Wyniki wyszukiwania - Biblioteka Nauki

1

From Management to Leadership

100%

Balcerek A.

Zarządzanie Zasobami Ludzkimi

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2008

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nr 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

The Creating of Knowledge-oriented Economy as Development Opportunity

100%

Buszko A.

Pieniądze i Więź

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2005

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tom 8

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nr 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.

3

Zarządzanie kapitałem ludzkim w organizacji wiedzy

100%

Kościelniak A.

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nr 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

MOŽNOSTI PREDIKCIE SPRÁVANIA MANAŽÉROV PRI ZVLÁDANÍ NÁROČNÝCH SITUÁCIÍ V MANAŽÉRSKEJ PRÁCI

80%

Lajčin D. , Frankovský M. , Štefko R.

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nr 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.

5

MANAGEMENT OF COOPERATIVE'S HOUSING RESOURCES (Zarzadzanie spoldzielczymi zasobami mieszkaniowymi)

80%

Drozd-Jasniewicz I. , Jankowski J.

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tom 13

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nr 4(49)

128-141

EN

Management of housing resources is binding from the first side with rising financial assets from people who live in this particular housing resource for its maintaining and from the other side is binding with the ability of effective use and management of those financial assets. In this article the efforts on the evaluation of effectiveness of cooperative's housing resources management has been taken. Due to carried out research and also on the basis of statistical data the Authors found out that the cooperatives' housing resources are managed in a modern way, according to the legally binding law regulations in respect to the laws of the people who live in it. The excellent prove for that is the smallest exploitation fee in calculation for 1 m2 in the cooperative's housing resources. In spite of the privatization the great majority of flats are still under the cooperative management. Moreover, the administration and management costs of those resources were the lowest in comparison to the other housing resources. The equipment of cooperative's housing resources with central heating system formed itself as a beneficial effect on the background of the council housing resources and community ones. In addition to that the biggest financial inputs on renovation and modernization were noticed particularly in cooperative's housing resources. These resources can be characterized as ones that have the lowest renovation gap and the high percentage of thermo isolation in use. In the summary of the work one very essential conclusion has been drawn. It says that housing cooperatives were exactly adjusted to the actual legal solutions of this kind of entities as housing resources and they took on in many cases the management role of the housing resources. In addition to that in many categories of the management effectiveness estimation the housing cooperatives were located on the top position among the others forms of housing ownership existing on the market.

6

THE IDEA OF TRUST DEVELOPMENT WITHIN THE FRAMEWORK OF NET CONNECTIONS ON EXAMPLE OF CONSTRUCTION COMPANIES (Koncepcja rozwoju zaufania w zwiazkach sieciowych na przykladzie przedsiebiorstw budowlanych.)

80%

Buszko A. , Rudzewicz A.

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nr 3(44)

EN

The goal of this article is to present the idea of trust management at construction companies. Trust is a modern tool of management at many sectors of economy. This tool plays an important role also at construction sector. Companies which base on trust reach the competitive advantage.

7

Vudcovstvi v spolecnosti 21. stoleti

80%

Pitra Z. , Zauskova A.

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nr 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.

8

Partycypacja procownikow w zarzadzaniu w firmach europejskich, amerykanskich i japonskich

80%

Radomska J.

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nr 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

Corporate Motivation to Merge versus Enterprise Effectiveness

80%

Czerwonka L.

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nr 1(34)

62-73

EN

The article presents corporate models of enterprise and from that models derives managers motivation to merge enterprises. It analyses the influence of motivation on enterprise's economic effectiveness. The analyses of theoretical models proves that the enterprises' growth based on the motive of maximum utility for the managers may be profitable but the growth In itself is not necessary or sufficient to improve enterprise's effectiveness. Foreign research do not prove whether fusions and mergers are beneficial for the enterprises. Therefore presented relations should be analysed in further research.

10

Podstawowe elementy zarzadzania wiedza

80%

Staniewski M. W.

Contemporary Economics

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2007

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nr 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.

11

Wpływ zarządzania jakością na proces doskonalenia organizacji

80%

Łukasiński W.

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nr 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.

12

RIADENIE A PLÁNOVANIE NA VEDECKOM PRACOVISKU

80%

Kiliánová G.

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nr 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

Teoretychni osnovy staloho rozvytku zhytlovo-komunal'noho hospodarstva

80%

Nestorenko T. V.

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tom 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.

14

PROCESS APPROACH TO COST OF QUALITY (Procesowe ujecie kosztow jakosci)

80%

Szczepanska K.

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nr 4(12)

113-122

EN

Contemporary understanding comprehending cost of quality is connected both with the sphere of the management, as well as the operational activity. Borders of considering the category of quality costs moved beyond the technical - technological area. Trial including costs let the quality for classifying them with reference to all action carried out in the modern enterprise. Standard models of quality costs and the activity - based costing appointed new prospects of economics of the quality in the business administration.

15

MANAGEMENT IN THE HUMANISTIC PERSPECTIVE (Zarzadzanie w perspektywie humanistycznej)

80%

Gorski P.

Organization and Management

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2009

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nr 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.

16

Działania podejmowane dla usprawnienia zarządzania gospodarstwem rolniczym na przykładzie Kujawsko-Pomorskiego Ośrodka Doradztwa Rolniczego

80%

Orłowska M. J.

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2014

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nr 4(78)

20-33

EN

The aim of the study was to present advisory activities undertaken within the organizational and economic consulting in the Kujawsko-Pomorskie Agricultural Advisory Centre (KPODR) for improving farm management. The sources of information were data collected by KPODR from 2011–2012. The analysis showed that the Centre plays an important role in the region to improve the management of the farms. Advisors take a lot of activities (including advice, training, conferences, studies, audits, visits to farms and Publishing) having a chance to significantly improve the quality of decisions taken at the farm, both current and long-term. Farmers cooperating with the Centre gain knowledge relevant to the current operation of farms, allowing for an assessment of the economic situation and the possibilities for further development of farms and sources of financing for planned investments.

17

Kontrola projektów w ramach polityki spójności oraz propozycje na okres programowania 2014-2020

80%

Szymański M.

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nr 3(344)

8-31

EN

The article presents the principles of the audit process for projects realised within the cohesion policy of the European Union, which lies with managing authorities. They are obliged to implement the programmes effectively, efficiently and properly, and in accordance with the principle of sound financial management. Managing authorities are also obliged to audit every project in which financial support of the European Union funds is involved. The author of the article presents the legal basis for auditing, its definition, objectives and institutions that are authorised to audit those projects. He also discusses types of audits and good practices on the basis of the COCOF guidelines for auditing of projects. Moreover, the author presents proposals for changes in the management and audit system for the funds to be realised in the 2014–2020 financial perspective, as well as an assessment of the proposed provisions from the perspective of their impact on the audit process.

18

MANAGING THE PORTFOLIO ON CUSTOMERS ORDER

80%

Filipczuk T.

Myśl Ekonomiczna i Prawna

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2005

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nr 2(9)

29-43

EN

Managing portfolio on the customers' order is a service which involves investing a customers' means on their behalf and on their account in selected instruments of the financial market. The assets in question may include cash, securities and other financial instruments. The first step in the process is constructing assumptions of the investment strategy by the investor. The assumptions specify kinds of risks the investor is prepared to take and investment targets and aims. The second step in the process of the portfolio management is updating current and future conditions (financial, economic, political) by the investor. The third step is creating the portfolio itself. Considering the assumptions of investment strategy and financial market forecasts the investor specifies what securities to choose, how to carry out their allocation and on what markets. The management process aims at constructing the portfolio which would generate the highest possible rate of return at a minimum risk. The fourth step in the process is constant monitoring of the investor's needs and conditions of financial market. The element of the monitoring process is evaluation of the portfolio's profitability and comparison of results with the expectations included in the investment strategy assumptions. Professional management of the portfolio provides the investor wilh benefits resulting from specialization and knowledge of the managing firm and enables him to take advantage of dynamic development of the financial market.

19

THE APPLICATION OF EXTREME VALUE THEORY IN OPERATIONAL RISK MANAGEMENT

80%

Teplý P.

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nr 7

698 – 716

EN

This paper focuses on modelling the real operational data of an anonymous Central European bank. We have applied the Extreme Value Theory, in which we have used two estimation methods – the standard maximum likelihood estimation method and the probability weighted moments (PWM). Our results proved a heavy-tailed pattern of operational risk data as documented by many researchers. Additionally, we showed that the PWM is quite consistent when the data is limited as it was able to provide reasonable and consistent capital estimates. Our findings show that when using the Advanced Measurement Approach rather than the Basic Indicator Approach used in Basel II, the researched bank might save approx. 6 – 8% of its capital requirement on operational risk.

20

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.

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2010

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nr 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.