implications in performance of managers and in efficiency of business management.
2

SOCIÁLNA INTELIGENCIA AKO VÝZNAMNÝ PREDICTOR MANAŽÉRSKEHO SPRÁVANIA

100%
Lajčin D., Sláviková G., Frankovský M., Birknerová Z.
Ekonomický časopis (Journal of Economics)
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2014
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vol. 62
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issue 6
646 – 660
EN
The report presents the results of the verification of the original methodology MESI – Measuring Social Intelligence and its validation study. The data for verification of the factor structure of the MESI methodology were gained from 2135 respondents and the validation study with the TSIS methodology (Tromso Social Intelligence Scale) was carried out on the sample of 1130 respondents. Subsequently, the data which were based on the usage of the MESI and TSIS methodologies were analysed in relation to the selected characteristics of male and female managers. The acquired results confirm the fact that the managers evaluated themselves more positively in the factors of empathy, manipulation, social information processing, social skills and social awareness.
3

POLISH TOXIC CURRENCY OPTIONS (Polskie toksyczne opcje walutowe)

100%
Gontarski W.
Contemporary Economics
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2009
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issue 2(10)
37-47
EN
Toxic currency options are defined on the basis of the opposition to the nature (essence) of an option contract, which is justified in terms of norms founded on the general law clause of characteristics (nature) of a relation (which represents an independent premise for imposing restrictions on the freedom of contracts). So-understood toxic currency options are unlawful. Indeed they contravene iuris cogentis regulations. These include for instance option contracts, which are concluded with a bank, if the bank has not informed about option risk before concluding the contract; or the barrier options, which focus only on the protection of bank's interests. Therefore, such options may appear to be invalid. Therefore, performing contracts for toxic currency options may be qualified as a criminal mismanagement. For the sake of security, the manager should then take into consideration filing a claim for stating invalidity (which can be made in a court verdict). At the same time, if the supervisory board member in a commercial company, who can also be a subject to mismanagement offences, commits an omission involving lack of reaction (for example, if he/she fails to notify of the suspected offence committed by the management board members acting to the company's detriment when the management board makes the company conclude option contracts which are charged with absolute invalidity) the supervisory board member so acting may be considered to act to the company's detriment. In the most recent Polish jurisprudence and judicature the standard of a 'good host' is treated to be the last resort for determining whether the manager's powers resulting from criminal regulations were performed. The manager of the exporter should not, as a rule, issue any options. Issuing options always means assuming an obligation. In the case of currency put options it is an absolute obligation to purchase a given amount in euro at exchange rate set in advance. On the other hand issuing call options confers an absolute obligation to deliver to the other party to the option contract a specified amount in euro at exchange rate set in advance. This latter position (short call) means unlimited loss in the case of appreciation of euro. This was the situation faced by some Polish exporters in the second half of 2008 who in the middle of 2008 issued the most risky call options for banks and, thus, they bought a currency risk from the banks. Issuing any option always means also buying someone other's risk, in exchange for a relatively small option premium which might trigger a relatively huge and actually unlimited risk of losses, if the assumed forecast does not come true. This is not the economic analysis of law to be relied on any more in respect of the cost of preventing the risk of loss being higher or lower than the amount of damage. The manager of an exporting company, unlike the speculator who sells options (buys risk), usually has no knowledge of financial engineering, which is essential to safely manage such excessive risk through creating a hedging portfolio.
4
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POTŘEBUJEME KOREKTNÍ MANAŽERY ANEBO OSOBNOSTI?

100%
Vencálek J.
Annales Scientia Politica
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2016
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vol. 5
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issue 2
58 – 63
EN
Complexity of development of relations which originate on the European continent makes the need for a comprehensive approach to the organization and administration of the territory. The existing preference of loyal managers with their economic and operational focus to assessing reality comes into conflict with the need to analyse the complementary relations conditioning the potential of the area. The need for highly knowledgeable personalities with moral credit is particularly evident in the creation of fractal relationships between functionally and semantically established local, regional and global structures.
5

Innovatsiyni sposoby upravlinnya bahatokvartyrnymy zhytlovymy budynkamy

100%
Moroz N. V., Maletich T. I.
Mekhanizm Rehuluvannya Economiky
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2013
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vol. 4 (62)
164-173
EN
Housing and utilities is one of the priority sectors of the economic complex, with the task of stable functioning of settlements on the territory of Ukraine. However, it is this sector hardly touched by the hand of the market economy. Today one of the most pressing social and economic problems in Ukraine is the content of the existing housing stock in good condition, its efficient operation, maintenance and development. The article analyses the development of the real estate market, the technical condition of the housing stock. Currently existing innovative ways to manage multi-family houses and determined the optimal control method based on the agreement between the association of co-owners of apartment buildings (condominiums) and professional managers are investigated. Strengths, weaknesses and threats of professional management are investigated. A scheme of professional housing management is developed by the authors.
6

COPE WITH STRESS IN MANAGER LIFE

100%
Botek M.
Contemporary Economics
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2009
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issue 1(9)
105-111
EN
The article deals with stress mainly in managerial positions. Stress is much extended in all aspects of our life and employment is an important factor which increases the level of stress. Managers have specific place between other occupations. At first the paper describes the most frequent stressors generally and kinds of coping stress methods. Then there are introduced some groups of stressors which are more frequent in managerial positions. The paper is closed by preventive methods of coping stress.
7

REQUIREMENTS FOR KNOWLEDGE AND SKILLS OF MANAGERS IN ICT MODIFIED FOURTH INDUSTRIAL REVOLUTION

88%
Bolek V., Gubová K., Joniaková Zuzana (0000-0002-7706-2977 Z.
Ekonomický časopis (Journal of Economics)
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2021
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vol. 69
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issue 10
1085 – 1108
EN
Digitalisation and new technologies transform current world into digital one and thus leading towards changes of customer behaviour, business models, innovations, methods of operation, as well as new generation of people, so called „Digital Natives”. Management of human resources should create conditions for application of Industry 4.0 principles into practice in advance, based on analysis of digitalisation impact on their own business and its strategy, adapt processes of human resource planning. In order to acquire employees with digital qualification and thinking, it will be necessary to alter their recruitment, especially with orientation on social media and mobile variations of traditional recruitment channels. This scientific article points out a change in human capital competence impacted by the fourth Industrial revolution. This scientific article eventuates into proposal of requests for skills and knowledge of managers on different levels of management determined by fourth industrial revolution.
8

DO BIRDS OF A FEATHER COMMUNICATE BETTER? THE COGNITIVE STYLE CONGRUENCE BETWEEN MANAGERS AND THEIR EMPLOYEES AND COMMUNICATION SATISFACTION

75%
Erdil G. E., Tanova C.
Studia Psychologica
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2015
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vol. 57
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issue 3
177 – 193
EN
The paper investigates whether cognitive style congruence of managers and employees on the analytic-intuitive dimension influence employee communication satisfaction. The cognitive style and employee communication satisfaction was measured in 136 manager/employee dyads. Polynomial regression and surface analysis were used to analyse communication satisfaction under four conditions. First, an analytic congruence condition where both manager and employee are analytical, second, an intuitive congruence condition where both are intuitive, third, an incongruence condition where an intuitive manager manages an analytic employee, and fourth, another incongruence condition where an analytic manager manages an intuitive employee. Results supported the similarity effect hypothesis indicating that congruence increases employee communication satisfaction in general. Furthermore, the surface analysis also allowed us to see that the communication satisfaction is higher in the intuitive congruence condition. The study did not support the hypothesis that in incongruent dyads intuitive managers are preferred.
9

A MANAGER ́S SELF-CONCEPT IN THE CONTEXT OF THEIR LEADERSHIP STYLE WITHIN MCGREGOR ́S THEORY

75%
Ďuricová L.
Človek a spoločnosť. Internetový časopis pre pôvodné teoretické a výskumné štúdie z oblasti spoločenských vied
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2017
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vol. 20
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issue 1
-
EN
The aim of the present study is to examine a manager ́s self-concept as a potential source of their leadership philosophy. The research study is focused on the verification of the relationship between particular aspects of a manager ́s self-concept (especially self-esteem and self-efficacy) and of their employee s ́ leadership style in the context of theory X/Y. On the basis of previous research results (e.g., Wood and Bandura, 1989; Whitney, 1990; McCormick et al., 2002; Wang, 2010; Ahn et al., 2016) and theoretical outcomes, we presuppose the relationship between a manager ́s attitude to themselves and their attitude to the employees. McGregor ́s theory is still relevant more than 50 years after its publication because it has a solid foundation (Kristensen, 2015). Although empirical studies examining the theory X and Y managerial assumptions in a work environment were very scarce for a long time, in recent years there have been several research studies examining the effect of leader ́s X/Y managerial assumptions on follower ́s attitudes and behaviours (e.g. Gurbuz et al, 2014, Lawter et al, 2015). However, we are more interested in the individual leader ́s self-concept in respect to the preferred leadership philosophy. The analysed self-concept (consisting of two aspects: self-esteem /AM=34.14; SD=3.62/and self-efficacy /AM= 33.81; SD=3.75/) and manager ́s leadership styles (attitude X: AM= 35.43; SD=5.59; attitude Y: AM= 34.47; SD=4.85) were basic variables of this research study. To estimate the presupposed correlations between chosen aspects of a manager ́s self-concept (respectively self-esteem and self-efficacy), and a managerial attitude, Spearman correlation coefficients (using McGregor ́s theory) were calculated. By means of correlation analysis we found a positive, moderate, statistically-significant correlation between self-esteem and managerial attitude Y (.311, p≤.01). Referring to statistical correlation analysis we can conclude there is no correlation between perceived manager ́s self-efficacy and their managerial attitude in the sense of theory X/Y.
10

PERSONALITY, JOB SATISFACTION, AND PERFORMANCE OF SLOVENIAN MANAGERS. HOW BIG IS THE ROLE OF EMOTIONAL INTELLIGENCE IN THIS?

75%
Bostjancic E.
Studia Psychologica
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2010
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vol. 52
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issue 3
207-218
EN
This article deals specifically with the emotional intelligence of managers and seeks to answer what the personality characteristics of successful managers are and what role emotional intelligence plays in them. The study included 56 Slovenian head managers and members of the executive staff, and 88 of their associates and employees. We were interested in their personality dimensions, demographic details and emotional intelligence, and the connection of these with job satisfaction and performance. The findings show that women are friendlier and emotionally more stable managers. Emotional intelligence is correlated with the personality sub dimensions of cooperation and emotion control. Understanding their own emotions and those of others is a precondition for managers' satisfaction with their associates. Managers that successfully control their emotions and impulses are also satisfied with their work. The sub dimension openness to culture helps them cooperate effectively with their associates. A surprising finding is the negative correlation between emotional intelligence and managers' problem solving, rewarding and supervising.
11

ROLE ALLOCATION AND STRATEGIC CHANGE: COMPARATIVE STUDY OF THE COMPETENCIES OF AUSTRIAN AND SLOVAK MANAGERS

75%
Ferenčíková S., Mühlbacher J., Kodydek G., Nettekoven M.
Ekonomický časopis (Journal of Economics)
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2012
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vol. 60
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issue 7
717 – 731
EN
The top managers are often mentioned as a key factor of successful change management in management literature. In practice, we often find them more hindering than helpful. This article has a closer look at the competencies of top managers to answer the question of their positive or negative influx on change management processes. On the base of a cluster analysis and according to Tanimoto, the data of 275 German speaking and 100 managers from Slovakia show that top management in Austria and upper managers in Slovakia are completely unwilling to change their behaviour. So, they can never be seen as role models for change managers. Also the upper management does not foster change according to theoretical approaches. Only the middle and operative management behaves according to literature. Thus, we definitely have to question the different hierarchical roles of managers within the change process and rethink current change management concepts. If top and upper managers don’t seem to be interested in initiating change, we will have to have a closer look at the bottom up processes – as it is already known from the IT perspective.
12

ROZHODOVANIE MANAŽÉROV V PROCESOCH INTERNACIONALIZÁCIE MALÝCH A STREDNÝCH PODNIKOV

63%
Lesáková D.
Ekonomický časopis (Journal of Economics)
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2010
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vol. 58
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issue 10
1026 – 1038
EN
The intention of this paper is threefold: (1) to examine the managers decision processes leading to the internationalization of small and medium enterprises (SME) in Slovakia, (2) to assess the influence of previous experience of managers on their decision to act internationally, and (3) to analyse the adaptation of mental maps in strategic decision. The empirical research was based on a sample of randomly selected SME in Slovak Republic. The findings supported our hypothesis that mental maps play an important role in manager’s decision by foreign markets selection and that previous internationally accumulated experience has a strong impact on market’s perception and manager´s approach towards international strategies. The use of mental maps allowed highlighting of the links between managers experience, risk perception and factors influencing international strategic decisions.
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