A comparison of the Slovak laws on radio and TV broadcasting with the new Italian law from 2004 is revealing that even though a definition of the statutory broadcasting is brief, it is elaborated sufficiently and accepted in the most momentous documents not only in other European countries, but also in Slovakia. The problem more or less is how to implement this idea in practice where the statutory media on one side have to broadcast for all groups and minorities of the population (e.g. cultural, religious, sport, national), but on the other side the highest possible ratings are required with all potential percipients. This discrepancy is resulting into a wrong feeling that statutory media still do not have sufficiently defined their roles, it is of course not true, what is true is that ruling management of respective media do not always know how to successfully implement the defined requirements in practice.
The procedures of privatization and attracting private capital to expand, modernize and improve the efficiency of state-owned sea ports necessitated the evaluation of companies in terms of their attractiveness to potential investors and the choice of the most suitable forms of interaction between government and business. To solve this problem is proposed to form the matrix of the attractiveness of public seaports of Ukraine, based on the criteria of investment attractiveness of the seaport and its market share. This matrix will highlight six port groups, to improve the effectiveness of which can be offered appropriate forms of public-private partnerships, selected the appropriate algorithm depending on the economic and financial status of the port, the possibility of financing the implementation of investment projects, the availability of cargo base.
One of the most pressing issues of scientific research in the field of industrial restructuring is the question of further development of the business processes after reengineering. The difficulty lies in the ability of the enterprise to keep the progress achieved dramatic changes transform and bring them to the stable growth. The functioning of business processes before and after the reengineering differs significantly. The system works in a completely new direction with the change in functional and output streams. Executors of business processes will have a new challenges and it needs some time for adaptation and understanding. In article has been further developed methodical approach to determine the strategic priorities of the business processes after reengineering. This approach takes into account the expert assessment of all types of industrial enterprises as a result of organizational and economic changes.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.