<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Beáta Sz. G. Pató</style></author><author><style face="normal" font="default" size="100%">Zoltán  Kovács</style></author><author><style face="normal" font="default" size="100%">László Szabó</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE SPECIFIC AND GENERAL NATURE OF LOGISTICS TASKS</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">analysis of the tasks</style></keyword><keyword><style  face="normal" font="default" size="100%">cross-functional staff</style></keyword><keyword><style  face="normal" font="default" size="100%">generalist logistics jobs</style></keyword><keyword><style  face="normal" font="default" size="100%">job descriptions</style></keyword><keyword><style  face="normal" font="default" size="100%">necessary competencies</style></keyword><keyword><style  face="normal" font="default" size="100%">supply chain</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2016/450-1482086203.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">11</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">There are many ways to define and to describe jobs and assigning to people. This is a key issue in both blue collar and in white collar jobs. This analysis focuses on the work content of jobs in logistics. However, the methodology allows the exploration of closely related issues to determine competence requirements as well. Jobs can be seen to have bearing on many areas including effectiveness, efficiency of individual and organizational level, social and political issues. 
The purpose of the research carried out by authors was to identify the necessary competencies in logistics jobs. It included the analysis of the tasks using company document (job description) analysis in order to identify the tasks and required competencies. Researchers extracted and then standardized the verb - noun pairs which described the tasks. The frequency of these pairs gave the weight of the task in a job. 
This method allowed the researchers to determine the overlapping rate of activities in different fields (trade, transport, comprehensive activities). It was found that the most different/independent field in the terms of similarities is warehousing. 
Results suggest the rethinking of the training content in order to find the right balance between the general and specific competencies. They also help organizations to optimize the composition of cross-functional staff. 
</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">107-123</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Zoltán  Kovács</style></author><author><style face="normal" font="default" size="100%">Emil Nyerki</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">EFFECT OF POLITICAL CHANGE TO THE CHANGE OF CORPORATE VALUES</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">corporate goals</style></keyword><keyword><style  face="normal" font="default" size="100%">political change</style></keyword><keyword><style  face="normal" font="default" size="100%">Social Values</style></keyword><keyword><style  face="normal" font="default" size="100%">transition economies</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2015</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2015/450-1437201653.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">10</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Lean is the mainstream process improvement philosophy. It has a more or less standardized set of techniques, which are well known worldwide, however the application environments – mostly due to cultural differences – are rather diverse. Hungary has been on the way of political and economical transition since 1989. Following the first free election in 1990 there were several changes in the structure of production and service companies. Previously state-owned “giants” of industry died, others have been privately owned for a long time. The study examined the lean applications in different, mostly Central and Eastern European countries in transition based on literature review. They carried out an empirical research in Hungary. Original Hungarian companies which existed before 1990 were in the research focus, analysing their lean implementation and corporate values. The research found basic differences in the attitudes before and after the change of economical system, and providing information about the closed gap regarding corporate values of foreigner owned and Hungarian owned companies. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">18-25</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Péter  Volf</style></author><author><style face="normal" font="default" size="100%">Zoltán  Kovács</style></author><author><style face="normal" font="default" size="100%">István  Szalkai</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">3D VISUALIZATION OF A CASE-BASED DISTANCE MODEL</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">case-based distance model</style></keyword><keyword><style  face="normal" font="default" size="100%">inventory management</style></keyword><keyword><style  face="normal" font="default" size="100%">visualization</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2011</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2011</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2014/450-1391946873.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Regarding to the conveyance of materials the assignment of stock-keeping units (SKUs) is one of the most important tasks in a warehouse. The units in the interest of their easier handling can be sorted into groups. To classifying SKUs the most frequently used method is the ABC analysis. The traditional approach implements a simplified scheme, which is mostly based on annual dollar usage. Classifying units according to one characteristic can lead to rushed result, because the assignment of stock-keeping units might be influenced by other factors, like number of orders, weight or lead time. In recent years a number of decision models have been developed in order to make it possible to consider more than one criterion in the same time. In general, in the case of representing a model the introduction of the algorithm is more preferable than the visualization of data. However the visualization of results can relieve the comprehension of the given problem and the way, how the model works, even in relation to sorting problems. The aim of this research is to introduce a plotting method which visualizes the results coming from the Case-based distance model developed by Chen, Kilgour and Hipel. This method strengthens the classification by providing separating nonlinear surfaces.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">182-197</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Zoltán  Kovács</style></author><author><style face="normal" font="default" size="100%">Beáta  Pató</style></author><author><style face="normal" font="default" size="100%">Noémi  Elbert</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COMPETENCE REQUIREMENT DETERMINATION AND DEVELOPMENT IN SUPPLY CHAINS</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">case study</style></keyword><keyword><style  face="normal" font="default" size="100%">HR in logistics</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2011</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2011</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2014/450-1391946591.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">While production of products became more focused, activities at other location in supply chains are getting to be more complex, diverse. It means that work requires more competencies than before. This paper focuses on two issues of human resources: (1) Individual competence requirements in supply chains. There are more sources for identification competence need: determination from tasks, asking employers, national regulation of professional exams (learning outcome requirements), existing job descriptions. Authors give examples for all. Results show that general competencies have greater importance than it was expected. (2) Case studies available for training purposes in order to develop competencies. They present the related results of three EU projects. During NOVALOG project they redefined jobs, indentified competencies, worked out innovative training case studies. ITS-IT project resulted case studies on operation intermodal terminals. The presently running CENTRAL project updates NOVALOG’s results and go further when works out concrete training modules. 
Findings also give an overall picture of the dominant activities and tasks on different hierarchical levels and areas of supply chains in Hungary.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">110-120</style></section></record></records></xml>