The European Commission is aware of the professionalisation of sports and the requirements of profitableness that unavoidably induct risks for European young high-level athletes and takes care of their protection and of the quality of their training. Thus, the European Commission decided to realise a study on training of sportsmen/women in the 27 Member States of the European Union in order to be able to lead political or legal actions which would contribute to the promotion and development of high quality training.The aim of the project was to identify ways of improving the legal and political framework for preserving and developing high-quality training for top-level sportspersons, particularly young sportspersons, in Europe. The study of the training of elite young sportsmen and sportswomen in Europe was conducted in all 27 Members States of UE in 2007. The research process was based on two main sources: legal and sports questionnaire.This paper presents main models of organisation of youth elite sports training system. On the basis of the results of the study two main factors which have strong impact on the organisation of the training of young athletes were indicated: i) funding and supervision; ii) management of the training centres.The organisation of sports in the different countries has a direct impact on the organisation of the training of young athletes. On the basis of obtained data 7 main models for the operation of training centres in all 27 UE countries depending on two axes: funding and management. There is no unified system of supervision of the funds as it depends on the national regulations. Therefore, the grade and methods of this control from public institutions is different in 27 UE member countries. In Poland we may observe a model based on public funding and a mix between sports clubs and national associations to operate the training centres.
Kultura organizacyjna obrazuje system wartości kulturowych przedsiębiorstwa osadzony w wartościach społeczności lokalnej, narodowej, czy sektora. Te ostatnie wydawać by się mogło powinni być podobne dla przedsiębiorstw wytwarzających taki sam towar czy usługę i działających w podobnym otoczeniu niezależnie jaki to typ przedsiębiorstwa. Stąd zrodziły się następujące pytania badawcze analizowane w niniejszym artykule: Jaka jest charakterystyka kulturowa przedsiębiorstw należących do wspólnego sektora? Czy ze względu na wielkość i formę własności kultura organizacyjna przedsiębiorstw należących do wspólnego sektora będzie zróżnicowana? Czego potencjalne zróżnicowanie będzie dotyczyło? Odpowiedzi na te pytania uzyskano w badaniach ankietowych z wykorzystaniem autorskiego kwestionariusza identyfikowania wartości kulturowych. W badaniach uczestniczyło 253 kierowników prezentujących 70 przedsiębiorstw sektora spożywczego (przetwarzanie i konserwowanie owoców i warzyw). Uzyskane wyniki badań pozwoliły stwierdzić, że kultura organizacyjna badanych przedsiębiorstw branży spożywczej jest zróżnicowana. Odmienność ta dotyczy każdego badanego typu przedsiębiorstwa, odmiennych wartości oraz kolejności wartości w systemach. Skala zróżnicowania jest niejednolita.
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Organizational culture represents the system of companies’ cultural values embedded in the values of local communities, nations, or sectors. It seems that these values ought to be similar for companies producing the same type of product, offering similar services and operating in a similar environment, regardless of the type of the enterprise. As a consequence, the following research questions emerged: What are the cultural characteristics of companies representing the same sector? Will the size of the company and ownership form differentiate the organizational culture of companies representing the same sector. What will the potential difference be? Answers to these questions were obtained in the course of a survey study with the application of a questionnaire identifying cultural values. The study encompassed 253 managers representing 70 food sector companies (fruits and vegetables processing). Results of the study revealed that the organizational culture of these companies is diversified. The diversity pertains to each type of company, values and their ranking in values systems. The scale of diversity is heterogeneous.
The article studies directions of modernization of system of physical education in higher education institutions of Poland. The content of interactive teaching methods and training, means of the development of health and recreational teaching methods, the use of the volunteer movement in organizing and conducting physical education activities, sports events, popularization of the Olympic movement, the application of the principles of Olympic education in students everyday lives are revealed. It is determined that the human health is regarded as a special, the most important value to humans and includes: physical; mental and social health. A practical manifestation of modernization of the system of physical education of youth at higher educational establishments of Poland on the implementation of health and fitness technologies in physical education are: varied fitness programs; exercises of rhythmic gymnastics, aerobics and their variants; team sports, outdoor games; yoga; study of techniques of martial arts; dance exercises; lessons in swimming pools and open water. It was found out that the implementation of measures of modernization of the system of physical education of youth at higher educational establishments of Poland on the modern stage is aimed at exploring new, popular among young people, and current active physical recreation opportunities; providing opportunities for students learning under the guidance of specialists of physical education; young people learning the technique of control and self-monitoring of their health status; implementation in the daily life health and fitness technologies in physical education; developing skills for implementing first aid. It is noted that the main organizational element for the modernization of the system of physical education of youth at higher educational establishments of Poland are sports clubs of the Academic sports Union. They organize and conduct a variety of recreational, entertainment, sports, tourism and other activities in physical education. Polish researchers consider physical culture and sports as the basis for the development of student youth of an energetic and positive attitude to life, to the development of decisiveness in achieving personal goals, self education, formation of ideal representation of a modern person, to the level which he seeks to develop.
Praxeology has accounted for a significant amount factors and information into the field of people’s leadership through scientific and management sections. The terms that constitute the Praxeology language have become universal in the management environment of practitioners and theorists. In the Polish thought devoted to scientific foundations of management, among others, praxeological definition of an organisation by T. Kotarbiński, has become universal. The organisation is an open and operating social system, which consists of people who perform in it specified functions and activities and who by means of carefully selected resources and methods are able to perform assigned tasks. Organisations are characterized by a specific structure in which hierarchical arrangement and structure can be separated. Therefore, is there in a such hierarchical organization leadership, management or command?
Employee loyalty to the employer undergoes dynamic changes. This phenomenon takes various forms, in particular in complex organizational structures such as corporate culture. In contemporary discussions on the issue the loyalty does not only mean profit multiplication or observing the code of work ethics. The aim of the article is to identify the sources of reflections on loyalty which are derived from the conceptual model of employee loyalty. Later in this article the theoretical construct is compared with the empirical results. Questionnaire research shows how accurately the action strategies have been described by the expert model. The analysis of registered results indicates the significant diversity in the level and way of understanding loyalty among the representatives of two generations of co-operating employees. A look at the results of the qualitative and quantitive research strengthens the heuristic capacity of making a distinction between individualized loyalty (common among young employees - ’generation Y’) and community loyalty (characteristic for ’X generation’ employees).
The subject of this article is the issue of organisational modelling using the example of the Police Training Centre. It attempts to show the theoretical basis, experience and innovative solutions in the field of organisational modelling that were implemented in the Police Training Centre.The organisational unit was established on 27 August 1990 under Ordinance No 85 of the Minister of Internal Affairs, and its role is to prepare specialist personnel to perform duties related to the security of citizens and the maintenance of public order and safety. Currently, the Police Training Centre operates on the basis of a statute, and the overriding task of the Police Training Centre is the professional training of police officers and employees of the Police.The main activity in the area of modelling the organisation of the Police Training Centre was actions, associated with changes in the establishment, in relation to the allocation of posts in the different organisational units. This contributed to the standardisation of structures of all units such that there was equivalence in the number and grade of posts.An extension of the design of the systematic solution was an innovative project to develop a task matrix as the basis for the preparation of job description cards. Actions related to the implementation of the concept formed the basis for work on the revision of the rules and regulations of the Police Training Centre. The project facilitated the current assignment of tasks to individual organisational units. The new rules and regulations that entered into force delegated the development of standardised job description cards based on the approved task matrix.This article is an attempt to demonstrate that Police organisational units should undergo a continuous process of improvement in order to better meet their responsibilities.
We present a study of the Art of War from a leadership perspective, one in which we make a closer connection to the context of general organization and management. The Art of War written by Sun Tzu is one of those books that could be classified in the genre of pop-culture. Although its content used to be considered as a carefully protected state secret in the past, it is now available to everyone. Its use has in the past century of moved from warfare also to other areas of human activity. Strategic advices that it contains can be used in many more areas than just the conduct in the times of war. In fact, the success in wars, as well as in business, of course, depends on leadership, which is why we identify the positive and negative attributes of a leader in relation to strategic leadership. People are those who fight in battles and are also those who win them; and the most important person in every battle is the general. Historically, a number of successful military commanders ascribe the credit for their victories to Sun Tzu's principles. In addition, this wisdom is now being examined and used by senior executives from all around the world, especially in Asia, because it can be utilized in many business and political situations. The Chinese classic "The Art of War" is still considered as one of the most influential and important works on strategy, why a discussion on theoretical and practical implications of Sun Tzu's strategic leadership theory in a global environment is also included.
Fishing cooperatives are located in areas characterized by basing its economy on natural resource use. This representation suggests the need to implement practices that contribute to economic, social and ecological region. This paper presents preliminary results of research aimed at identifying the impact of fishing cooperatives in sustainable development of the region. The collection of data was conducted through observation and semi-structured interviews. The findings suggest that in Sinaloa there are fishing cooperatives facing problems resulting from overfishing, overcapacity of fishing fleets, increased fishing population and poaching, the unclear definition of fisheries property rights and fisheries management, among others. Even though, the government provides support to solve them but they are insufficient. From the above it is concluded that the situation of the fishing cooperatives and the communities where they operate, has become a social problem that cannot be solved without the participation and involvement of stakeholders and is required to form a common front to improve economic, social and environmental development by joining efforts with the government and the people of a community
The authors of the article present issues relating to innovation management in organisation. They discuss factors that determine making innovative decisions as well as new strategy, i.e. Europe 2020 that may be an opportunity to redefine Polish innovation policy and a chance for Polish enterprises to develop. The authors emphasize a fundamental role of capital in financing innovative activity conducted by enterprises, and present one of models for the implementation of public and private capital in financing this sphere.
This article makes a contribution to the ongoing paradigmatic debate concerning management science, aiming to define more precisely its constructs. At present, within this field there is a lack of definition, of a universally accepted way of seeing reality, which results in a clear deficit in pedagogical identity. Our proposal for a new paradigm is based on three descriptors or constructs (prisms): organization, knowledge, and safety (OKS); in this model, the leading role is played by human. The “organization” prism, in the classic sense, concerns the organization with an emphasis on the implementation of the personalistic vision of human. The “knowledge” prism includes the technical, social, and economic aspects of the collection, processing, and use of knowledge. The “security” prism is an aspect related to the identification and prevention of crises and threats to the functioning of the OKS triad as a whole.
Business environment is constantly evolving and it is getting shrunk as managers acting in the market economy encounter some problems and a great deal of implicated solutions from one country can be applied in others. This situation leads to the rise of market systems where various agreements, which are reached, aim at liberalization of trade and cooperation [Penc J., 2003, pp.126-127]. The speed of forwarding messages, products, services, easiness in making relationships, blurring the time and spatial boundaries, and convergence of customer’s tastes or standard unification enable trade and world’s production to develop. It also causes the borders to be on the decline at the same time increasing enterprise competition level internationally. The objective of paper is to indicate and describe the selected aspects connected with enterprise internationalization. The analysis and review of national and international literature were provided in the article.
The paper discusses the issues of management in an organization. The concepts of management and organization as well as selected management models are discusses and examples of pathologies occurring within the police forces are provided. The authors of the paper draw on the experiences of the police forces in Poland.
The article is focused on the relationship between meditation, degree of involvement in the practice and temporal orientation, in particular active concentration on present time called “Carpe diem”. Two hypotheses are tested: a) Practitioners, as compared to nonpractitioners, are presenting significantly higher active concentration on the present and lower orientation on the past, future and present fatalistic orientation; b) If involvement in meditation increases, active concentration on the present also increases. A survey has been carried out on a group of 160 practitioners of Karma Kagyu linage of Tibetan Buddhism in Poland and a group of 100 nonpractitioners. The results suggest, practitioners are more actively focused on present time and this active concentration increases with involvement in meditation.
The character of work process, having evolved in the recent years, imposes new requirements on the participants of contemporary organizations. The aim of this article is to verify which of variables are important for readiness to change of managers. Therefore the statistical analyses of the empirical material were conducted towards recognition of the strongest determinants of readiness to change of managers. The results of the statistical analyses prove that the variables of greatest importance to readiness to change are of subjective character.
Contemporary organizations are one of the most important actors in social life. This is particularly true of business organizations whose activity often has extremely moral consequences. The aim of the paper is to present the problem of moral subjectivity and reflection on the possibility of recognizing an organization as a moral subject. The basis for the considerations were three reference points developed in subsequent parts of the article. The first is the category of moral responsibility. The second concerns the approach of moral subjectivity through the process of moral development. The third point is the category of conscience. Each of these points has been described as an attribute of a moral subject. On the basis of the examples, comments and discussions cited, the arguments for and against the attribution of the organization of moral subjectivity were confronted.
“Today, organized crime is affecting every segment of our society. It is a disease which infects everything that comes into contact with it. It is an insult added to every law-abiding citizen. It is high time our governments made a note and, moreover, took immediate action. Perhaps tomorrow will be late.” Organized crime is a form of criminality manifestation, perhaps its most specific type. It is a phenomenon that causes horror as much as wonder about the way it works and, at the same time, a sort of lure for its mystery and the particular way of comprehension. For years and years it has inspired volumes of writing, plenty of which have become best-sellers, or have produced blockbusters, arousing amazing mass interest. That is because criminal organizations and their activity have been to society both a tangible everyday reality and a remote thing, beyond comprehension. Many authors have researched into organized crime and criminal organizations, pointing out their characteristics and specifics. They attribute such features to it as a perpetual connection of many people engaged in criminal activity, an organizational hierarchy with a great power of the leaders, the domination of rule and order, discipline and responsibility among the members, imposed solidarity, maintaining the secrecy of activity and of the organization, and the international character of their activity. Unfortunately, there are a large number of worldwide notorious criminal organizations. Over time, they have been discovered and studied by various criminologists, who have managed to provide sufficient information on the specific features of each of them, the activities on which they focus and the territories in which they operate. But what means should we use in order to face organized crime today? It is necessary that differentiated strategies be studied according to the type of the mafia organization against which a concrete operation is to be launched. The strategy should also be coordinated not only in national level but also internationally, because the international character of organized crime is already an established fact.
Communication always takes place by means of symbols. Information must be coded by the sender, i.e. expressed by the use of symbols (mostly language symbols), and then decoded by the recipient. The process of message decoding may be divided into two stages: the acquisition and the interpretation of the message, so-called “understanding” through the attaching of the meaning to symbols, which made up the message. Itself the understanding of the message is a not a sufficient condition of communication, as it may happen so, that the recipient interprets (understands) the message in a more or less different way from what the sender intended to transfer, what in practice may lead to the consequences more or less similar to the total impossibility of decoding the message. We may speak about communication only if the meanings attached by the sender to the individual symbols are close or identical to the meanings attached to these symbols by the recipient.
This article is an attempt to answer the basic question: what is logistics management. The author in a very clear way shows that logistics management is a specific form of targeting the company from both inside and outside. The two functions distinguished are: strategic and operational. As it has been shown, logistics is one of the most important factors shaping the image of any company, and it is a programme that combines all activities of the company.
Higher education institutions in Poland are in their essential moment. Public institutions have to oscillate between profitability and maintaining the intellectual fundaments building universities or technical universities. Private higher education institutions take part in the competition for eco- nomic survival. Higher education institutions are more and more to demon- strate creativity as to micr- as well as macro approach. The article contains descriptions of each of these perspectives along with an supplement to illus- trate the major mistakes in promoting creativity in higher education institu- tions in Poland.
The aim of the article is to identify organizational cultures occurring in Opole hotels. The paper uses four main research methods: analysis of documents, diagnostic survey, methods of analysis and logical construction and statistical method. The research was conducted among the representatives of 12 hotels located in Opole. The Opole hotels are dominated by organizational cultures focused on authority and goals, and their main components are the values. Offering a common language and conceptual apparatus, determining the rules of power and determining the criteria for obtaining status in an enterprise are the most important internal functions of the studied organisational cultures. The following were considered key external functions: ability to understand the company's strategy, identification of employees with objectives and the ability to integrate members of the organization. On the Opole market there were no significant connections between the type of organizational cultures and functional features of hotel companies.
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