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EN
Unique knowledge, reinforced by organisational experience and combined with resources and technologies, forms the competence of organisations, thereby determining the possibility of market success. The need to ensure it in the context of influencing the employment level of a population shifts attention from external factors to the internal properties of organisations as a prerequisite for achieving high performance levels. The status of organisations of different business groups in terms of their impact on employment in Ukraine is defined in the following pages of this article. The inexpediency of considering the indicators of the number of organisations in Ukraine and the intensity of their creation as a factor of employment growth was substantiated, since, despite the absolute quantitative advantage of small organisations (95.2%), it is medium-sized organisations that occupy the leading positions in providing employment in Ukraine (47%). It is noted that the higher level of profitability of large and medium-sized organisations, as an indicator of financial success, can be associated with a wider list of available competencies, in particular, those that are part of the synergistic component of an organisation’s competence and which provide advantages that are almost unreproducible by competitors, and thus, market leadership positions. The complexity of the development of such competencies among small businesses, which should focus on the competencies of a key component, is substantiated. Using the component will open access to new knowledge, experience, methods of managing resources, and business processes. The logical conclusion manifest itself in the importance of developing competent organisations capable of: achieving high financial results; creating jobs with a competitive level of pay; and contributing to the balance of the labour market. The identified disparities in labour supply and demand indicators exacerbate the problem of their balance along with ensuring productive employment, which is often caused by the professional and qualification mismatch of employees with employers’ current requirements and their incompetence in certain areas of activity. This is the reason for directing research to find ways to develop competent organisations capable of attracting employees with a wide range of knowledge, a willingness to learn, and who are able to adapt to changes in exchange for decent remuneration. A distinctive feature of this study is the consideration of the trends of the functioning of organisations not only from the standpoint of influence on the level of employment in Ukraine, but also as evidence of the manifestation of a certain level of competence, which will become the basis for the development of its components in order to ensure the effective operation of organisations on the market.
2
Content available In Pursuit of Business Excellence
75%
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nr 13
31–42
EN
Excellence and the related notions, such as competence, expertise and expert performance, elude precise definition. Historically, these notions have been approached in different ways by scholars developing their theories in a number of disciplines. These theories are discussed in the article with special reference to determinants of excellence in business and in light of the anthropocentric theory of human languages. The author’s main hypothesis is that all these three notions refer to the inherent, non-transferable properties of human beings and not to organizations. Referring to the dominant theory of deliberate practice as a key factor contributing to expertise, the author discusses other scholars’ counter arguments and formulates, in addition, his own reservations based on the specificity of business practice. These reservations relate to the diversity of the business field and to certain impact factors inextricably linked with business activity that distinguish this domain from many others.
PL
Artykuł pokazuje najważniejsze wyzwania i przeszkody zarządzania zasobami ludzkimi w instytucjach kultury. Analizuje strukturę organizacyjną sektora instytucji kultury i jego perspektywy rozwoju. Wskazuje nowe instrumenty przedsiębiorczości i innowacyjne zarządzanie zasobami ludzkimi jako możliwości poprawy sytuacji w tym sektorze. Poszerza wiedzę w zakresie budowania i utrzymania motywacji pracowników. Wiedzę, kompetencje i kapitał intelektualny traktuje jako założenia sukcesu. Uzasadnia prowadzenie działań przedsiębiorczych w obszarze instytucji kultury, jako alternatywną formę działalności. Jest wstępem do dalszej wymiany doświadczeń i badań w zakresie dobrych praktyk w zarządzaniu zasobami ludzkimi.
EN
The article shows the most important challenges and obstacles of human resource management in cultural institutions. It analyzes the organizational structure of cultural institutions sector and its prospects for development. Indicates new instruments entrepreneurship and innovation in human resource management as an opportunity to improve the situation in this sector. Expands knowledge of building and maintaining employee motivation. Knowledge, expertise and intellectual capital are treated as a foundation for success. This justifies carrying out entrepreneurial activities in the field of cultural institutions, as an alternative form of activity. It is a prelude to further exchanges of experience and research on best practices in human resource management.
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tom 283
16-28
PL
Kompetencje są istotnym czynnikiem generującym sukces zarówno organizacji, jak i pracownika. Są koniecznym wymogiem we współczesnej rzeczywistości. Ich brak lub niedostatek generuje cały szereg problemów dla organizacji. Warto więc przybliżyć treści omawiające istotę kompetencji i obszar zarządzania kompetencjami, postrzegane jako ważny filar polityki personalnej organizacji.
EN
Competences are an essential factor generating the success of organization and employees. They are necessarily required in contemporary reality. Their lack causes a number of serious problems for an organization. Therefore one shall examine the problem of the essence of competence and the domain of competence management as a fundamental pillar of personal policy of the organization.
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tom 10
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nr 2
99-124
EN
The article shows that (a) those who expect new global powers to rise, provoking a clash with the old one seeking to maintain its supremacy (the US), are mistaken. The US will scale back its international role, but no other power will step in to take over its functions in maintaining order. Hence an increase in global disorder. The gap will be filled to some extent by ad hoc coalitions in what is here called ‘the rise of adhocracy’. (b) The reason that various powers will play a more limited international role is that they all suffer from the same domestic crisis, namely, a governing deficit due to a decline in competence and legitimacy - albeit one that takes different forms in different nations.
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