<?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%">Marques, M. C. C.</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PERFORMANCE APPRAISAL: THE CASE OF A PUBLIC ENTITY IN PORTUGAL</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%">evaluation</style></keyword><keyword><style  face="normal" font="default" size="100%">human resources</style></keyword><keyword><style  face="normal" font="default" size="100%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">organization</style></keyword><keyword><style  face="normal" font="default" size="100%">Performance appraisal</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2022</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2022/450-1672757217.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">17</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%">In the past, the attempt by organizations to establish a system for evaluating their employees has shown some inconsistency. This arose, essentially, due to the lack of objectivity at the time of classification, a process that always involves strong subjectivity. In the current paradigm, more and more organizations need to implement performance evaluation models based on strategic competencies, to fulfill established objectives to cement the creation of an organization's value.
In most companies and organizations, the performance appraisal process is a tool used annually, serving only to monitor the performance of employees. If a company or organization wants to go beyond the control function, it must see the performance evaluation process as a component of performance management throughout the year. This should create conditions so that the activities carried out by the employees and the results of these, effectively contribute to achieving the organization's objectives. For the same author, it is a process that seeks to identify, observe, measure, and develop the performance of individuals, having as focus the agreement with the objectives of the organization. The purpose of performance appraisal is to obtain better results in the organizations or teams and individuals within the organization, understanding and management performance within an agreement, the structure of planned goals, standards, and competence requirements.
</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%">48-62</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%">Seonghoon   Kim</style></author><author><style face="normal" font="default" size="100%">Yong   Bai</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DEVELOPING A MODEL TO ENHANCE LABOR PRODUCTIVITY USING BRIDGE CONSTRUCTION BENCHMARK DATA</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%">benchmark</style></keyword><keyword><style  face="normal" font="default" size="100%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">productivity</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">July/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905103.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">7</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The Labor Working Status Monitoring (LWSM) Model that incorporates the WRITE and the industry benchmark data was developed through the five steps to enhance labor producitivty in bridge construction operations. The first step of the development process was to conduct a literature review, followed by the second step which was to develop the WRITE. During the development, the authors identified the necessary hardware and software for the WRITE and outlined a schematic to show the connection of major hardware components. The third step was to develop the LWSM Model for monitoring the on-site construction labor working status by comparing data from the WRITE with the industry benchmark data. A survey methodology was used to acquire industry benchmark data from bridge construction experts. The fourth step was to demonstrate the implementation of the LWSM Model at a bridge construction site. During this phase, labor working status data collected using the WRITE was compared with the benchmark data to form the basis for the project managers and engineers to make efficiency improvement decisions. Finally, research findings and recommendations for future research were outlined. The success of this research made several contributions to the advancement of bridge construction. First, it advances the application of wireless technology in construction management. Second, it provides an advanced technology for project managers and engineers to share labor working status information among project participants. Finally, using the developed technology, project managers and engineers can quickly identify labor efficiency problems and take action to address these problems. 
 
</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">12-23</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%">Gregory  Olevsky</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DELEGATION OF COMPETENCES IN THE RELATIONS SYSTEM OF THE ENTERPRISES MANAGEMENT</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%">delegation</style></keyword><keyword><style  face="normal" font="default" size="100%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">outsourcing</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">July/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391965792.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">4</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">New quality of the modern market is shown in expansion of scales of cooperation of corporations and the small enterprises. Deciding condition of the successful formation of the competitive advantages is the level of the competence of the personnel of the enterprise. Competence becomes critical for the enterprise in case its management achieves organic composure of techno–technological, financial–marketing and organizational–managerial resources during the process of realization of business idea. The concentration of resources of the enterprise on directions of the core сompetencies makes necessary to search for rational ways of realization non–сore сompetencies. The small enterprises are capable to represent themselves as performers non–сore сompetencies of the enterprises–customers first of all in those cases they have unique resources for realization of technological component of their own сore competence. The modern microenterprises successfully cooperating with the big size enterprises of the including corporations, do it, as a rule, in the form of outsourcing. Outsourcing can be considered not only as one of the forms of cooperation, but also as the means of strengthening the market positions of the enterprise. Thus it is necessary to recognize that the effect from the use of outsourcing is reached by the company–the customer as a result of reorganization of its organizational structure and qualitative changes in work of management.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">86-92</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%">Izabela   Kapera</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PLANNING AS THE BASIC FUNCTION OF TOURISM AND RECREATION MANAGEMENT IN POLAND</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%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">planning</style></keyword><keyword><style  face="normal" font="default" size="100%">tourism and recreation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">April/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391964868.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">3</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The subject of this article research are issues concerning the management of tourism in Poland, with particular emphasis on planning. The main purpose was to analyze the issues related to the planning of tourism and recreation in Poland and in this context to show the importance of planning for the proper development of tourism. The research procedure which was applied was mainly the analysis of source materials. With regards to tourism there can be distinguished plans from the sphere of socio-economic (created at the central, regional and local level and for businesses operating in the field of tourism), and spatial plans (implemented in the whole country, provinces and municipalities and separately selected for particular areas). Creation of ones and the others is justified. In connection with the fact that tourism plays an important role in the economy of many countries, appropriate management of its development becomes important, and the planning which underlies management often helps to avoid in this regard, the method of trial and errors. It should be stressed that tourism is also a field that uses widely the space, but this space is affected mostly negative by it. Planning, which is the basis for setting targets and ways of their implementation, provides, among others, the possibility to reduce the negative consequences associated with its development.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">37-42</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%">Siw  Lundqvist</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">POST-MERGER INTEGRATION ISSUES: THE IMPORTANCE OF EARLY APPOINTMENT OF NEW MANAGERS FOR SUCCESSFUL PMI</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%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">Merger and Post-Merger Integration (PMI) in public sector</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">April/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391965021.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">3</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Managers in the 21th century need to understand how to best show leadership in a merger – not least because of the many unsuccessful post-merger integrations that have been reported in many case-studies. The human factor is fundamental to preventing post-merger failure. A longitudinal case-study, that follows a merger in the public sector, aims at verifying the recommendations in the literature on how to prevent and counter resistance to change. The administrators, whose opinions were investigated, were enthusiastically looking forward to the merger, even though they expected changes to both their information systems they use for daily work and their routines. They looked forward to the merger even as they lacked individual information about their work situation after the merger. After the merger their attitudes changed as a new more authoritative leadership style emerged that was not appreciated. The new top managers were externally recruited and became part of the merger process at a very late stage when they could not build trust with the organization anymore. Our findings confirm prior research findings about the importance of management involvement throughout a merger. Hence new managers should be appointed early in the process so they can take active part in decision-making and trust-building. The longitudinal case-study aims at adding to the knowledge base that can facilitate post-merger implementations.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">63-80</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%">Vincentas Lamanauskas</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">SOME FEATURES OF EDUCATION MONITORING</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%">administration</style></keyword><keyword><style  face="normal" font="default" size="100%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">monitoring</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">July/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391965396.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">4</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Education monitoring is quite a fresh field of the science of education, especially in Lithuania. This field is closely interrelated with methodology of educational research, education politics, education management, education economics, etc.
 The elementary operation of monitoring process is measurement. There are qualitative and quantitative measurements. From the methodological point of view it is essential to understand the object of monitoring, its structure and interrelations, and fundamental processes etc.
 The value of monitoring is also a very important approach. The value of monitoring is significant on an international scale. Provided with comprehensive information about the situation of a certain system of education one could easily compare it to other systems, carry out forecasting, and shape possible perspectives of development</style></abstract><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-6</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%">Hanna  Astner</style></author><author><style face="normal" font="default" size="100%">Ingrid  Stigzelius</style></author><author><style face="normal" font="default" size="100%">Hans  Andersson</style></author><author><style face="normal" font="default" size="100%">Cecilia  Mark-Herbert</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MANAGING PROCUREMENT OF FOOD WITH ADDED VALUE: A CASE STUDY OF BEEF IN THE CATERING SECTOR</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%">added value</style></keyword><keyword><style  face="normal" font="default" size="100%">catering sector</style></keyword><keyword><style  face="normal" font="default" size="100%">management</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/2014/450-1391946164.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%">Consumers have limited options to choose food with added values in the catering market. Management challenges include making informed product portfolio decisions of what to offer the consumers. These decisions are based on procedures for procuremen. The public procurement process is inluenced by political objectives and a different set of laws compared to private procurement. This research project explores the management of procurement conditions for food products with added values; with a particular interest in beef in public and private restaurants. The results show that personal values of professional purchasers play a key role in the procurement decision. In the commercial sector, marketing of food with added values can provide opportunities for differentiation. In public procurement, opportunities for food with added values are influenced by politics and legislation. Main management obstacles perceived by catering units purchasing beef with added values are associated with lack of volumes, ineffective distribution and higher prices.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">19-35</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%">Vincentas Lamanauskas</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PERSPECTIVE MANAGEMENT: SYSTEMIC THINKING AND VALUE SYNERGY NECESSITY</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%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">systemic thinking</style></keyword><keyword><style  face="normal" font="default" size="100%">values</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%">May/2011</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2014/450-1391887190.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">1</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">We can surely assert that over the last two decades a very significant attention has been paid to management. It is great that more and more attention is paid to the systemic approach in management (Robinson, 1996; Jackson, 2003; Bellinger, 2004; Cyrus, 2010). It is obvious, that there are many approaches to management, for example, problem solving style, situational approach, effective steering etc. And not only to management, but also to adjacent, management related spheres. Systemic approach is reasonably considered to be as cornerstone to management. On the one hand, this is bound to common systemic society life changes. Such topics as knowledge economy, learning society, information society and so on… are constantly accentuated. On the other hand, in some countries management as a science was basically “beyond the boundaries” of cognition. First of all, this can be said about East and Central Europe countries, in other words, still called post-soviet countries up to now. Though, the latter term is neither true nor full of sense in many respects. Not without a reason, in the public discourse of these countries the opinion is still vital that the manager is the one who is hardly able to do a thing himself. Even quite practically we can analyse a simple example. Social science field study programmes “have been in the leading position” in Lithuanian higher education for almost two decades already. It is interesting, that in many cases, fewer difficulties in studying, is pointed out as the main motive.
 We can agree with Gary Hamel (2007), that today more than ever, organisations need brave management innovations. Modern management model orientated to control and productivity doesn’t suit in the world where business success is determined by adjustment and creativity.
 Thus, it is believed that discussions on these mentioned and not mentioned management questions will go on in these journal pages. One thing is obvious, that values become one of the most significant and perspective instruments of management effectiveness and optimisation. Value institutionalisation in the organisations is one of the most important guarantors of their effective activity.</style></abstract><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">5-6</style></section></record></records></xml>