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Organizational Structure and Staff Creativity

100%

Szwiec P.

2006

nr 8(697)

55-59

The article deals with the influence of organizational structure on employees' creativity. The author applies a dual approach to structural determinants of staff creativity, from typological and dimensional point of view. An attempt of synthesis of the two approaches has been made in the study

DECISION-MAKING PROCESS OF EUROPEAN CENTRAL BANK

80%

Jankiewicz-Maciejewska A.

nr 3(10)

113-141

The paper presents the monetary policy and the principles of its formulating in the EU and the euro zone with the special emphasis on decision-making process in the commonwealth issues performed by European Central Bank (ECB). In order to enable the ECB to function properly it has been provided with a lot of independence which falls into 4 categories: institutional, personal, financial and functional. The organizational structure of the ECB is composed of: the Governing Council - the highest managerial body, the Executive Board the executive body and the General Council. Each of the above mentioned bodies has its own procedures of decision making, methods of voting relevant to their tasks and competence. The major task of the ECB together with the central banks of the EU members states of which ECB is composed is to keep prices stable. Summing up, the procedures of action used by ECB have been shaped in such a way which prevents political authorities from putting any pressure on the Bank and enable the Bank to make decisions effectively. At the same time, the decision making process concerning the monetary policy has been centralized in ECB whereas the executive functions have been decentralized on the level of national banks.

MONITOR INTELLECTUAL CAPITAL AS A TOOL FOR BENCHMARKING IN ORGANIZATION (Monitor kapitalu intelektualnego jako narzedzie benchmarkingu w organizacji)

80%

Pawluczuk A.

Optimum. Studia Ekonomiczne

2011

nr 6(54)

139-148

Nowadays intellectual capital is often presented for organization of public services, regions or countries and less frequently for business, what was in the 90s the past century. Relevant information entered into the monitor of intellectual capital, which constituted open access to all interested persons or enterprises have not always served the same undertaking and protection of its secret strategies. This does not mean that the companies on their needs do not result in permanent prompted its intangible assets. Access to them, however, has pre-defined entities or groups of employees. Sometimes the data collected are not named in the wider concept of intellectual capital. However based on them you can create a common and well known model in the literature. This article aims to make a typology of intellectual capital in companies and the appointment of databases that will serve its fast and efficient identification of organizations with different organizational structures. Identification of intellectual capital in departments or organizations will enable the cells internal benchmarking. The article is based on examples, but it is theoretical in nature, contains a classification and model of integration of different subsystems to monitor in due to reporting an intangible assets.