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Training System for Crisis Management Supported by Contemporary Information Technologies / Sistem Obuke za Upravljanje Krizom Baziran na Savremenim nformacionim Tehnologijama

100%
Milićević V., Milovanović S.
Economic Themes
|
2015
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vol. 53
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issue 3
433-449
EN
In a transition period lasting more than twenty years in Serbia, many organizations exist in turbulent and uncertain political, economic and social environment. Great changes in the environment with implications which are difficult to predict pose to the management of the organizations many crisis situations. Every manager possessing standard skills and knowledge for enterprise management must acquire additional skills for management of the crisis situations. Crisis management is set of actions undertaken to control over events composing crisis, in order to minimize losses. In order to undertake appropriate actions in crisis time, manager should know the direction of future events movement and how to allocate resources for reaction to the events. In that situation, the great problem is uncertainty resulting from fast and immediate emergence of crisis events, its complexity and unpredictability. Training system that has aim to enable managers for reaction in crisis situations is analysed in the paper. The system is based on application of contemporary information technologies. In addition, trends and opportunities of electronic learning and training as well as challenges in the development of a training program for crisis management is explained.
2
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EVALUATION OF THE MILITARY CAREER STRUCTURE IN LITHUANIA

100%
Dalia Prakapiene D., Romas Prakapas R.
Sociālo Zinātņu Vēstnesis
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2017
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issue 1
89-106
EN
The aim of the paper is to analyze the military career structure in the National Defence System (NDS) as well as its improvement in the context of modern developments. The aim of the research is to provide guidelines for the improvement of the structure after the assessment of the military career structure of professional military officers in the Lithuanian Armed Forces. The article is prepared using the following methods: meta-analysis of scientific and specific literature, comparison, generalization and the survey of the professional military officers from the NDS. The target group was 332 professional military officers. A research revealed that the management of career processes of modern statutory bodies is still based more on the concept of a traditional rather than modern career. A career is seen here as career advancement, moving to a higher level and being rewarded a higher military rank. The military career structure and its management are regulated by law. However, due to the abundance of legislation we face with too much information and too many procedures in different normative documents, long bureaucratic procedures which do not ensure the efficiency of the military career structure and may violate the basic management principles, i.e. complexity, equality, competition, impartiality, transparency and consistency. A quantitative research revealed that the majority of Lithuanian officers are dissatisfied with the existing military career structure, which is formal, fragmented and focused on the organization rather than the person as a valuable element of the organization. After analyzing managerial aspects of the career structure, was identified that the military career structure applies only individual career planning and organizing tools. Also, the research revealed key problematic areas: officers lack information with respect to career opportunities, they are not included in career planning, request forms regarding their career or qualifications are rarely filled in, the potential of a career manager is not explored and prepared individual career plans are purely a formality. This is in conflict with the procedures and requirements found in the Officer Career Concept and other legislation.
3

Szkolenie w ochotniczej straży pożarnej w ciągu lat

75%
Dąbrowa R., Dąbrowa P.
Prawo
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2018
|
issue 326
49-58
EN
To enable fire-fighters to successfully fulfill their responsibilities, they need to constantly improve their skills and broaden their knowledge to help society and to be ready to deal with the new civilization hazards and threats. The legislation of the fire safety law regulations in the 1991 enforce to organize the new education system both for the professional fire management officers and the commanders of the volunteer fire units. Moreover it enables to acquire the new qualifications on the field of the fire safety equipment such as: hydraulic equipment, lifting bags, thermal camera, multi-gas sensor detector.All of those qualifications are necessary to broaden the scope of the responsibilities of the volunteer fire-fighters on the area of different specialization, where the common professionalism of firefighters can improve the efficiency of rescue actions.
4
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Dysfunkcje w sferze rozwoju i motywowania zasobów ludzkich

51%
Jagodziński A., Krzętowska A.
Zeszyty Naukowe PWSZ w Płocku. Nauki Ekonomiczne
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2017
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vol. 1(25)
351-365
PL
W ujęciu klasycznym „dysfunkcja” oznacza brak funkcjonalności, niefunkcjonalność, niedostosowanie do potrzeb, celów, zwłaszcza ludzkich lub społecznych [Słownik współczesnego języka polskiego, 1999]. W tym kontekście, celem opracowania jest podjęcie próby wskazania dysfunkcji w zarządzaniu zasobami ludzkimi, w sferze rozwoju i motywowania pracowników. Realizując cel pracy, autorzy zaprezentowali wyniki autorskich badań własnych w odniesieniu do wybranyc procesów personalnych i dokonali ich oceny pod względem prawidłowości funkcjonowania. W ramach rozwoju pracowników powołano się na badania przeprowadzone w roku 2012 p.n.: „Szkolenie i doskonalenie pracowników w warunkach kryzysu”. Natomiast dokonując analizy procesu motywowania pracowników, autorzy wykorzystali dane z badań p.n.: „Motywowanie pracowników w warunkach niepewności”, przeprowadzonych w 2013 r. Ostateczna konkluzja wskazuje na konieczność nieustannego rewidowania procedur personalnych pod kątem ich prawidłowego stosowania, a działania te powinny stanowić istotne wyzwania dla współczesnego zarządzania zasobami ludzkimi.
EN
In the conventional meaning, the word „dysfunction” means unadjustedness to needs and/or objectives, especially human or social ones. Therefore, the aim of the study is to indicate dysfunctions in HRM, especially in the sphere of development and incentivization of employees. To achieve this goal the authors presented the results of their research in relation to the selected personal processes and performed their evaluation in terms of regularity of functioning. As part of employee development the authors pointed to the research conducted in 2012 titled: „Employee training and development in crisis situations.” Additionally, when they performed the analysis of employee motivation process, they used the data from the research: „Employee motivation in insecurity conditions” conducted in 2013. The final conclusion indicates the necessity for continual revision of personal procedures paying special attention to their adequate implementation while these activities should set essential challenges to the contemporary HRM.
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