Search results

1

From Management to Leadership

100%

Balcerek A.

Zarządzanie Zasobami Ludzkimi

|

2008

|

issue 3-4 (62-63)

51-61

EN

The contemporary labor market forces managers to have the skills needed in the effective conducting of transformations within the organization. Charismatic leadership replaces traditional and the manager becomes a leader. The objective behind this paper is to demonstrate the competency and skill of the traditional manager, as it is developed to achieve the level of a leader conducting change. This publication is the end product of studies of literature, mainly English and German, in the realm of leadership in the process of change.

2

Harmonizacja rachunkowości zarządczej i możliwość jej powodzenia – artykuł dyskusyjny

100%

Michalak J.

Prace i Materiały Wydziału Zarządzania Uniwersytetu Gdańskiego

|

2011

|

vol. 1

|

issue 1

315-324

EN

Harmonization of norms is one of central processes in globalized world. The main objective of the article is an attempt to answer the question if management accounting harmonization is possible and probable. In order to realize this goal the discussion was conducted presenting arguments for and against management accounting harmonization. In the latter part of the article attempts of management accounting in USA, Germany and India were presented. The third part of the article focuses on other factors apart from imposed standards may affect management accounting harmonization.

3

Zarządzanie kapitałem ludzkim w organizacji wiedzy

100%

Kościelniak A.

Zarządzanie i Finanse

|

2012

|

vol. 1

|

issue 3

369-380

EN

The aim of this article is to present the summary the worth, which a human capital manage create in the organization of knowledge. The paper describes human capital and knowledge, which is connected with people, who represent of that capital and with an human education. The last part contain examples, describes a practical using of knowledge in the manage.

4

The Creating of Knowledge-oriented Economy as Development Opportunity

100%

Buszko A.

Pieniądze i Więź

|

2005

|

vol. 8

|

issue 2(27)

27-37

EN

The aim of this paper is to present the activity of selected group of countries Poland, Czech Republic, Slovak and Hungary for the knowledge-oriented economy. The following areas were analysed: business environment, the activity of R&D centres and the level of ICT. The confirmed level of knowledge-oriented economy is the proper economic indicator. In this case the GNP per capita, productivity and the level of foreign direct investment were assumed as the evidence.

5

THREE VERSIONS OF EVA&: THE COMPABILITY WITH THE FINAL AIM OF THE ENTERPRISE'S ACTIONS AND CONTROL AND SIMPLICITY; (Trzy wersje EVA&: zgodnosc z ostatecznym celem dzialania przedsiebiorstwa, kontrolowalnosc i prostota)

100%

Andrzej C.

Ekonomia. Rynek, Gospodarka, Społeczeństwo

|

2009

|

issue 23

35-51

EN

Periodic performance measure should be goal-congruent: it ought to motivate managers to achieve firm's goals, including its ultimate goal, i.e. NPV maximization (owners' wealth maximization). It should also be controllable and simple. There is a measure especially promising in the field of congruity - residual income and its most popular variant, economic value added (EVA&). One can distinguish three versions of EVA using three different methods of depreciation: EVA based on book depreciation (EVABV), EVA based on annuity depreciation (EVAANN) and EVA based on economic (present value) depreciation (EVAPVD). First version - EVABV - offers so called weak goal-congruence, second one - semi-strong goal-congruence and finally there is strong goal-congruence in the case of EVAPVD (with IRR as discount rate). In practice the difference in the level of congruence between EVABV and EVAANN is relatively small. They are also equally controllable because they do not include expectations concerning future performance. EVAPVD is much less controllable because of its dependency on expectations via economic (market) values. From the point of view of simplicity, EVABV is the most preferable version. EVAANN and EVAPVD are much less practical. Ultimately, it seems that EVABV can offer the most beneficial proportions of congruity, controllability and simplicity, especially if one take into account the fact that stronger congruity can be achieved by imposing a special mechanism, e.g. bonus bank.

6

MANAGEMENT IN THE HUMANISTIC PERSPECTIVE (Zarzadzanie w perspektywie humanistycznej)

80%

Gorski P.

Organization and Management

|

2009

|

issue 4(138)

107-121

EN

The paper is focused on the characteristic of 'humanistic perspective' in a research of organization and management. This perspective can be described by three features: communication, values and historic. In the second part the author presents some examples of researches whose subjects are communication, organization's values and organizational change.

7

Przyczyny niepowodzeń we wdrażaniu Balanced Scorecard

80%

Kujawa A., Siemionek M.

Zarządzanie i Finanse

|

2012

|

vol. 1

|

issue 3

475-487

EN

This paper tackles the reasons for Balanced Scorecard failures in the companies. The aim of the first part is to present the essence, characteristics of Balanced Scorecard as an effective tool of making decisions, that are more efficient and diverse, in companies. The further goal was to show various type of failures during Balanced Scorecard implementation. The paper pinpoints three theoretical underpinnings and the current analysis of the reasons for BSC failures from the perspective of different authors.

8

Partycypacja procownikow w zarzadzaniu w firmach europejskich, amerykanskich i japonskich

80%

Radomska J.

Contemporary Economics

|

2010

|

issue 2(14)

101-109

EN

The article describes the conditions of implementing the employee's participation in management and analyzes the differences that are observed in European, Japanese and American companies. Moreover, Author shows different participation approaches, connected with culture, tradition and experiences of enterprises. That's why there is no participation model, which could be recommended to be used in most global companies.

9

MOŽNOSTI PREDIKCIE SPRÁVANIA MANAŽÉROV PRI ZVLÁDANÍ NÁROČNÝCH SITUÁCIÍ V MANAŽÉRSKEJ PRÁCI

80%

Lajčin D., Frankovský M., Štefko R.

Ekonomický časopis (Journal of Economics)

|

2012

|

vol. 60

|

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.

10

Teoretychni osnovy staloho rozvytku zhytlovo-komunal'noho hospodarstva

80%

Nestorenko T. V.

Mekhanizm Rehuluvannya Economiky

|

2012

|

vol. 1 (55)

182-187

EN

In the article the necessity of transition of housing and communal services to sustainable development is grounded. The essence of housing and communal services sustainable development is defined. The system of industry sustainable development management is proposed.

11

IN THE DIRECTION OF SECOND GENERATION MANAGEMENT - THE DIAMOND MODEL OF MODERN ENTERPRISES' FOUR PARADIGMS (W kierunku zarzadzania drugiej generacji - model diamentu czterech paradygmatów wspólczesnego przedsiebiorstwa)

80%

Grudzewski W. M., Hejduk I. K., Sankowska A., Wantuchowicz M.

e-mentor

|

2010

|

issue 1(33)

54-59

EN

The paper describes empirical studies devoted to an attempt at formulating a new model of future enterprise. Also, achieving what is called by G. Hamel 'Management 2.0' or, in other words, 'second generation management' was presented.

12

RIADENIE A PLÁNOVANIE NA VEDECKOM PRACOVISKU

80%

Kiliánová G.

Etnologické rozpravy (Ethnological Disputes)

|

2006

|

vol. 13

|

issue 1

61-67

EN

The authoress discusses several questions about management and planning in a research institute. She devotes her attention especially to the development of human resources and raising financial resources for research and applied projects. The discussed issues are demonstrated by an example which is the Institute of Ethnology of Slovak Academy of Sciences in Bratislava.

13

Wielowymiarowe struktuty danych OLAP odpowiedzia na wspolczesne problemy informacyjne zarzadzania

80%

Borzecka H.

Contemporary Economics

|

2007

|

issue 4(4)

117-130

EN

The article contains on question, what it is the wholesalers of data and what are the advantage from its initiating. It defines the actual information needs for management as well as it defines the part of wholesalers of data in satisfying these needs. It the conception of multidimensional structures of data, in the article formalize multidimensional model of data and basic structure wholesalers data are introduced, built according to authoress' own conception. It is the OLAP cube. Publication contains also the proposal of innovation and it forecasts the rise of new generation of wholesalers data for solving modern management problems.

14

Znaczenie zaufania w procesach zarządzania kapitałem ludzkim – ujęcie wielowymiarowe

80%

Walczak W.

e-mentor

|

2012

|

issue 5 (47)

31-39

EN

The aim of the article is to present the reflections on the role of trust in the context of human capital management as well as to point to the positive and negative aspects of trust, which influence the functional areas of an organization as well as the business processes occurring in the practice of management.

15

Wpływ zarządzania jakością na proces doskonalenia organizacji

80%

Łukasiński W.

Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie

|

2012

|

issue 881

93-106

EN

In the era of the market economy, quality has become one of the basic factors accounting for enterprise’s competitiveness. The turbulent environment has created the need for enterprises to adapt and restructure, both of which are crucial steps to improve systematically and adjust to upcoming changes. The paper looks at the issue of how quality management can improve an enterprise. The author shows that pro-quality measures create opportunities to optimise the management systems in place.

16

Grupy producenckie jako przykład rozwoju przedsiębiorczości wspierany funduszami UE na obszarach wiejskich

80%

Cupiał M., Szeląg-Sikora A.

Zarządzanie i Finanse

|

2012

|

vol. 1

|

issue 2

257-267

EN

In the paper presents the operation of producer groups as a form of entrepreneur-ship occurring in the rural areas. A detailed analysis was carried out on the example of a group focused on the production of fruits and vegetables, bringing together 41 agricultural producers. The obtained results allow to conclude that cooperation brings tangible results such as sales growth, ongoing investment.

17

Podstawowe elementy zarzadzania wiedza

80%

Staniewski M. W.

Contemporary Economics

|

2007

|

issue 4(4)

103-116

EN

The article is a review of basic knowledge management terminology. It presents such a description as: knowledge resources levels (data, information, knowledge, and wisdom), knowledge sources (internal, external), and knowledge typology (implicit, tacit or individual, social). Moreover the article characterizes knowledge management process, knowledge management system and main knowledge management strategies (codification, personalization). At the end of the article there is mentioned the knowledge creating process (the concept of knowledge creation spiral) and the role of Intelligence Technology (IT) and organizational culture as main elements supporting knowledge management implementation in organizations.

18

MUSEUM TRANSITION TOWARD MARKET-ORIENTED IDENTITY: BETWEEN SOCIAL ISSUES AND PUBLIC POLICY

80%

Geisler R., Nieroba E.

Muzeológia a kultúrne dedičstvo

|

2022

|

vol. 10

|

issue 4

5 - 25

EN

The museum as a cultural institution was created as a part of the nation-state, according to nationalism ideology, and for the transmission of the historical heritage of a particular society and culture. It resulted in organisational assumptions as rules of practices and style of operations or management. The transformation of public management in cultural institutions, such as museums, is a part of model of the “big” transformation based on the neoliberal turnaround in thinking and acting in the late twentieth century. The paper constitutes an analysis of the mechanisms of contemporary public policies of cultural institutions. It examines the role of the museum at the market-oriented levels of analysis as production, exchange and consumption. This study is based on the desk research analysis and argues that a new identity of the museum has appeared that is still shifting towards a new direction created by the SARS-COVID-19 pandemic.

19

Vudcovstvi v spolecnosti 21. stoleti

80%

Pitra Z., Zauskova A.

Communication Today

|

2013

|

vol. 4

|

issue 2

48-65

EN

Each time brings changes in conditions that maintain the stability of social development. The role of the leaders of the society is to respond appropriately to these changes by changing the rules governing its functioning. In the case of large qualitative changes - and just such that are characteristic for the beginning of the 21st century - it means a radical change in society life. It is the task of leadership in the first century of the third millennium. Leadership skills of managers are essential for successful long-term development and of the organization social action (its business) and its long-term prosperity. The paper considers the synergy of management, and leadership, we also present new perspectives on the concept and role of leadership in business entities.

20

System zarządzania jakością elementem procesu modernizacyjnego przedsiębiorstwa

80%

Olkiewicz M.

Zarządzanie i Finanse

|

2012

|

vol. 1

|

issue 3

463-473

EN

Quality management system is one of the basic instruments to introduce developing changes into enterprises. Implementation of the system helps to reach many benefits that lead to the enterprise improvement by: the offered quality, way of acting, market place, and competitiveness. It is worth to notice that obtaining the quality management systems is now the demand of proper organization work.

Refine search results

From Management to Leadership

Harmonizacja rachunkowości zarządczej i możliwość jej powodzenia – artykuł dyskusyjny