<?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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2023</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2023</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2023/450-1705396318.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">18</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%">Problems of Management in the 21st Century,
ISSN 2029-6932 (Print) ISSN 2538-712X (Online)
Vol. 18, No. 1, 2023</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2023</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2023</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2023/450-1705396291.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">18</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%">Problems of Management in the 21st Century,
ISSN 2029-6932 (Print) ISSN 2538-712X (Online)
Vol. 18, No. 1, 2023</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Williams Okpebenyo</style></author><author><style face="normal" font="default" size="100%">Akeem Tunde Nafiu</style></author><author><style face="normal" font="default" size="100%">Sule Adomokhai, S.</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DIVERSITY AND JOB SATISFACTION WITHIN ORGANIZATIONAL CLIMATE IN KOGI STATE, NIGERIA: EXPLORING THE SCENARIO OF SMALL AND MEDIUM-SIZED ENTERPRISES</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%">diversity management</style></keyword><keyword><style  face="normal" font="default" size="100%">Job Satisfaction</style></keyword><keyword><style  face="normal" font="default" size="100%">physiological diversity</style></keyword><keyword><style  face="normal" font="default" size="100%">psychological diversity climate</style></keyword><keyword><style  face="normal" font="default" size="100%">synergetic environment</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2023</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2023</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2023/450-1705396672.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">18</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%">This study focused on diversity and job satisfaction within organisational climates, exploring the scenarios of small and medium-sized enterprises. The study explored the effects of physiological elements of employee diversity on job satisfaction at the workplace and ascertained the influence of psychological diversity climate on the job satisfaction of employees in SMEs in Kogi State. This study employed a survey research design and targeted employees who could provide insights into diversity-related situations. Both descriptive and inferential methods were employed to analyse the collected data. The study used multiple regression analyses to test hypotheses. Results showed that the age of employees has a significant negative effect on job satisfaction. As employees grow older, there is a noticeable trend towards decreasing job satisfaction, and the gender of employees was found to have an insignificant negative effect on job satisfaction, among others. The study recommends, among others, that SME owners or managers should implement age-specific support programmes aimed at addressing the changing needs and preferences of older employees to help sustain and improve their job satisfaction and that managers should conduct regular training sessions to raise awareness and sensitivity among employees regarding religious and diversity-related issues to foster a positive and inclusive work environment.</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%">34-51</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END</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%">end page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2023</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2023</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2023/450-1705396712.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">18</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%">Problems of Management in the 21st Century,
ISSN 2029-6932 (Print) ISSN 2538-712X (Online)
Vol. 18, No. 1, 2023</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">52-56</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%">Iwona   Gorzeń-Mitka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ESG RISK MANAGEMENT: SOME OBSERVATIONS FROM AN ACADEMIC PERSPECTIVE</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%">decision-making process</style></keyword><keyword><style  face="normal" font="default" size="100%">environmental impacts</style></keyword><keyword><style  face="normal" font="default" size="100%">ESG risk management</style></keyword><keyword><style  face="normal" font="default" size="100%">risk management processes</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2023</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2023</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2023/450-1705396420.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">18</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%">ESG risk refers to the potential risks associated with environmental, social and governance (ESG) factors in the decision-making process. ESG refers to a set of principles that guide a sustainable and responsible approach to investing. This means that ESG factors should be taken into account in investment decisions, where social and environmental impacts should be considered alongside financial aspects. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><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%">Koch Chaves, H.</style></author><author><style face="normal" font="default" size="100%">de Freitas da Silveira, C. C.</style></author><author><style face="normal" font="default" size="100%">de Souza Antunes, A. M.</style></author><author><style face="normal" font="default" size="100%">Lima de Magalhães, J.</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">AN OVERVIEW OF SCIENTIFIC PRODUCTION ON INJECTABLE ANTINEOPLASTICS IN THE WEB OF SCIENCE DATABASE AS A CONTRIBUTION TO PUBLIC HEALTH 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%">bibliometric analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">cancer</style></keyword><keyword><style  face="normal" font="default" size="100%">co-citation</style></keyword><keyword><style  face="normal" font="default" size="100%">injectable antineoplastics</style></keyword><keyword><style  face="normal" font="default" size="100%">public health</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2023</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2023</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2023/450-1705396590.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">18</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%">According to data from the United Nations, cancer is the second leading cause of death in the world. Studies in the area advocate that this data be treated in an agile manner, to extract essential information. This work analyzed the characteristics of the world's scientific production on injectable oncologic agents present in articles in the Web of Science database between 2001 and 2021. Bibliometrics were performed on 1,496 articles. There was a constant increase in publications over the years – emphasis on 2021. The technological domain “pharmacy and pharmacology” was the most recurrent. China is the leader with a total of 505, while Elsevier was the publisher of the most published articles in the analyzed period. In relation to the most productive authors, Qian ZY stands out, with 18 articles. The most productive institution is the Chinese Academy of Sciences with 68 articles. Concerning networks using VOSviewer®, the following stand out: Li, Y. et al. (2012), (co-citation of references; 62); “Biomaterials” (co-citation of journals; 3,006); nanoparticles (keyword co-occurrence; 262); Soo-Chang Song (bibliographic coupling; 776). The study helps public health stakeholders in injectable antineoplastics to obtain essential information and thus contribute to better health management in both the public and private sectors.</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%">21-33</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%">Idongesit Oto Eshiett</style></author><author><style face="normal" font="default" size="100%">Oto Eyamba Eshiett</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">TOURISM DEVELOPMENT AND EMPATHY-ALTRUISM IN POST PANDEMIC SERVICE DELIVERY </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%">empathy-altruism</style></keyword><keyword><style  face="normal" font="default" size="100%">post covid-19 pandemic</style></keyword><keyword><style  face="normal" font="default" size="100%">pro-social advertising service delivery</style></keyword><keyword><style  face="normal" font="default" size="100%">sustainable tourism</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2023</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2023</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2023/450-1705396496.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">18</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%">Empathy-Altruism involves selfless concern for the rejuvenation of the tourism sector, devastated by the COVID-19 pandemic necessitating a global lockdown due to the frailties of our systems. We propose the need for augmented service delivery, using pro-social advertorials to communicate brand uniqueness to customers. The cyclical theory of tourism development was adapted, to explain the evolution of tourism product from cradle to acceptable brand. The structured systematic review was adopted with comprehensive research on previous studies. Also, future research direction is on; integrating pro-social messages in aviation service delivery. The findings revealed that Service quality has a significant effect on sustainable tourism development.  </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%">7-20</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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/2022/450-1672756721.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%">Contents,
Problems of Management in the 21st Century, 
ISSN 2029-6932 (Print) ISSN 2538-712X (Online)
Vol. 17, No. 1, 2022</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER</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%">cover page</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/2022/450-1672756690.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%">Cover page,
Problems of Management in the 21st Century, 
ISSN 2029-6932 (Print) ISSN 2538-712X (Online)
Vol. 17, No. 1, 2022</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END</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%">end page</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/2022/450-1672757407.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%">End page,
Problems of Management in the 21st Century, 
ISSN 2029-6932 (Print) ISSN 2538-712X (Online)
Vol. 17, No. 1, 2022</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">90-94</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%">Iwona   Gorzeń-Mitka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">FRAGILITY - RESILIENCE AND ROBUSTNESS - ANTIFRAGILITY: NECESSITY, CHOICE, OPPORTUNITY OR SOMETHING ELSE IN 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%">business model</style></keyword><keyword><style  face="normal" font="default" size="100%">management science</style></keyword><keyword><style  face="normal" font="default" size="100%">supply chains</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/2022/450-1672756846.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%">Management science is primarily concerned with research related to and benefiting from the experience of business practice. Hence, the search for optimal solutions, often takes place on the 'living fabric' of organisations. The current situation is no different. On the one hand (in the face of geopolitical instability in Europe), we observe the fragility of organisations or hitherto applied solutions (acute disruptions: of supply chains - e.g., of highly processed goods; of services - e.g., related to global links in the banking system; or related to reorientation in the energy system). The need for rapid (often radical) change in the organisation proved to be a condition for its survival. On the other hand, we note a number of effects indicating the high competence of companies, operating mainly in highly developed economies (such as Europe), in terms of their flexibility and resilience to highly volatile disruptions (which are undoubtedly present in Europe). The search for effective ways/methods to increase organisations' level of preparedness for future crises and build its capacity to turn crises into opportunities has become more important than ever.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-7</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%">Elaine Forgoza</style></author><author><style face="normal" font="default" size="100%">Jorge Magalhães</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">IMPROVEMENT IN THE MANAGEMENT OF PROCESSES FOR THE ACQUISITION AND STANDARDIZATION OF PHARMACEUTICAL INGREDIENTS IN A SCHOOL LABORATORY</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%">knowledge management</style></keyword><keyword><style  face="normal" font="default" size="100%">pharmaceutical laboratory</style></keyword><keyword><style  face="normal" font="default" size="100%">process control</style></keyword><keyword><style  face="normal" font="default" size="100%">quality management</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/2022/450-1672757021.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%">The pharmaceutical industry is a dynamic sector in terms of innovation and management. The sector generates around US$ 1.5 trillion a year. In this sense, continuous improvement actions in the management of its processes are constantly present. However, the training of its professionals permeates strict knowledge in the field of quality, pharmaceutical legislation, and public health since education generates knowledge and provides innovation. Therefore, studying quality management, processes and innovation for the education sector and industry are fundamental for companies and organizations in the health area in the 21st century to improve the management of the acquisition of inputs. The results point to gains for the implementation of the Guideline for Standardization and Acquisition of pharmaceutical ingredients in their respective processes.</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%">25-35</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%">Akeem Tunde Nafiu</style></author><author><style face="normal" font="default" size="100%">Danlami Joseph Aduku</style></author><author><style face="normal" font="default" size="100%">Napoleon Ukwubile Abah</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">INNOVATIVENESS AND COMPETITIVE ADVANTAGE OF SMALL AND MEDIUM-SIZE ENTERPRISES IN KOGI STATE, NIGERIA</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%">competitive advantage</style></keyword><keyword><style  face="normal" font="default" size="100%">innovative activity</style></keyword><keyword><style  face="normal" font="default" size="100%">new customer relationships</style></keyword><keyword><style  face="normal" font="default" size="100%">value capture innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">value proposition innovation</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/2022/450-1672757295.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%">This study focused on link innovativeness and Competitive Advantage (CA) of Small and Medium-size Enterprise (SMEs). The study examined the effect of Value Capture Innovation (VCI) on the CA, as well as the effect of VPI on the CA of SMEs in Kogi State. The survey research design was adopted. 255 SMEs were surveyed, but 219 owners/managers eventually became active participants. Multi-stage random sampling technique was adopted. The reliability results showed VCI (α=0.917); and VPI (α=0.776). Multiple Regression analysis was used for testing hypotheses. Descriptive statistics aggregated and characterized the data in a straightforward and clear manner. Finding showed that VCI has significant effect on the CA of SMEs in Kogi State, and that (Value Proposition Innovation (VPI) has significant effect on CA of SMEs. The study concluded that SMEs need to possess innovation capabilities so as to enhance reasonable position in the competitive business environment. The study recommended that SME owners should increase their commitment to VCI so as to achieve sustainable CA for their enterprises, and that SME owners should invest in VPI to create effective medium route towards the achievement of sustainable CA of their enterprises.</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%">63-77</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%">Laura António Nhaueleque</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE MANAGEMENT OF DISEASE IN A TRADITIONAL MEDICINE PERSPECTIVE: THE CASE OF NAMPULA, NORTH OF MOZAMBIQUE</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%">diseases</style></keyword><keyword><style  face="normal" font="default" size="100%">Emakhuwa Culture</style></keyword><keyword><style  face="normal" font="default" size="100%">local knowledge</style></keyword><keyword><style  face="normal" font="default" size="100%">medical dialogue</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/2022/450-1672757366.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%">Within a province (Nampula) of one of the world's poorest countries, Mozambique, the spread of traditional medicine is particularly significant. This study aims to delve into the main figures of traditional medicine as well as the way in which they manage the care pathways in Nampula City. This treatment must be framed within a very specific cultural, cosmological, and ethical context, that of the Makhuwa culture, the largest language group in Mozambique. The research was carried out through direct observation work between 2015 and 2018, with the advantage that the author is a Nampula-born researcher and a native Emakhuwa speaker. This circumstance allowed her to understand the dialogues and interviews done on site without the need for interpreters. The result was that important local cultural elements, together with the almost total absence of modern hospital facilities and conventional doctors made the city of Nampula an urban center where traditions of medical care related to traditional knowledge still prevail, and where caregivers perform social, pedagogical and medical functions.</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%">78-89</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%">Idongesit Oto Eshiett</style></author><author><style face="normal" font="default" size="100%">Oto Eyamba Eshiett</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">NEW PRODUCT DEVELOPMENT AND ORGANIZATIONAL PERFORMANCE IN NIGERIA  </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%">and customer</style></keyword><keyword><style  face="normal" font="default" size="100%">new product development</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational performance</style></keyword><keyword><style  face="normal" font="default" size="100%">research &amp; development</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/2022/450-1672756929.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%">The idea of New Product Development (NPD) has its origin from constant changes in consumer preference and choices based on available products. The changing trend in customer accessibility to information on product availability and performance driven by Information and Communications Technology (ICT); has emboldened manufacturing firms to modify their NPD process in line with customers’ needs and wants for the ultimate purpose of satisfying the end users of their products. The aim objective of this study is to examine the effect of new product development on organizational performance, additional challenging issues include; the far-reaching effect of market research, specific allocation of budget for NPD by manufacturing firms and effective training and re-training of personnel for Research and Development (R&amp;D). The study evaluates the concept of new product development and organizational performance by adopting the dynamic capability theory. The descriptive research methodology was adopted in which 302 questionnaires were administered to respondents who were basically staff, distribution intermediaries and end users of products in Uyo, Akwa Ibom State and Port Harcourt Rivers State.; also, comprehensive interview was conducted on areas where the questionnaire could not cover effectively. The result of the study revealed that there was a significant relationship between New Product Development and organizational performance. The study recommended that key towards outstanding performance by manufacturing firms ‘lie in their ability to effectively train their personnel to conduct effective market research to identify the preferences of the consumer, and deliver products that satisfy their exact need, as a pre-requisite for sustainable performance.</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%">8-24</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%">Putri Hergianasari</style></author><author><style face="normal" font="default" size="100%">Muhammad Uhaib As'ad</style></author><author><style face="normal" font="default" size="100%">Novriest Umbu W. Nau</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PEOPLE-CENTRED DEVELOPMENT: THE CASE OF DEVELOPMENT PROJECTS IN PAPUA INDONESIA DURING THE SPECIAL AUTONOMY SYSTEM</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%">development projects</style></keyword><keyword><style  face="normal" font="default" size="100%">economic exploitation</style></keyword><keyword><style  face="normal" font="default" size="100%">people centered development</style></keyword><keyword><style  face="normal" font="default" size="100%">special autonomy region</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/2022/450-1672757142.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 many developing countries, various development models have been used, but the results are far from expectations. This happens because this ideology only focuses on equitable development by focusing only on economic growth factors. Even so, we can assume developmental deviations are common because when applied in the field, we cannot study them completely thoroughly. However, based on the conditions above, we can take the most optimal approach to formulate an optimal mutually dependent and beneficial relationship between the community and the government as stipulated in legal policy. Therefore, this paper examines how the political economy and the role of the state shape the development of Papua in Special Autonomy System. With FGD data and research from the literature, we use a descriptive-qualitative strategy. According to the findings of the study, the background of economic exploitation in Papua and the sustainability of nature as a production space has a paradoxical relationship, where the result of increasing the economic value of mining activities is conducted by PT. Freeport which is inversely proportional to the loss of green open space. This results in damage to living ecosystems. As a result, the sustainability of the Papuan people's livelihood in the future is threatened. Based on this, the author provides the results of his study as a solution for government policy makers to provide recommendations so that the government prioritizes human-centered development strategies. This study concludes that &quot;capacity building&quot; is needed by humans in order to become the subject of development. With this framework in mind, the people of Papua can optimize development in their area more effectively because the process is carried out through social development that emphasizes education, knowledge, and skills.</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%">36-47</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%">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%">Jorge Magalhães</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE CHALLENGE OF KNOWLEDGE MANAGEMENT IN GLOBAL HEALTH IN PANDEMIC TIME</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%">cultural studies</style></keyword><keyword><style  face="normal" font="default" size="100%">economic disparities</style></keyword><keyword><style  face="normal" font="default" size="100%">environmental factors</style></keyword><keyword><style  face="normal" font="default" size="100%">Health context</style></keyword><keyword><style  face="normal" font="default" size="100%">public policy</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640180369.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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 1948, with the creation of the World Health Organization (WHO), the Right to Health gained a little more global prominence, since the very purpose of the international entity is to guarantee the highest level of health for all human beings, advocating that the state of physical and mental well-being does not only consist in the absence of diseases or illnesses, but mainly when a set of values and principles are established and available to all individuals, anywhere on the planet (WHO | The Right to Health, 2012).</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">60-64</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%">Thiago Nunes Klojda</style></author><author><style face="normal" font="default" size="100%">Antônio Pedro de Britto Pereira Fortuna</style></author><author><style face="normal" font="default" size="100%">Bianca Menezes Araújo</style></author><author><style face="normal" font="default" size="100%">Daniel Bouzon Nagem Assad</style></author><author><style face="normal" font="default" size="100%">Thaís Spiegel</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COMPARING SCHEDULING APPOINTMENT RULES PERFORMANCE IN HEALTH CARE UNITS: A DISCRETE EVENT SIMULATION APPROACH</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%">appointment scheduling</style></keyword><keyword><style  face="normal" font="default" size="100%">discrete event simulation</style></keyword><keyword><style  face="normal" font="default" size="100%">health care</style></keyword><keyword><style  face="normal" font="default" size="100%">idle-time</style></keyword><keyword><style  face="normal" font="default" size="100%">queue management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624470888.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">Health care systems are affected by sudden increases in demand that can be generated by factors such as natural disasters, terrorist attacks, epidemics, among others. Patient demand can be divided between scheduled and walk-in and, in pandemic scenarios, both of them must be managed in order to avoid higher patient waiting times or number in queue. A discrete event simulation model is proposed in order to evaluate critical indicators like: patient waiting times, number in queue, resource utilization (doctors), using four different patient schedule appointment rules. In this study it was also considered patients impunctuality, walk-in patients and no-show in different scenarios. The best schedule appointment rules for each demand scenario were evaluated. After comparing six performance indicators, four schedule appointment rules in nine different scenarios it was found that the most known scheduling rule had the lowest queue sizes at scenarios with low or no walk-in patients, whereas, as the unpredictability of the scenarios rose, other rules outperformed it. It was also presented to exist an inverse relation between queue size and the physician idle time.</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%">28-41</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624470526.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">Contents, Vol. 16, No. 1, PMC, 2021</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640180260.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">Contents, Vol. 16, No. 2, 2021, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">59</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%">Pavol Zahoran</style></author><author><style face="normal" font="default" size="100%">Ondrej Zizlavsky</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTROLLING IN ERA OF INDUSTRY 4.0: OPPORTUNITIES FOR BUSINESSES IN THE FIELD OF THE INTRODUCTION OF NEW TECHNOLOGIES</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%">automation</style></keyword><keyword><style  face="normal" font="default" size="100%">controlling</style></keyword><keyword><style  face="normal" font="default" size="100%">Enterprise Resource Planning (ERP)</style></keyword><keyword><style  face="normal" font="default" size="100%">Industry 4.0</style></keyword><keyword><style  face="normal" font="default" size="100%">management accounting</style></keyword><keyword><style  face="normal" font="default" size="100%">management control</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640180867.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">Automation, robotics, Internet of Things and Big Data are currently a big challenge for businesses. However, they can also be a great opportunity. One of the corporate areas where new technologies can be used is controlling. In this research, the issue is narrowed down to the impact of new technologies on Enterprise Resource Planning (ERP) systems of companies, which are a basic tool of controlling in companies. The research analyses the possibilities of integrating elements of Industry 4.0 with ERP systems and the possibility of using data for corporate controlling. For this purpose, a literature review was carried out and gained results were further analysed according to the defined criteria. The outcome of the literature review is an essential current state analysis of the impact of new technologies on corporate ERP systems with regard to the company's controlling processes. This paper serves as a very first step in designing a systematic research study in area of controlling 4.0.</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%">122-134</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%">Simona Činčalová</style></author><author><style face="normal" font="default" size="100%">Zuzana Nováková</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CORPORATE SOCIAL RESPONSIBILITY OF THE SELECTED TRANSPORT COMPANY OPERATED ON THE CZECH MARKET</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 social responsibility</style></keyword><keyword><style  face="normal" font="default" size="100%">Czech Republic</style></keyword><keyword><style  face="normal" font="default" size="100%">transport industry</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640205155.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">Corporate social responsibility is a much-discussed topic because it includes an inexhaustible number of activities in the economic, social and environmental fields. The basic theoretical basis of social responsibility is applied to a specific Czech company. A questionnaire for the employees of the subsidiary helped with the research. It was found that the company is doing very well in corporate social responsibility (CSR) activities and has a good portfolio for compiling a comprehensive CSR report, which is a proposal as one of the measures. Another area suitable for the development of some activities is the ecological part. The company actively supports the ecological approach and behaviour, and it has set some measures, such as ISO 14001 certification at its gas station branches, so it is well on its way to certifying its office buildings. </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%">65-73</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640180067.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">Cover page, Vol. 16, No. 2, 2021, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">57-58</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624470486.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">Cover page, Vol. 16, No. 1, 2021, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Kaja Prystupa-Rządca</style></author><author><style face="normal" font="default" size="100%">Maciej Rządca</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DEVELOPMENT OF FUTURE LEADERS THROUGH TRANSFORMATIONAL EXECUTIVE EDUCATION PROGRAMS</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%">executive education</style></keyword><keyword><style  face="normal" font="default" size="100%">leadership development</style></keyword><keyword><style  face="normal" font="default" size="100%">quantitative research</style></keyword><keyword><style  face="normal" font="default" size="100%">RMP®</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640180777.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">The goal of executive education programs is to prepare the leaders to act in swiftly changing business and social environment. However, various research show that the program completion may not induce the expected change unless it has more transformational nature. 
In other words, the program curriculum should put more emphasis on soft skills development and incorporation of experiential learning methods. Therefore, the quantitative, longitudinal research was conducted among participants of executive education program at a highly ranked university which met the criteria of transformational education program. The study aimed to measure the change at the level of basic motivators among 71 Executive MBA students that occurred during 2 years of studies at the executive program using REISS Motivation Profile®. There were discovered significant changes in 5 motivators: Acceptance, Social Contact, Status, Order and Tranquility. The results indicate that the program participants become leaders that are more oriented towards collaboration with others and value more planning and balanced approach to management. The results bring valuable indication for both university management and educators calling for changes in the executive education curriculum. 
</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%">112-121</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END</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%">end page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640180939.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">End page, Vol. 16, No. 2, 2021, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">138</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624471028.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">End pages, Vol. 16, No. 1, 2021, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">52-56</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%">Zainadine João Danane</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">INTEGRATED BORDER MANAGEMENT AS A VECTOR TO COMBAT ILLEGAL IMMIGRATION IN MOZAMBIQUE</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%">border management</style></keyword><keyword><style  face="normal" font="default" size="100%">illegal immigration</style></keyword><keyword><style  face="normal" font="default" size="100%">Mozambican Legal Framework</style></keyword><keyword><style  face="normal" font="default" size="100%">related crimes</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640180529.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">This research intends to understand how an integrated border management can contribute to combat illegal immigration in Mozambique, and the evils that come from this irregular entry, as well as the related crimes associated with it. Taking into account the sad events perpetrated by the terrorists in Cabo - Delgado, which has a participation of foreign citizens, it is assumed that some of these citizens have entered illegally or enticed the border authorities to enter Mozambique through illegal means, therefore, it is interesting to understand how the management and control of borders is carried out. It is important to understand how the Mozambican authorities have managed the phenomenon of illegal immigration, even recognizing that some of the borders are porous. The permanent articulation with the various forces involved in border control, in ways that each one of them appropriates illegal immigration, may be the horizon to follow, so that there is no violation of borders, preserving national sovereignty, as efficiency and the effectiveness of the different sectors involved in the border process, can be achieved as long as the different entities that control the border carry out their activities in a coordinated manner, allowing for an ever-increasing flow of commercial transactions. The research is bibliographical, qualitative, using the technique of direct observation, and data provided by the General Directorate of Migration of Mozambique.</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%">74-86</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%">Diāna Līduma</style></author><author><style face="normal" font="default" size="100%">Inese Lūsēna-Ezera</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">INVOLVEMENT OF EMPLOYEES IN OPERATIONAL PLANNING OF MANUFACTURING ENTERPRISES: LATVIA EXPERIENCE</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%">decision-making</style></keyword><keyword><style  face="normal" font="default" size="100%">Employee involvement</style></keyword><keyword><style  face="normal" font="default" size="100%">goal setting</style></keyword><keyword><style  face="normal" font="default" size="100%">manufacturing enterprise</style></keyword><keyword><style  face="normal" font="default" size="100%">operational planning</style></keyword><keyword><style  face="normal" font="default" size="100%">teamwork</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640180599.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">The main feature of teamwork is a common goal, and the involvement of employees is essential to its achievement. In a wider scope, it is understood not only by the involvement of employees in decision-making but also as the involvement of employees in operational planning and strategic issues. Research aim is to find out whether the involvement of employees in decision-making, goal setting and planning is inherent in manufacturing enterprises. According to a survey of 268 different level employees of 25 manufacturing enterprises in Latvia, it was found out that involvement of all employees in the decision-making process is not perceived by the enterprises` performance and strategic planning, and the involvement of employees in decision-making and goal setting can only be seen within the department. </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%">87-101</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%">Maria Tereza de Sousa Silva</style></author><author><style face="normal" font="default" size="100%">Edison Nunes da Silva Junior</style></author><author><style face="normal" font="default" size="100%">Jorge Magalhães</style></author><author><style face="normal" font="default" size="100%">Vanessa da Silveira dos Santos Pacheco</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE MANAGEMENT OF PROCESS LEAD TIME IN THE RELEASE OF STERILE PHARMACEUTICAL BATCHES: A CASE STUDY OF OPTIMIZATION IN AN OFFICIAL BRAZILIAN PHARMACEUTICAL LABORATORY</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%">good manufacturing practices pharmaceutical industry</style></keyword><keyword><style  face="normal" font="default" size="100%">risk management</style></keyword><keyword><style  face="normal" font="default" size="100%">risk management tools</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624470982.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">Medicines must comply with quality, safety, and efficacy pillars. Nowadays, organizations seek to incorporate new management models encouraged by quality program following the world trend regarding the technological revolution. The present research aims to improve the sterile pharmaceutical product batches release process, using the Failure Mode Effects Analysis (FMEA) method. This study addresses the gap in literature on quality risk management during batch release. The methodology uses a form adapted to the process in order to systematize the information, improving its comparison and analysis, thus estimating, the identification of potential failure modes and their effects on their performance. Made it possible to assign values for the severity, occurrence, and failure modes detection, to then determine the risk level and the priority of risk level. The results obtained showed the mitigation and elimination of failures in the process, as well as opportunities for improvement and causes of failures identification, improvement in the process performance indicators, greater reliability, and reduction in batch release time.</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%">42-51</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%">Luca Bussotti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MANAGING TERRORISM IN AFRICA</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%">autonomous political platform</style></keyword><keyword><style  face="normal" font="default" size="100%">corruption index</style></keyword><keyword><style  face="normal" font="default" size="100%">terroristic groups</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624470642.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">Despite the different interpretations on the origins and a possible way to manage the Islamic terrorism in Africa, a thing is clear: this phenomenon gained importance in the last few years. Data of ACLED show that in 2015 Africa registered 381 attacks, which resulted in 1.394 fatalities; five years later the number increased to 7.108 attacks and 12.519 fatalities (Mroszczyk &amp; Abrahms, 2021). It is not difficult to deduce that Islamic terrorism was not managed appropriately by the African States. It is the case of countries as Nigeria with Boko Haram, Somalia with Al-Shabaab, Mozambique with Ansar-al-Sunna, with links with the Central African Province of the Islamic State.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><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%">Jorge Magalhães</style></author><author><style face="normal" font="default" size="100%">Koch Chaves, H.</style></author><author><style face="normal" font="default" size="100%">Viviane Theodora Muniz</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">AN OVERVIEW OF BIG DATA IN COVID-19 AS A CONTRIBUTION TO THE MANAGEMENT OF SCIENTIFIC AND TECHNOLOGICAL KNOWLEDGE</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%">Big Data</style></keyword><keyword><style  face="normal" font="default" size="100%">coronavirus patents</style></keyword><keyword><style  face="normal" font="default" size="100%">Covid-19</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2021/450-1640180701.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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 times of pandemic, rapid sharing of research data is urgently needed, as is the intensification of networking. The COVID-19 pandemic brought a new perspective in relation to knowledge management in various organizational means, whether through the search for innovation or the improvement of its processes. Thus, to calculate the state of the art and track scientific and technological knowledge in the COVID-19 spectrum, the keyword “Coronavir*” was used in the PubMed and Espacenet databases. Data were processed by Carrot Search Lingo4G® and PatentInspiration®. In the Pubmed database, 1,000 documents were retrieved, which were organized into 81 groups of sub-themes, with emphasis on the sub-theme “treatment during coronavirus disease”, with 188 articles (18.8% of the total). Regarding technological innovation, China and the United States were the countries that filed the most patent applications, especially in 2020 and 2021, corresponding to 68.5% of the total. The first 4 (four) applicants with the highest number of patents were Pfizer, Gilead Sciences Inc., Center Nat Rech, Crucell Holland. The results obtained over a period of time demonstrate a partnership between universities and companies towards the fight against the pandemic. The tools for identifying, extracting and processing data (or free), are needed efficiently in the management of scientific and technological knowledge in COVID -19, thus being able to contribute to more assertive decision-making at various organizational levels.</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%">102-111</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%">Jiuhardi Jiuhardi</style></author><author><style face="normal" font="default" size="100%">Caisar Darma, D.</style></author><author><style face="normal" font="default" size="100%">Ariesta Heksarini</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE POLITICAL-ECONOMY MANAGEMENT: INDONESIA'S NEEDS FOR THE COVID-19 PANDEMIC</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%">Covid-19</style></keyword><keyword><style  face="normal" font="default" size="100%">export policy</style></keyword><keyword><style  face="normal" font="default" size="100%">global markets</style></keyword><keyword><style  face="normal" font="default" size="100%">import policy</style></keyword><keyword><style  face="normal" font="default" size="100%">national trade</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624470779.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">The Covid-19 outbreak continues to spread rapidly to almost all countries in the world. The authors need to highlight how the policy perspectives are taken by Indonesia at the national scale and international relations to improve the economic and political situation during this pandemic. Referring to this phenomenon, this research provides an in-depth study of the literature review on strategic efforts and steps to address commodity demand in Indonesia. In short, from an economic and political point of view, the dual problems on the supply and demand side make the premise of comparative advantage (which is the foundation of a free-market economy and international trade) into doubt about its validity. The classical premise argues that social welfare will be optimal if the state specializes in producing goods which are. Having the lowest opportunity cost according to the availability of production factors and buying other needs in the international market, it seems only valid if the international trade mechanism is not disrupted. Conversely, in conditions of supply and demand shocks, all countries will try to produce all their needs domestically and limit exporting products abroad as much as possible.</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%">19-27</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%">Dana   Egerová</style></author><author><style face="normal" font="default" size="100%">Lucie Rotenbornová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">TOWARDS UNDERSTANDING OF WORKPLACE CONFLICT: AN EXAMINATION INTO CAUSES AND CONFLICT MANAGEMENT STRATEGIES</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%">causes of conflict</style></keyword><keyword><style  face="normal" font="default" size="100%">conflict management styles</style></keyword><keyword><style  face="normal" font="default" size="100%">gender</style></keyword><keyword><style  face="normal" font="default" size="100%">qualitative analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">workplace conflict</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2021</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624470702.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">16</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%">Workplace conflict is regarded as a naturally and unavoidably occurring phenomenon in today's organisations. To identify the causes of workplace conflict it is critically important to determine appropriate conflict management strategies and effectively manage conflict. The purpose of this study was to explore causes of interpersonal conflicts between managers and employees and the conflict management styles used to handle these conflicts. A qualitative approach including thematic analysis and content analysis was employed. The thematic analysis was carried out to explore the themes concerning causes of conflicts between managers and employees. The content analysis was used to identify the conflict management styles. The data for both analyses included 47 individual written assignments describing conflict situations between managers and employees. Four general themes including poor management, manager personality, poor communication and differences in views emerged from the thematic analysis. Each theme also encompassed a number of subthemes. The findings of the content analysis showed that fight was the most adopted style used by both male and female managers. The findings also revealed that three styles emerge as the most frequently adopted by employees including avoidance, adaptation, and collaboration. The practical implications and limitations of this study are discussed.</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%">7-18</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1591180294.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">Contents, Vol. 15, No. 1, 2020</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1607455014.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">Contents, Vol. 15, No. 2, 2020, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><section><style face="normal" font="default" size="100%">75</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1607454975.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">Cover page, Vol. 15, No. 2, 2020, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">73-74</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1591180256.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">Cover page, PMC, Vol. 15, No. 1, 2020</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Pál Michelberger</style></author><author><style face="normal" font="default" size="100%">Ágnes Kemendi</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DATA, INFORMATION AND IT SECURITY - SOFTWARE SUPPORT FOR SECURITY ACTIVITIES</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%">data protection</style></keyword><keyword><style  face="normal" font="default" size="100%">GRC software solutions</style></keyword><keyword><style  face="normal" font="default" size="100%">information security</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1607455434.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">Data protection, information and IT security became number one priorities in these fast- paced days that top management needs to focus on. A number of IT solutions have been developed on the market to address the security challenges that require prompt actions. These solutions contribute to a control environment that is robust and stand the potential threats. This research describes the framework of governance, risk and compliance and provides an integrated, holistic approach which helps to increase process performance and to ensure that the organization follows its own rules, risk appetite, and complies with external regulations. These systems fulfil a core role in the enterprise’s defense system. This research reviews the features of security packages relevant to IT GRC and provides an overview of the security elements and describes their main characteristics. This review covers the configuration database related to the enterprise business model; the business impact analysis; the risk management-, governance and compliance functions; the data security; the data protection and GDPR; the business continuity management; the network -, IoT - and industrial control system safety, the access - and log management. Embedding these solutions to the business and operations processes strengthens the response of an organization to the various risks and requirements that it faces and reduces the likelihood of major non-compliance or security gaps. </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%">108-124</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%">Solomon Chepsongol Kelwon</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">EFFECT OF LEGAL FRAMEWORKS ON OCCUPATIONAL, SAFETY AND HEALTH AMONG THE POLICE OFFICERS IN NAIROBI CITY COUNTY: A CASE OF KENYA</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%">legal frameworks</style></keyword><keyword><style  face="normal" font="default" size="100%">Nairobi city county</style></keyword><keyword><style  face="normal" font="default" size="100%">National police service</style></keyword><keyword><style  face="normal" font="default" size="100%">police officers</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1591180543.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">This paper was extracted and based on one of the variables of the researcher’s main research entitled: Antecedents of Occupational Health and Safety among the Police Officers in Nairobi City County, Kenya. The aim of the research was to analyze and find the effect of a legal framework on occupational, safety and health among Police Officers. The target population was the 4,000 Police Officers in Nairobi City County. In each police station, a sample of 5 percent Police Officers were randomly identified, selected, and interviewed by the use of questionnaires based on their availability at work. An initial pilot study of the 10% police stations was done in order to test the research instruments.  Both descriptive and inferential statistics were used, and its findings were presented using figures, tables and charts. The result findings gave a response rate of 75.5% which was acceptable for a research.  The results also showed that 68.20% of the respondents were of the view that Codes of Conduct were good in the smooth running of police operations and supporting their OSH.  The responses had a mean of 3.84 and standard deviation of .93. As presented in tables, the coefficient of determination R Square is .466 and R is .683 p-value p&lt;.000 at .05 being the level of significance. This means 46.6% of the Occupational, Safety and Health of Police Officers are influenced by Legal Framework. Police Officers should know all legal requirements for they shall be useful when performing their tasks. The government will not fall into legal challenges when they have legally informed officers.</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%">23-39</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1607455542.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">End page, Vol. 15, No. 2, 2020, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">148</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1591180743.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">End page, Vol. 15, No. 1, 2020, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">71-72</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%">Adam Metelski</style></author><author><style face="normal" font="default" size="100%">Jerzy Kaźmierczyk</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">FORMER PLAYERS AS FOOTBALL COACHES 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%">https://doi.org/10.33225/pmc/20.15.108</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1607602145.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">Should sports clubs be managed by former professional athletes? There is a belief in the sports world that team management is a mystery, something that only former players can understand. Some studies indeed indicate that practicing sports may actually predispose a person to also performing managerial functions. The aim of the research was to verify if former professional football players do better than other people as coaches of football clubs. The interest in this topic was due to the fact that like a top manager in a company, a coach is a very important figure in the football club and sport is an important part of the global economy today. The research was based on the top Polish football league – Ekstraklasa. The study covered the years 2015-2020 and during this period, a total of 46 head coaches worked in the analyzed clubs. The results indicate that owners of football clubs often hire former successful athletes, and in the research group their average results were better than others.</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%">100-107</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%">Ekaterina Panarina</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE INNOVATIVE INDUSTRIAL СLUSTER CONCEPT OF REGIONAL MANAGEMENT FOR SUSTAINABLE DEVELOPMENT OF SOCIOECONOMIC SYSTEMS</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%">cluster efficiency</style></keyword><keyword><style  face="normal" font="default" size="100%">cluster strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">clustering success factors</style></keyword><keyword><style  face="normal" font="default" size="100%">economic competitiveness</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation economy</style></keyword><keyword><style  face="normal" font="default" size="100%">innovative industrial cluster</style></keyword><keyword><style  face="normal" font="default" size="100%">national innovation systems</style></keyword><keyword><style  face="normal" font="default" size="100%">regional development</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1607455506.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">The focus on the relationship between sustainable development, regionalism and clusterisation of economy formed a scientific interest of the present paper. Based on a questionnaire filled in by a sample of managers from 3 cluster-oriented regions of Russia, the perception of business strengths and weaknesses and the assessment of the external environment were investigated and paralleled with the main causes for the success of clusters or underutilization of the clusters integrated benefits. 
The efficiency of a region’s cluster-type development was linked to optimization of resources potential and national industrial complex enlargement, growth of market infrastructure, recruiting qualified personnel, attracting small and medium-size innovative businesses, and collaborative engagement of all entities participating in the strategic alliance within a cluster. The purpose of this research was to identify key factors of successful clustering of an economy based on experience of foreign clusters and leading clusters of the Russian economy, and to stimulate the influence of innovative clusters on regional social-economic development in Russia. 
The research methodology is based on the cluster concept of regional management and numerous case-studies that describe the cases of high-tech clusters nationally and internationally.
Conclusions of the study give a plausible picture of the level of development, interrelated with the quality of business strategies in the measured regions, and ask for a comparative analysis of more Russian regions.
The present study contributes to the government body of regional management to approach sustainable development of social-economic systems and increasing entrepreneurial activity in the regions of the Russian Federation. 
</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%">125-143</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%">Marc Jacquinet</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MANAGEMENT IN A TIME OF RADICAL UNCERTAINTY</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 practice</style></keyword><keyword><style  face="normal" font="default" size="100%">social scientists</style></keyword><keyword><style  face="normal" font="default" size="100%">subjective experience</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1607455146.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">Societies are still, now, indubitably, in the middle of a major sanitary and health crisis, all over. If April 2020 was a time of local lockdown in Asia, Europe and the Americas, it is expanding globally, and countries that are unable or unwilling to manage the spread of the disease are putting their health system as well as their social and economic activities under pressure, without ignoring the heavy toll on human populations. 
The impact of the Sars-CoV-2 and the resulting disease for humans is already tremendous, above 3 percent of GDP for the first quarter of 2020 and above 15 or 20 percent for the whole current year. According to the World Trade Organization (WTO 2020) the decline of global trade is reckoned between 13 and 32 % (OECD 2020). 
</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">76-78</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%">Cantífula de Castro</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE MANAGEMENT OF ORGANIZATIONAL COMMUNICATION AS A FACTOR OF SOCIALIZATION: THE MAGAZINE VIDA NOVA</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%">collaborators socialization</style></keyword><keyword><style  face="normal" font="default" size="100%">community life</style></keyword><keyword><style  face="normal" font="default" size="100%">information processing</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational communication</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1607455220.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">Organizational communication is a key element for the survival, maintenance and consolidation of human relationships in the workplace. This research aims to understand how organizational communication is being managed in the Mozambican Catholic Vida Nova Magazine, verifying how inclusive communication contributes to maintaining good quality of the journal and a high productivity of employees. The methodology used was qualitative, with a field work that consisted of participant observation for one year, complemented by semi-structured interviews with key witnesses. The results showed that Vida Nova Magazine experiences a particular kind of participatory, dialogical and strategic communication processes, coming mainly from the spontaneity of personal relations and communication among employees rather than due to a strategic option of the management. In view of the global demands in the field of social communication, Vida Nova Magazine seeks to broaden its field of action using instrumental forms of communication, based on new technologies, as digital platforms, both social networks and the website. The socialization process of its employees is promising as it cooperates in the consolidation of personal life and is expected to have a new life with Vida Nova.</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%">79-91</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%">Jorge Magalhães</style></author><author><style face="normal" font="default" size="100%">Marcos Hir</style></author><author><style face="normal" font="default" size="100%">Luc   Quoniam</style></author><author><style face="normal" font="default" size="100%">Zulmira Hartz</style></author><author><style face="normal" font="default" size="100%">Daniele Alves de Oliveira</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A MANAGEMENT TOOL TO AID IN THE TROPICAL OUTBREAK OF THE 21st CENTURY: SENIOR SCIENTISTS AND THEIR KNOWLEDGE OF THE TRIPLE THREAT DENGUE, ZIKA AND CHIKUNGUNYA</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%">information science</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge management</style></keyword><keyword><style  face="normal" font="default" size="100%">public health</style></keyword><keyword><style  face="normal" font="default" size="100%">triple threat</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1591180631.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">The 21st century presents itself as the informational and knowledge age. The aging population and the technological innovation to medicine have been a constant concern due to the search for the complete state of well-being of the individual. Nations are making increasing efforts to continually improve their populations. There is an urgent need for better management of knowledge and integrality of health care, such as the integration, convergence and pragmatism of actions in multiple areas. According to the World Bank and the World Health Organization, half the world's population does not have access to essential health services and more than 1 billion are threatened by neglected diseases. Therefore, information science aid in the complexity of identifying, extracting, and treating the quintillions of data added daily to the Web. After processing by ScripLattes tool thousands of resumes on the Lattes platform, 39,046 triple threat experts have been identified, but only 0.3% are senior competencies. The scientific papers published in Dengue fever, Zika virus and Chikungunya fever are 11,743. The ScripLattes tool proved to be efficient to support in the management of scientific knowledge in public health. Thus, this research provides an overview from the core competencies in triple threat in Brazilian territory and their mainly scientific and technological publications. </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%">40-55</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%">Siti Maria</style></author><author><style face="normal" font="default" size="100%">Tommy Pusriadi</style></author><author><style face="normal" font="default" size="100%">Caisar Darma, D.</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MARKETING INTELLIGENCE: BENEFITS AND IMPLEMENTATION  OF ITS BUSINESS</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%">business development</style></keyword><keyword><style  face="normal" font="default" size="100%">digital systems</style></keyword><keyword><style  face="normal" font="default" size="100%">MI</style></keyword><keyword><style  face="normal" font="default" size="100%">supporting information</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1607455306.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">Marketing intelligence (MI) may still sound quite foreign to some people who have never heard this term. However, this term is certainly often heard by some people, especially those who are in the business world. The term MI is generally interpreted as knowledge obtained as a result of data analysis in a company. This paper presents the extent to which the benefits and strategic steps that companies get by implementing MI. In simplifying the presentation, the auhors use literature study techniques from various journals and other supporting information. This system is commonly used by companies to be able to get information about what the company wants to know, for example, in marketing performance or maybe, sales results or maybe the company wants to know various things about consumer behavior. So in this case, the company can apply this system to get an overview of certain matters relating to the products produced. With the presence of MI, business actors can take advantage of all information and technology that are interconnected, so that it becomes practical convenience in this digital era. Establishing technology requires facilities such as the internet so that it will change the work environment for marketers. Those who have adapted to MI, need to carry out further studies to determine consumer groups and association power so that the business continues to grow.</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%">92-99</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%">Vitalii Nitsenko</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MISMANAGEMENT IN UKRAINE</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%">coronavirus pandemic</style></keyword><keyword><style  face="normal" font="default" size="100%">political preferences</style></keyword><keyword><style  face="normal" font="default" size="100%">strategically destructive laws</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1591180421.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">Ukraine has a huge potential for the development of various sectors of the economy, but the efficiency of its use still remains low. This problem is primarily related to management problems at all levels of government: from the President to the state enterprise.
Unfortunately, the change in the political preferences of citizens of each regular election of deputies to regional, local authorities, the Verkhovna Rada of Ukraine, the President of Ukraine remains unchanged.
It does not make sense to draw attention to all 30 years of Ukraine's independence, as this problem is not solved…
For clarity, we will demonstrate the year of the rule of President Zelensky VO, who promised to change the situation in the country for the better. His arrival was not an accident. The people were prepared not only by the humorous shows Kvartal-95 on political topics, but also by the TV series “Servant of the People” (3 seasons), where Volodymyr Zelensky was elected President and was an ardent opponent of the current situation. Thus, the preparatory stage was in favor of his team.
</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-8</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%">Luca Bussotti</style></author><author><style face="normal" font="default" size="100%">Charles Torres</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE RISK MANAGEMENT OF ISLAMIC TERRORISM IN A FRAGILE STATE: THE CASE OF MOZAMBIQUE</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%">Cabo Delgado Province</style></keyword><keyword><style  face="normal" font="default" size="100%">Mozambican State</style></keyword><keyword><style  face="normal" font="default" size="100%">religious extremism</style></keyword><keyword><style  face="normal" font="default" size="100%">risk prevention</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1591180485.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">Islamic terrorism has been a serious threat for Eastern and Southern Africa since the 1990s. Many of these African countries have developed different forms of struggle against Islamic terrorism, from a military intervention to social policies, in order to improve the general socio-economic conditions for society as a whole. In Mozambique, no specific measure was adopted to cope the diffusion of terrorism, leaving that radicalized forms of Islamism spread in particular in Cabo Delgado, a Northern Province bordering with Tanzania. Research aimed at approaching Islamic terrorism in Cabo Delgado according to the strategy of risk prevention and risk management by Mozambican State. This study demonstrates that during the second term of Guebuza as a Chief of State, Mozambique had to face three different, potential threats. Nevertheless, Mozambican government identified two of these threats as a priority (namely Somali piracy in Mozambique Channel and Renamo´s action), neglecting possible Islamic terrorist attacks in Cabo Delgado Province. This study demonstrates – using privileged witnesses as well as open sources available in the public sphere - that this choice was typical of a fragile and authoritarian State. Firstly, it was not based on an objective risk analysis, but on political as well as on patrimonial interests of political elite, and secondly local civil society could not oppose any resistance. This choice allowed radical Islamic groups to grow undisturbed in Cabo Delgado, until carrying out violent attacks from October 2017, which Mozambican government seems unable to counter until today.</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%">9-22</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%">José G. Vargas-Hernández</style></author><author><style face="normal" font="default" size="100%">Omar Cristian Vargas Gonzalez</style></author><author><style face="normal" font="default" size="100%">José Sergio Morones Servín</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A THEORETICAL APPROACH TO THE CONCEPT OF THE CLUSTER</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%">cluster concept</style></keyword><keyword><style  face="normal" font="default" size="100%">concept analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">regional development</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2020/450-1591180706.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">15</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%">A cluster is an important way to increase the economic development in a region. The discussion about the most suitable meaning of a cluster is breadth. For this reason, the main aim of this research was to provide a general overview of the concept of the cluster. The methodology is a review of literature of the main theoretical- empirical studies and models and some proposed models as well as its importance as a strategy for regional development and its operation.  The main conclusions are that all the theoretical approaches to the concept are relevant and that does not exist a unique approach to define cluster.</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%">56-67</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%">Solomon C. Kelwon</style></author><author><style face="normal" font="default" size="100%">Peris K. Sogoti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE ATTITUDES OF EMPLOYEES TOWARD HEALTH, SECURITY, SAFETY AND ENVIRONMENT DURING INSTALLATIONS OF TANKS AND PIPELINES IN A FUEL DEPOT IN LUBUMBASHI AIRPORT, DRC</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%">attitude</style></keyword><keyword><style  face="normal" font="default" size="100%">employees &amp; pipeline</style></keyword><keyword><style  face="normal" font="default" size="100%">fuel depot</style></keyword><keyword><style  face="normal" font="default" size="100%">safety and health</style></keyword><keyword><style  face="normal" font="default" size="100%">work environment</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2019/450-1562410520.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">14</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%">Lubumbashi was chosen for this study because it is the second largest city in Katanga Province in Democratic Republic of the Congo (DRC). The province is well known for the mining of many precious minerals like gold, diamond, and copper among others. The mining companies use an immense quantity of fuel, bulk diesel in their operations and aviation for their aircrafts. In the study, the target was the whole population of employees in four companies in Lubumbashi Airport. There were two fuel depot construction companies, a fuel transporter and a fuel depot. The study picked all the companies that were contracted to work in an operational fuel depot under construction. One of the researchers during the study was an Operations Manager in the fuel depot. A balance had to be done between seamless operations which were at the same time risk free. This was despite the dangers brought about by the ongoing construction which was a safety risky. It made it necessary therefore for every respondent to be targeted in the study. Data was collected using questionnaires and observation of operations. This was to ensure that every employee under target in the study is covered. The respondents were given the freedom to fill the questionnaires. The data collected were then fed into a computer and processed using the software SPSS version 20 for data analysis. Data were analyzed using descriptive statistics and inference. The findings were presented by the use of tables, figures, and bar charts which are detailed and shown in the study. This was to ensure that there was a proper understanding of the research. The details of the findings are well recorded. The three subcontracted companies were allowed to operate in a fuel depot with a lean staff for safety reasons. Of those interviewed, it was only 61 of them who agreed to return the questionnaires out of a target population of 115. This was a 53% response rate which was quite good considering the busy operations that were on going. The majority of the respondents, 98.4% were men while the rest 1.6% were female. As per the compliance to health, safety and environment, many respondents had not undergone training. This is because it was only 10.9% who had done emergency drills while 3.2% did not see the need of knowing contents in fuel tanks. Alternatively, a good number of the respondents valued the importance of safety gear, 91.2%. There is need for regular training of employees to avert serious cases of fire and accidents; since the facility falls under sensitive project in EIA/EA (Environmental Impact Assessment/Environmental Audit). The researchers recommend regular Environmental Audits from certified environmental Lead Experts.</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%">54-72</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2019/450-1562410089.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">14</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%">Contents, Vol. 14, No. 1, 2019, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2019/450-1562410056.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">14</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%">PMC, Vol. 14, No. 1, 2019</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2019/450-1562410616.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">14</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%">End page, Vol. 14, No. 1, 2019, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">88</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%">Joanna Dzieńdziora</style></author><author><style face="normal" font="default" size="100%">Małgorzata Smolarek</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">HUMAN CAPITAL AS A DETERMINANT OF STRATEGIC HUMAN RESOURCES MANAGEMENT IN PUBLIC ADMINISTRATION ON THE EXAMPLE OF 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%">human capital</style></keyword><keyword><style  face="normal" font="default" size="100%">human resources management</style></keyword><keyword><style  face="normal" font="default" size="100%">public administration</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2019/450-1562410382.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">14</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%">Human capital refers to all the competences of employees. It is a resource of knowledge, skills and attitudes existing in every human being and society as a whole, which defines capability of work and adaptation to changes in the environment, and possibility of creating new solutions. The paper is theoretical and empirical in nature and presents the role of human capital in the implementation of personnel policy in an organisation. The aim of the paper is to present diagnosis of the level of human capital that contributes to the implementation of personnel policy of public administration on the example of integration and welfare institutions examined. Empirical part of the paper presents analysis of the survey results within selected aspects of human capital management in the institutions examined. Primary data collected during a quantitative study using questionnaire surveys, with a survey questionnaire as a research tool. The questionnaire was addressed to randomly selected employees of public administration organizations of the type integration and welfare institutions located in Silesian Voivodeship (Poland). Results of research: in the area of a strategy for human capital management there is a clear lack of a comprehensive approach which would enable a consistent use of modern tools for human capital management in this type of institutions. </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%">32-41</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%">Beata Zyznarska-Dworczak</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE IMPACT OF THE ACCOUNTABILITY ON ACCOUNTING DEVELOPMENT AS THE ESSENCE OF SUSTAINABILITY ACCOUNTING</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%">accountability</style></keyword><keyword><style  face="normal" font="default" size="100%">accounting development</style></keyword><keyword><style  face="normal" font="default" size="100%">corporate responsibility</style></keyword><keyword><style  face="normal" font="default" size="100%">sustainability accounting</style></keyword><keyword><style  face="normal" font="default" size="100%">sustainable development</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2019/450-1562410580.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">14</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%">Growing public awareness of the need for sustainability raises the need for business settlements in the line with the concept of accountability. This phenomenon contributes to the objective extension of information systems in enterprises, including accounting system. The aim of the study is to assess the impact of accountability on accounting development, showing thus the idea of sustainability accounting. This study investigates the significance of the accountability concept and was conducted, indicating in particular the types of this concept and the areas of its management in the company. Based on inductive and deductive reasoning, the thesis of the article has been proved, showing that the accountability concept directs the development of accounting towards sustainability accounting as one of the basic manifestations of corporate responsibility. The paper shows that a cascading of corporate accountability determines the areas in which accounting is crucial for the company management, like valuation of the results of the implementation of sustainable development principles, managerial control and sustainability reporting. This paper aims to promote the perception of the changes and prospects of the development of accounting towards sustainability accounting, presenting theoretical and practical implementations.</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%">73-83</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%">Sergii Boltivets</style></author><author><style face="normal" font="default" size="100%">Olena Halushko</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MANAGEMENT OF INSTITUTIONAL SUPPORT TO THE ACTIVITIES OF YOUTH ASSOCIATIONS IN UKRAINE</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%">institutional support</style></keyword><keyword><style  face="normal" font="default" size="100%">partnership cooperation</style></keyword><keyword><style  face="normal" font="default" size="100%">public administration</style></keyword><keyword><style  face="normal" font="default" size="100%">public associations</style></keyword><keyword><style  face="normal" font="default" size="100%">youth policy</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2019/450-1562410252.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">14</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%">The main result of the study is a systematic analysis of the peculiarities of legal and political institutionalization of public associations in Ukraine, ways of increasing the effectiveness of regulation of the activities of public associations in Ukraine by means of institutional support, institutional capacity of which is the result of their interaction with the state. This is manifested in the ability of public associations to perform their functions in providing social services in areas that are legally and normatively defined by the state. The evaluation of the effectiveness of relations between civil society actors, the form of institutional support for the activities of associations of children and young people on a public-legal basis, necessary for the effective use of the potential of different types of public associations, as well as optimal ways to increase the effectiveness of institutional support for public associations in implemented youth and social projects. The institutionalization of the process of interaction of public authorities with public organizations and their associations is highlighted in the context of consolidation of the organizational and legal rules of their relations, the conditions of their partnership cooperation in various spheres of socio-political and socio-economic life of the country. Institutionalization is revealed as the legitimization of the foundations of the interaction of these institutions, that is, the recognition of their interaction is legitimate and expedient for the majority of the population, whose interests are the institutions of civil society. The forms of institutional support for the activities of associations of children and youth are presented, which directly determine institutional support instruments, which can be either direct or indirect.
The presented results of the conducted research testify to the necessity of further development of civil society on the basis of cooperation between state authorities and the public. An indispensable condition for such interaction is the formation of an appropriate mechanism of public administration, in which a system of social and legal norms, methods for defining purposes and a legal basis for the management process in this direction are identified. The prospects for further research in this direction are envisaged, which include the development of proposals for improving the structure of state bodies - elements of the system for ensuring interaction between authorities and the public, improving the coordination of their activities.
</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%">9-20</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%">Marc Jacquinet</style></author><author><style face="normal" font="default" size="100%">Luca Bussotti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MANAGING SUSTAINABILITY: THE ROLE OF MULTINATIONAL CORPORATIONS IN THE GLOBAL SOUTH</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 social responsibility</style></keyword><keyword><style  face="normal" font="default" size="100%">local communities</style></keyword><keyword><style  face="normal" font="default" size="100%">technology institutions</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2019/450-1562410447.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">14</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%">Multinational corporations and international business practices as well as international investment are considered important elements for the diffusion of new modes of production,  namely through a flow of cleaner production and new management practices such as corporate social responsibility (CSR). This view is lacking consistency and is not buttressed on strong empirical evidence. The positive driver of environmental sustainability is probably not international business and trade but strong and good institutions. The focus here is on four limitations: the context of the private firms and corporations, the workings of complex organizations, the technology and the right institutions that buttress the global, national and local contexts, taking as concrete examples some specific cases from the Global South, as Mozambique. The article concludes that these aspects have to be considered and contrasted to the technological and management solutions for sustainability.</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%">42-53</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%">Malgorzata M. Czerny</style></author><author><style face="normal" font="default" size="100%">Marta Mazurowska</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A POSSIBLE IMPACT OF CULTURAL FACTORS ON THE EXPECTATIONS ON THE CONTENT OF ISLAMIC FINANCIAL STATEMENTS</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%">accounting harmonization</style></keyword><keyword><style  face="normal" font="default" size="100%">cultural factors</style></keyword><keyword><style  face="normal" font="default" size="100%">decision-making</style></keyword><keyword><style  face="normal" font="default" size="100%">financial reporting</style></keyword><keyword><style  face="normal" font="default" size="100%">Islam</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2019/450-1562410314.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">14</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%">The financial reporting is considered to be a ‘universal’ language of business, the efforts to harmonize and standardize it are dictated by conviction, that the usefulness of financial and non-financial information delivered this way can be improved and might facilitate comparisons of companies operating around the world, etc. However, the real perception of information generated by financial statements is made by real people, not by the economic model of homo oeconomicus, that is why psychological and cultural factors are extremely important in the analysis of this process. There is a lack of comprehensive studies on this subject. Most of publications are contributory.
The research is based on the critical review of the subject literature and using mostly the method of induction, the impact of selected cultural conditions on the formulation of expectations on the content of the financial statements is examined and proved. The example of Muslim countries is used as the beginning of series of articles in the taken subject.
</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%">21-31</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%">Luca Bussotti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">WHEN PUBLIC MANAGING FAILS. THE HOUSING QUESTION IN EUROPE</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%">Airbnb</style></keyword><keyword><style  face="normal" font="default" size="100%">commercial logic</style></keyword><keyword><style  face="normal" font="default" size="100%">European public authorities</style></keyword><keyword><style  face="normal" font="default" size="100%">quasi-monopoly</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2019/450-1562410186.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">14</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%">If one seeks to rent a house for spending some months in a European city, or just some days on holiday, an aspect becomes immediately clear: the quasi-monopoly of an on-line platform, which proposes interesting and innovative solutions, from an entire apartment to a single room.
This on-line platform is Airbnb, created in 2007 in San Francisco and which in 2009 assumed the current denomination. Airbnb operates in 200 countries and about 8.100 cities, launching 5 million announcements yearly and hosting – through its associated structures – about 300 million people per year (Rubino, 2018), having reached in 2018 the target of 500 million people (AIRBNB, 2019). 
</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-8</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%">Iwona   Gorzeń-Mitka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE COLOURS OF BUSINESS 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%">business environment</style></keyword><keyword><style  face="normal" font="default" size="100%">management challenges</style></keyword><keyword><style  face="normal" font="default" size="100%">management models</style></keyword><keyword><style  face="normal" font="default" size="100%">modern business</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">August/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1534000863.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">13</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%">Business has many colours and faces. Undoubtedly, we are at an inflection point in discussion on modern business management models ((Kana &amp; Mynarzova, 2014, Kuraś &amp; Kuraś, 2015), but maybe teal paradigm shows the direction of changes. I hope that little remarks above on view the colours of business management of 21st century will encourage You to get acquainted with the latest studies of the issues of management of modern organizations and that you will find “added value” in them for yourselves.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><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%">Diāna Līduma</style></author><author><style face="normal" font="default" size="100%">Ārijs Orlovskis</style></author><author><style face="normal" font="default" size="100%">Uldis Drišļuks</style></author><author><style face="normal" font="default" size="100%">Antra Dreģe</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTEMPORARY MUSIC PRODUCT SELLING EXPERIENCE IN  LATVIA AND EUROPE</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%">concert organizers</style></keyword><keyword><style  face="normal" font="default" size="100%">contemporary music festival</style></keyword><keyword><style  face="normal" font="default" size="100%">culture product</style></keyword><keyword><style  face="normal" font="default" size="100%">marketing activities</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">August/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1534000996.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">13</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%">During the age when outcomes of the creative process develop in a great diversity, the issue about product sales and appropriate marketing implementation becomes topical both in clients’ attraction and in the existing products competition from the side of culture organizations’ management.
The aim of the research is on the basis of the analysis outcomes of the international and Latvian leading contemporary music festivals and concert organizers’ work experience determine the currently existing trends in contemporary music product sales, including the most appropriate marketing activities for clients’ attraction. Within the framework of research, the survey of managers and marketing specialists (in total 22, incl.13 foreign and 9 local organizers) of working organizations in the branch on Latvian and European scale and 138 listeners of contemporary music festivals and concerts in Latvia has been carried out.
In the research it is discovered that contemporary music from the point of priority takes the second place in European concert organizers’ programmes and the third place from the point of interests among listeners in Latvia. The values included in the concert organizers’ products in Europe and Latvia – high level performers’ performance, an interesting programme and innovative content, coincide with the hearers’ main reasons for the choice of the event. Concert organizers in Latvia also see the significance in the offer of classical values, combining them with education and alternative content, but concert organizers in Europe – educating content in combination with alternative environment.
The research outcomes reveal that contemporary music in Latvia is regularly consumed by about 40% of total listeners’ number, in Europe the regular consumers’ proportion reaches 50% listeners. In Latvia, despite the critical demographic situation, the tendency of concert attendance is increasing in comparison with other European countries, where it is assessed as firmly stable.
According to the obtained data in the research, in the contemporary music product sales the most essential information channel is the social media, which is used for information acquisition by 43% listeners in Latvia, but for information provision it is used by 47% concert organizers in Latvia and 40% in Europe. In the Latvian concert organizers’ practice outdoor advertising (20%) is also popular and forms the point of listeners – posters (31%). Concert organizers in Europe create additional creative products for interest, apply public relations and the integrated marketing communication.
The research outcomes have revealed the need for the concert organizers to focus on marketing communication and society’s education issues both in culture-policy of updates and collegial cooperation promotion among event creators in the branch for the contemporary music product sales. 
</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%">18-33</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">August/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1534000726.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">13</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%">Contents, Vol. 13, No. 1, 2018</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">August/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1534000690.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">13</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%">Cover page, Vol. 13, No. 1, 2018</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">August/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1534001110.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">13</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%">End page, Vol. 13, No. 1, 2018</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">50</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%">Anita Līce</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE IMPORTANCE–PERFORMANCE ANALYSIS (IPA) OF EMPLOYER EVALUATIONS OF EMPLOYABILITY COMPETENCIES IN VOCATIONAL EDUCATION</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%">employability competencies</style></keyword><keyword><style  face="normal" font="default" size="100%">employer evaluations</style></keyword><keyword><style  face="normal" font="default" size="100%">importance-performance analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">vocational education</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">August/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1534000926.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">13</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%">The focus of this research is to evaluate the importance of developing different employability competencies in vocational education. The Importance – Performance Analysis (IPA) was used to measure the priority areas in developing employability of graduates in vocational education institutions in Latvia from the employers’ perspective. Total 700 companies participated in this research.  A list of 17 employability competencies was rated using a five-point Likert scale. Employers rated the relative importance of employability competencies in the labour market, followed by another rating of performance of vocational education institutions in developing these competencies. The purpose of the research is not only to measure the actual satisfaction and performance level, but also to highlight important areas for improvement.  The IPA is a clear and powerful tool for policy makers and managers to find out attributes that are doing well and the attributes that need to be improved and require immediate action. The results are useful in identifying priority areas for curriculum development of vocational education to facilitate employability of graduates.</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%">7-17</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%">Nana Shonia</style></author><author><style face="normal" font="default" size="100%">Zurab Mushkudiani</style></author><author><style face="normal" font="default" size="100%">Khatuna Shalamberidze</style></author><author><style face="normal" font="default" size="100%">Natela Janelidze</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PERSONAL MANAGEMENT CHALLENGES IN GEORGIAN COMMERCIAL BANKS</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%">commercial bank</style></keyword><keyword><style  face="normal" font="default" size="100%">innovative management</style></keyword><keyword><style  face="normal" font="default" size="100%">personal management</style></keyword><keyword><style  face="normal" font="default" size="100%">physiological climate</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">August/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1534001077.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">13</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%">The aim of the research was to investigate the relation of Personal/Human Resource Management in Commercial Banks in Georgia. The effective, transparent and fair managing depends on many different factors and among them the personal/human resources management is one of the most important factors. The guarantee that the people who are properly chosen in the commercial bank, with appropriate skills, competencies and qualifications significantly increases their job effectiveness. It is remarkable that human resources management is being implemented differently in various countries. In some countries a special agency is created, which is centrally managed by the management of all human resources. While in some countries this practice is completely decentralized and each agency or department individually carries out personnel management. However, mainly mixed practices exist in the country where there is a central agency of human resources management, which defines the general strategy of human resource management, and directly implementing relevant activities such as selection and assessment. The results of the research allowed concluding that the main factor related to personal management in the commercial banks was the shortage of professionalism and financial resources. The lack of qualified staff was mentioned by the managers as an insuperable problem to introduce innovations as well.</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%">34-43</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><author><style face="normal" font="default" size="100%">Leif Marcusson</style></author><author><style face="normal" font="default" size="100%">John Jeansson</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ACTIVITY THEORY APPLIED AT CHANNEL EXPANSIONS IN SMALL AND MEDIUM ENTERPRISES</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%">channel expansion</style></keyword><keyword><style  face="normal" font="default" size="100%">channel transition</style></keyword><keyword><style  face="normal" font="default" size="100%">digital commerce</style></keyword><keyword><style  face="normal" font="default" size="100%">multichannel</style></keyword><keyword><style  face="normal" font="default" size="100%">omni-channel</style></keyword><keyword><style  face="normal" font="default" size="100%">small and medium-sized enterprise (SME)</style></keyword><keyword><style  face="normal" font="default" size="100%">“expansive visibilization of work method” (Sic! Engeströms’ expression)</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448334.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">Today’s commonly carried out channel expansions of commerce could be both costly and problematic to manage. Especially for small and medium-sized enterprises (SMEs) that often suffer from a lack of digital competence, time and monetary resources in generally. Still, these transitions would be necessary to carry out because of customer demands and expectations concerning 24/7 availability, and access to digital commerce alternatives. Scarce resources are important reasons to search for how to carry out channel expansions with minimized problems. Activity theory (AT) focuses on the whole in order to detect problems that hinder successful outcomes. Hence, this theory was applied to prior findings, from a project about SME’s channel expansions, highlighting several problems that could appear during these activities. Implications for research foremost involve issues connected to the use of AT; implications for practice particularly concern if and how AT could be used to support channel broadening activities.</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%">20-38</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">12</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%">Contents, Vol. 12, No. 1, 2017, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1515833223.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">Contents, Vol. 12, No. 2, 2018</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">89</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%">Hortensia V. Acacha-Acakpo</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTRIBUTION OF THE IMPLEMENTATION OF THE URBAN LAND REGISTER TO LOCAL DEVELOPMENT: CASE OF THE TOWNSHIP OF COTONOU</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%">local development</style></keyword><keyword><style  face="normal" font="default" size="100%">urban emission and recoveries tax</style></keyword><keyword><style  face="normal" font="default" size="100%">Urban Land Register</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1515833625.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">The Urban Land Registry ULR is a land information system set up in Cotonou since 1992. It was designed to enable this municipality to control its land tenure and to strengthen its tax revenue mobilization capacities. The central idea of this research was to show the relevance of the ULR in local development as a resource mobilization tool. An analytical method used: a descriptive analysis, which consists of using comparative curve to understand the behavior of our variables, which are emissions and recoveries of tax mobilized over time using ULR. The descriptive analysis showed out that the implementation of the ULR multiplied the tax base by 7 and the tax revenues by 9 over the period from 1992 to 2015. So, this showed out that the implementation of the ULR participated in a better urban management thanks to its urban and land applications. Nevertheless, tax revenue collection is too low and synergy of the municipal services in charge of the various urban management headings in Cotonou is not strong.</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%">136-141</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1515833186.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">Cover page, Vol. 12, No. 2, 2018</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">87-88</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448084.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">Cover page, Vol. 12, No. 1, 2017, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448574.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">End page, Vol. 12, No. 1, 2017, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">86</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%">Iwona   Gorzeń-Mitka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE EVOLUTION OF RISK MANAGEMENT RESEARCH: CHANGES IN KNOWLEDGE MAPS</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%">knowledge maps</style></keyword><keyword><style  face="normal" font="default" size="100%">network analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">risk management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1515833475.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">One of the leading trends in modern academic research is risk management. Over the years, the approach to risk management has changed and affected many different areas. This study aims to investigate changes in risk management and trends of risk management in the past 20 years. Risk management related publications from 1990 to 2016 were retrieved from the Web of Science and Scopus databases. VOS viewer software was used to analyse the research trend. Literature growth related to risk management is expanding rapidly. Significantly more publications related to risk management aspects were collected in Scopus, compared to the Web of Science. Since 2005 is to be noted a significantly increasing interest in risk management problems (nearly 5300 publications by year in Scopus database). Risk management problems mainly appearing in publications related to the fields of Medicine and Engineering, Business, Management and Accounting, Economics, Econometrics and Finance, Computer Science and Environmental Science. In Business, Management and Accounting a significant jump in the interest in the issues of risk management was noted in 2011. Recent studies focus on the enterprise risk management, environmental and industry management innovation in strong connection with risk assessment. The enterprise risk management associated with environmental and sustainable perspective may be the newest topics that should be closely followed in risk management research.</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%">106-121</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%">Daina Vasiļevska</style></author><author><style face="normal" font="default" size="100%">Diāna Līduma</style></author><author><style face="normal" font="default" size="100%">Kitija Melberga</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">FACTORS AFFECTING INNOVATIONS IN SERVICE SECTOR ENTERPRISES: THE CASE OF LIEPAJA</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%">forms and factors of innovations</style></keyword><keyword><style  face="normal" font="default" size="100%">innovative business</style></keyword><keyword><style  face="normal" font="default" size="100%">service companies</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448535.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">Within the framework of the research, it was clarified that there is a trend in the service companies in Liepaja to rely more on the technological innovations. That differs from the dominating trend in this sector to introduce the non-technological innovations. Considering the common trend in Latvia that the number of innovative service companies is decreasing, the factors preventing the introduction specifically in the service companies in Liepaja were identified in the research.
Aim of the research is to clarify the opinion of managers of service companies in Liepaja about the factors affecting introduction of innovation. Within the framework of the research, 31 highest-level managers of Liepaja City service sector and municipal companies were inquired. The results of the research showed that 90% of respondents have introduced at least one form of innovations since January 2014. It was established that the main forms of innovations by object in the service companies in Liepaja are product or process innovations. Only 35% of the managers could clearly answer about their plans to introduce innovations in the future. That demonstrates the lack of strategy and innovations in the management and short-term planning in the companies. The results of the research allowed concluding that the main factor delaying innovations in the service companies was the shortage of financial resources. The lack of qualified staff was mentioned by the managers as an insuperable problem to introduce innovations. 
</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%">69-81</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%">Štefan Slávik</style></author><author><style face="normal" font="default" size="100%">Robert Hanák</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">IDENTIFICATION OF RELATION BETWEEN BUSINESS MODEL AND BUSINESS STRATEGY AND MEASUREMENT OF ITS TIGHTNESS</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%">business model</style></keyword><keyword><style  face="normal" font="default" size="100%">business strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">market position</style></keyword><keyword><style  face="normal" font="default" size="100%">model-strategy-relation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448465.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">Business model and business strategy fundamentally characterize and predetermine the essence of a company and its action. Research has already brought a fairly extensive knowledge of the model and strategy too. There is also emerging evidence that describes the relationship between model and strategy, but it is not verified by empirical research. The research confirmed the existence of a real relation between model and strategy using quantitative methods. Business model impacts significantly on the market position of the company, has got implications for competitive advantage, originality/uniqueness of the company action and of its passivity/activity. The acquired knowledge can be used to purposeful alignment of model and strategy. A higher degree of intensity of this relationship improves the market position of the company and may be a potential source of higher company performance.</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%">54-68</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%">Stefan Schwerd</style></author><author><style face="normal" font="default" size="100%">Richard Mayr</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">INTRODUCING A THEORETIC MODEL AND AN EMPIRIC NORM FOR  INFORMATION RISK MANAGEMENT IN DECISION MAKING</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%">decision making</style></keyword><keyword><style  face="normal" font="default" size="100%">enterprise risk management</style></keyword><keyword><style  face="normal" font="default" size="100%">information risk management</style></keyword><keyword><style  face="normal" font="default" size="100%">management theory</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448400.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">Nowadays computer mediated communication (CMC) and the high volume of computed and stored information is getting a business on its own. Information is collected, aggregated, analyzed and used to create real business advantage and value but also risks within companies and also outside on the markets in a high volume. On the other hand, single individuals still need to deal and interpret this sheer mass of increasing information continuously. The change in information management and handling triggers the ongoing changes in decision makings on the operational level as well as on the strategic level. Information is a good sold itself and triggered an own industry of information brokerage. It opens the question of trust and correctness into the information itself but also into the information source and opens a complete new, not modelled yet discipline of Information Risk Management. Currently no model exists in science to measure Information Risk Management where as there is a highly increasing demand to measure case-based applicability and success of Information Risk-Management (IRM) activities in a broader context. The authors propose a new model for IRM and derive a qualitative prove of variables/measure and a quantitative empiric-norm as a base for further perception comparison with specifically targeted groups.</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%">39-53</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%">Luca Bussotti</style></author><author><style face="normal" font="default" size="100%">Rui da Maia</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MANAGING THE RISK OF VIOLATING HUMAN RIGHTS UNDER INDUSTRIAL RESETTLEMENT PROGRAMS</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%">human rights</style></keyword><keyword><style  face="normal" font="default" size="100%">international organizations</style></keyword><keyword><style  face="normal" font="default" size="100%">mass resettlements</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1515833345.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">The purpose of this reflection is understanding what approaches towards human rights are applied in the case of industrial resettlement programs, and, to investigate what policy could be employed to better protect rights of people who experienced un-voluntary relocation event caused by industrial pressure in the context of Sub-Saharan Africa. </style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">90-93</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%">Anup Chowdhury</style></author><author><style face="normal" font="default" size="100%">Nikhil Chandra Shil</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PERFORMANCE MEASUREMENT SYSTEMS IN THE CONTEXT OF NEW PUBLIC MANAGEMENT: EVIDENCE FROM AUSTRALIAN PUBLIC SECTOR AND POLICY IMPLICATIONS FOR DEVELOPING COUNTRIES</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%">Australia</style></keyword><keyword><style  face="normal" font="default" size="100%">Developing Countries</style></keyword><keyword><style  face="normal" font="default" size="100%">new public management</style></keyword><keyword><style  face="normal" font="default" size="100%">performance measurement systems</style></keyword><keyword><style  face="normal" font="default" size="100%">public sector</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448271.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">This research explored in depth the evolution of performance measurement systems in the context of new public management initiatives in Australian public sector. A governmental department in the Australian Capital Territory was selected for the purpose of the exploration. The qualitative research approach was adopted and data was collected following case study tradition. The main data sources were archival official documents and interviews. In addition, the researchers used direct observation to supplement and corroborate the archival documents and interview data. The empirical evidence presented in this research supports the fact that the selected Australian government department has implemented performance measurement systems in the line of new public management to illustrate the department’s commitment to efficiency and accountability. The research undertaken was in-depth, using a case study and though generalization is not possible from this single case study, the findings may be expected to add knowledge to existing literature and provide some important lessons for other public sector entities of the developing countries who are interested in adopting performance measurement systems as their control devices.</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%">7-19</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%">Diāna Līduma</style></author><author><style face="normal" font="default" size="100%">Ilze Grospiņa</style></author><author><style face="normal" font="default" size="100%">Zane Gusta</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">RECREATION OFFER AND COMPETENCES NEEDED FOR ITS DEVELOPMENT IN ACCOMMODATION ENTERPRISES OF KURZEME REGION IN LATVIA</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%">competences</style></keyword><keyword><style  face="normal" font="default" size="100%">guest accommodation</style></keyword><keyword><style  face="normal" font="default" size="100%">recreation activities</style></keyword><keyword><style  face="normal" font="default" size="100%">recreation offer</style></keyword><keyword><style  face="normal" font="default" size="100%">specialists of recreation</style></keyword><keyword><style  face="normal" font="default" size="100%">survey</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1515833545.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">Due to changes in tourism habits when planning development of tourism industry both on national and regional scale, the significance of recreation is highlighted. As a result, in tourism products made by guest accommodation enterprises the recreation offer is included more and more often.
Within the research it has been found out that in guest accommodation enterprises in Kurzeme, in addition to accommodation opportunities, the offer of catering dominates, but regarding recreation activities- walking and relaxation in nature. The offer of bath-house treatment and cycling are more popular than SPA procedure and water attractions. The tendency of relaxation and entertainment event organization also increases in the companies. One realized imperfection of the offer is the tendency that in half of the regional accommodation enterprises the arrangement of relaxation activities has to be provided by the clients themselves. 
The aim of the research is to find out the offer of the current recreation in guest accommodation enterprises in Kurzeme Region and the necessary employees’ competences for its further development. Within the research a survey of 32 managers of guest accommodation enterprises in Kurzeme Region was carried out. The outcomes of the research reveal that additional services to accommodation are offered by 55% guest accommodation enterprises of Kurzeme. However, in 53.1% cases the clients, staying at a guest accommodation enterprise in Kurzeme Region, have to provide arrangement of relaxation activities themselves. Only one fifth (21.9%) of the companies provide it involving a specialist working for the company. Complex recreation programmes are offered by 9.7%, but separate recreation activities by 29% guest accommodation enterprises. Managers of guest accommodation enterprises in Kurzeme are aware of the potential in sports recreation events and relaxation activity organization. The outcomes of the research showed that the main competences necessary for the employees of guest accommodation enterprises, according to the managers of the companies, are language skills and the ability to make decisions and solve problem-situations. In 15.6% of the enterprises a manager for relaxation arrangements would be needed right now.
</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%">122-135</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%">Luca Bussotti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">RISK MANAGEMENT AND RISK COMMUNICATION IN MOZAMBIQUE: THE CASE OF ARMS AND AMMUNITION DEPOTS OF MALHAZINE</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%">confidentiality</style></keyword><keyword><style  face="normal" font="default" size="100%">local authorities</style></keyword><keyword><style  face="normal" font="default" size="100%">Malhazine</style></keyword><keyword><style  face="normal" font="default" size="100%">military storage</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1515833414.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">Risk management and risk communication affect everybody’s daily life. Local authorities have the duty to manage public structures, to inform civilians of the risks coming from these structures, to implement prophylaxis procedures. Military storage sites are fully included in this category. This article presents – through a qualitative methodology based on risk analysis – how risk management and communication in weapons and ammunition warehouses is managed in a “partially free” country, using as a case-study, the Malhazine depot in Mozambique, which resulted in more than 100 deaths. In 2007, an extraordinary accident related to the management of obsolete conventional weapons occurred at the Malazhine warehouse.  In this circumstance, the Mozambican Government adopted a policy of classifying the information “highly confidential”. This policy aimed at obscuring facts and responsibilities by hiding the causes of such a huge tragedy. This article concludes with the consideration that a high level of confidentiality in treating issues of public interest, such as the one kept in regard to Malhazine, does not help public authorities to effectively manage and prevent similar risks from occurring again, with resulting negative impacts on local populations.</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%">94-105</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%">Nikhil Chandra Shil</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">AN UNHEARD CALL FOR BRIDGING ETHICS AND GOVERNANCE: SAVE THE PLANET</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 affairs</style></keyword><keyword><style  face="normal" font="default" size="100%">corporate behavior</style></keyword><keyword><style  face="normal" font="default" size="100%">ethical guidelines</style></keyword><keyword><style  face="normal" font="default" size="100%">unethical activities</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448201.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</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%">The awakening call of the twenty first century is to bring discipline in corporate behavior and attitude. The global financial crisis that gallops the whole economic system posits an unbeatable challenge before the society and demands a careful revisit of corporate routine to revamp trust and confidence on corporate affairs. Capitalism has accepted its inability to drag down the voluminous attitude of people who live in professional edge and isolate themselves from the mass on the ground of their superiority in terms of power, skill, and trust. Then the president of US had acknowledged that this was the biggest crisis that US economy faced after the 1929 stock market debacle. That crisis resulted stringent regulations to control Wall Street which is the Securities Act 1933 and the Securities Exchange Act 1934. This crisis also results Sarbanes Oxley Act 2002. Both of these two events have good similarities, sanctioning too much freedom and independence, capsizing the market gaps, destroying the whole system and confidence, and finally facing the rude destiny.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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%">June/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624547364.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%">Contents, Vol. 11, No. 1, 2016, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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/2021/450-1624548835.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%">Contents, Vol. 11, No. 2, 2016, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">67</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</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/2021/450-1624548794.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%">Cover, Vol. 11, No. 2, PMC, 2016</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">65-66</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</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%">June/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624547326.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%">Cover, Vol. 11, No. 1, PMC, 2016</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Diāna Līduma</style></author><author><style face="normal" font="default" size="100%">Aija Kairēna</style></author><author><style face="normal" font="default" size="100%">Inese Lūsēna-Ezera</style></author><author><style face="normal" font="default" size="100%">Monta Šimkus</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DEVELOPMENT OF PUBLIC TRANSPORT: FUTURE CHALLENGES OF LIEPAJA` S TRAM (LATVIA)</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%">availability and sustainability</style></keyword><keyword><style  face="normal" font="default" size="100%">Liepaja tram</style></keyword><keyword><style  face="normal" font="default" size="100%">public transport</style></keyword><keyword><style  face="normal" font="default" size="100%">social function of public transport</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%">June/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2016/450-1468166476.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%">Transport has always had an important role in the lifestyle of population and development of economy, but the public transport performs mainly the social function – it works for the benefit of the society. Development and quality of services must be provided also for the public transport companies, however, we meet different problems related to infrastructure and traffic for this to happen. To successfully manage and develop a public transport company, it is essential to change the thinking of people in favour of the public transport, not for the personal transport. It is necessary to ensure the sustainability as the main value, which means selection of the right public transport system. The authors relied on the experience of formation of a unified transport system in the world and Latvia’s largest cities’ strategic vision for public transport development. Taking into account the fact that Liepaja is one the three cities in Latvia where the public transport service is provided by a tram, an empiric research was made. Its aim was to clarify the opinion of the inhabitants of Liepaja, regarding the services provided by Liepaja trams, regarding the possible improvements and necessity for development. 200 inhabitants of Liepaja were questioned within the framework of the research. The results of the research revealed that although the tram provides daily the inhabitants of Liepaja with the movement possibilities, unfortunately inhabitants are not ready yet to replace their personal transport with the public transport – tram to settle their daily problems. The results of the research allowed to conclude that future development possibilities and perspectives of the tram in Liepaja City can be related mainly with the creation of a new route, purchase of new carriages and unified public transport system in Liepaja City. </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%">16-28</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</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%">June/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624547406.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%">End, Vol. 11, No. 1, 2016, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">64</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</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/2021/450-1624548873.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%">End, Vol. 11, No. 2, PMC, 2016</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">138</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%">Beáta Sz. G. Pató</style></author><author><style face="normal" font="default" size="100%">Anna Freund</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">EXAMINATION OF ETHICAL PROCUREMENT THROUGH ENTERPRISE EXAMPLES</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%">business ethics</style></keyword><keyword><style  face="normal" font="default" size="100%">corporation’s behaviour</style></keyword><keyword><style  face="normal" font="default" size="100%">procurement issues</style></keyword><keyword><style  face="normal" font="default" size="100%">Sustainable Procurement</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%">June/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2016/450-1468166524.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%">Today’s business world is affected by the 21st century’s processes, like globalization, fluent online attendance, digitalization and their direct consequence depersonalisation. The authors are motivated by these facts and want to vivify the „old fashioned” correct business models and find the indispensable parameter of the well-functioning economy, in one word today’s equivalent of „honorable gentlemen”. The assumed key to success could be useful for the for-profit sector because not only profit can be the impelling in the professional life of a corporation. The human value added is one of the most important keystones of thrift. The aim to establish a balance between economic and ethical behaviour of corporations has been enounced serving the interest of all participants, consumers, corporations and society. The before natural thought values seem nowadays to turn into something different or to be neglected. As a consequence the question has been raised, if society has the force to establish and improve Ethics, will it be able to destroy it as well?! The main focus of the research is therefore the mapping of criteria and marks which belong to on the competitive market successful enterprises whose procurement decisions are ethical as well. These marks can be formal or informal. The results of the research show well that there are parameters of a company, for example, a code of conduct within guidelines concerning the procurement or procedure manuals in which also ethical issues appear in a formal way. From another point of view there are informal signs like customs arising from the corporate culture, daily routine or just human behaviour and convincement of the management and procurement employees that also support the ethical performance of the company. The results of the research can serve as best practice for the other enterprises too in their daily appearance on the market. Particularly in that area the company’s most important goal is “gaining profit” which can have next to itself another value added the “fair work”. Its role is to lead the attention to the statement that next to fair working on the market profit can be produced as well. The researchers consider it important that the companies who have already kept in mind the ethical procurement could gain a feedback, an inspiration or even new ideas to follow their work. </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%">29-42</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%">Marques, M. C. C.</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">HOW OUTSOURCING CAN CONTRIBUTE TO THE EFFICIENCY AND EFFECTIVENESS IN THE PUBLIC SECTOR: SOME INDICATORS ABOUT 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%">exploratory research</style></keyword><keyword><style  face="normal" font="default" size="100%">new public management</style></keyword><keyword><style  face="normal" font="default" size="100%">outsourcing</style></keyword><keyword><style  face="normal" font="default" size="100%">public sector</style></keyword><keyword><style  face="normal" font="default" size="100%">qualitative research</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/2016/450-1482086114.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%">Outsourcing is a practice used by different companies to reduce costs by transferring working with outside suppliers rather than performing them internally. Cutting costs are presented as a key benefit in hiring an outsourcing service. Besides to the overall increase efficiency by more rational and efficient allocation of resources, the management of the contract with the external provider allows organizations to adopt more stringent cost control mechanisms, as all components of the relationship with the provider are formalized and systematically evaluated. It also allows the organization to transfer fixed costs to variable costs, reducing the costs related to the acquisition, management, maintenance and updating of equipment, supplies and infrastructure, as well as reduce costs with the management and supervision of teams assigned to non-core activities.
The study presented here is an early stage of research to be developed on outsourcing in Portugal and its position in relation to public authorities in other countries. It aims to propose a theoretical model to explain the use of outsourcing in the public sector, as well as a set of variables that may improve understanding of the key determinants of the success of this research.
</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%">93-106</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%">Maya  Bitsadze</style></author><author><style face="normal" font="default" size="100%">Marine  Japaridze</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">LOCUS OF CONTROL IN GEORGIAN TEACHERS AND ITS RELATION TO TEACHER BURNOUT</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%">burnout levels</style></keyword><keyword><style  face="normal" font="default" size="100%">Locus of control</style></keyword><keyword><style  face="normal" font="default" size="100%">personal quality</style></keyword><keyword><style  face="normal" font="default" size="100%">teacher burnout</style></keyword><keyword><style  face="normal" font="default" size="100%">teacher preparation programs</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%">June/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2016/450-1468166419.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%">The intensive reforms taking place in general education field in Georgia impose considerable stress to those engaged in teaching profession. This may gradually lead to the condition of professional burnout of teachers. According to the conducted research some teachers have experienced burnout while others did not. The purpose of the present research is to identify how the personal quality such as control of locus may have influenced the level of burnout in Georgian teachers. Two self-assessment instruments, Rotter Scale and Maslach Burnout Inventory (MBI), were used in this research to measure control of locus type and level of burnout among Georgian teachers. Two questionnaires were distributed among 407 teachers at Public schools of Georgia. After dismissing inaccurately filled out questionnaires the analysis was conducted based on the data received from 373 questionnaires. The research findings revealed that Georgian teachers with internal locus of control are less likely to become professional burnout victims. Significant correlations proved to exist between locus of control orientation and teacher burnout on Emotional Exhaustion (EE) and Personal Achievements (PA) subscales of MBI. The article explores the opportunities to change locus of control from external to internal as a part of teacher professional development activities guided by school Principals and through redesigning of teacher preparation programs in order to make teachers more resistant to professional burnout. </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%">8-15</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%">Luca Bussotti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE MANAGEMENT OF LINGUISTIC AND CULTURAL MINORITIES IN A NATIONAL STATE</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%">constitutional principles</style></keyword><keyword><style  face="normal" font="default" size="100%">equilibrated politics</style></keyword><keyword><style  face="normal" font="default" size="100%">linguistic minorities</style></keyword><keyword><style  face="normal" font="default" size="100%">management of individuals</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%">June/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2016/450-1468166368.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%">The management of individuals or communities different from the prevalent religious, ethnic, linguistic, political or sexual groups has always been one of the most problematic issues faced by national States. The liberal conception of State privileges individual in detriment of collective entities as a subject of right, excluding a priori community rights. Historical linguistic groups represent one of the most ancient and complicated questions for testing the capacity of a National State to manage domestic differences, since they have been seen as a threat to the process of unification and nationalization of the masses and individualization of the right. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-7</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%">Vesna Vučemilović</style></author><author><style face="normal" font="default" size="100%">Biserka Vištica</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">NONPROFIT MARKETING IN KOPAČKI RIT NATURE PARK AS TOURIST DESTINATION</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%">Kopački rit</style></keyword><keyword><style  face="normal" font="default" size="100%">nonprofit marketing</style></keyword><keyword><style  face="normal" font="default" size="100%">protected areas</style></keyword><keyword><style  face="normal" font="default" size="100%">tourism in nature parks</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/2016/450-1482086276.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%">Eastern part of the Republic of Croatia as a tourist destination is not fully valorized yet, despite its natural values and rich cultural heritage. Stronger contribution to touristic development could be ensured by Kopački rit Nature Park as potentially great tourist attractor. Its flora and fauna attract people for educational and tourist reasons. Tourism in nature parks has certain limitations due to primary goals which are protection and preservation of nature together with sustainable management of nature resources and ensuring an undisturbed course of natural processes. The aim of this research is to emphasize importance of marketing tools implementation in process of tourist activities development. Through application of marketing techniques and especially nonprofit marketing, primary goals related to nature protection can be harmonized with development of self-financing through tourism activities. Research was conducted by using case study methodology. Relevant persons for the topic were interviewed and from collected information SWOT analysis was made which may be used for policy suggestions in process of creation adequate tourist products and services together with ensuring quality education for visitors and minimizing visitors influence on natural resources.</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%">124-130</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%">Iwona   Gorzeń-Mitka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">SHAPING OF ORGANIZATIONAL RESILIENCE IN AN UNSTABLE WORLD: POSSIBILITY OR 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%">business models</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational efficiency</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational resilience</style></keyword><keyword><style  face="normal" font="default" size="100%">risk factors</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/2016/450-1482085974.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%">Increased complexity of economic, social and technological systems cause that crises, uncertainty and risk have become an integral part of modern world. Undoubtedly, today’s organizations face the necessity of dealing with a growing number of various risk factors-generators: disasters, sudden bankruptcies of key participants of supply chain, loss of reputation, highly innovative products/technologies entering the market or risk resulting from introducing new legal regulations (Gorzeń-Mitka, 2015). </style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">68-70</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%">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%">Christopher R. Schmidt</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">STATE LEVEL MECHANISMS FOR LEARNING FROM WHISTLEBLOWING CASES AT INSTITUTIONS OF HIGHER EDUCATION IN THE UNITED STATES</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%">higher education</style></keyword><keyword><style  face="normal" font="default" size="100%">internal audit</style></keyword><keyword><style  face="normal" font="default" size="100%">internal controls</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational learning</style></keyword><keyword><style  face="normal" font="default" size="100%">whistleblowing</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%">June/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2016/450-1468166580.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%">State level mechanisms for soliciting, validating, and learning from whistleblower claims of fraud, theft, or misconduct against public colleges and universities are explored in four US states: California, Massachusetts, Michigan, and Ohio. Sequential public information requests were used to understand the methods that were used in each state, the types of claims that each state experienced, and to understand their processes for learning from such claims. The types of claims, breadth of scope that the claims span, and disposition of the claims is used to characterize each state’s approach and compare and contrast results with other states in the sample. There was a wide variation in responses and approaches used in each state. Varying from no information solicited or maintained (Michigan) to full histories that include case level detail (Ohio), excellent multi-year case tracking and reporting (California) to the voluminous tracking of every property loss or damage in every institution (Massachusetts). An organic rubric is developed and used to compare and contrast the responses and service level provided by each of the states. Although anonymous whistleblower claims are essential to the governance and administration of higher education, state level mechanisms vary widely in their approaches to administering this process and ensuring better future outcomes. Establishing a standard based upon best practices would ensure that institutions are making the best use of all information available to them to improve their immunity from employee fraud and theft and misconduct.</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%">43-56</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%">Mohammed Aboramadan</style></author><author><style face="normal" font="default" size="100%">Elio Borgonovi</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">STRATEGIC MANAGEMENT PRACTICES AS A KEY DETERMINANT OF SUPERIOR NON-GOVERNMENTAL ORGANIZATIONS PERFORMANCE</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%">financial performance</style></keyword><keyword><style  face="normal" font="default" size="100%">non-financial performance</style></keyword><keyword><style  face="normal" font="default" size="100%">Non-Governmental Organizations</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic management practices</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/2016/450-1482086041.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%">Based on a review of prior studies, this research seeks to enrich the management literature by examining and empirically testing the impact of each of the strategic management practices (environmental scanning, strategy formulation, strategy implementation, and strategy evaluation-monitoring) on financial and non-financial performance of non-governmental organizations (NGOs). A questionnaire was developed and validated to measure strategic management practices and NGOs financial and non-financial performance. Questionnaires were distributed to projects coordinators, programs officers and administration officers of seventy-nine international NGOs operating in the Palestinian Territories. 237 questionnaires were distributed and 160 questionnaires were returned and were usable for statistical analysis. The research results demonstrates that strategic management practices have positive impact not only on financial performance but on non-financial performance of these organizations. Moreover, the research recommends that NGOs rely on strategic management as a means to achieve high performance. </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%">71-92</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%">Joanna Radomska</style></author><author><style face="normal" font="default" size="100%">Letycja Sołoducho-Pelc</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">BUSINESS STRATEGY IN INNOVATIVE AND NON-INNOVATIVE COMPANIES OF VARIOUS SIZES</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%">business strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">company size</style></keyword><keyword><style  face="normal" font="default" size="100%">competitive advantage</style></keyword><keyword><style  face="normal" font="default" size="100%">innovative companies</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%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1515926406.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%">The influence of innovation upon the competitive advantage of companies seems to be an actual issue worth examining. That’s why it is interesting to investigate the various aspects of the strategies pursued by companies classified as innovative or non-innovative. The aim of the research was to check whether the differences between enterprises can be traced back to their sizes or should rather be derived from their unique characteristics. In order to test the hypotheses, the correlations (established on the basis of the Kendall's tau-b correlation coefficient) between specified research areas and the size of the company were calculated for the two groups of companies (innovative and non-innovative). The study was conducted using the PAPI technique and the 5-point Likert scale. The research sample included two groups of companies – innovative (88 companies) and non-innovative (34 enterprises). The respondents in the survey included company managing staff. Presenting the findings of the research, it can be pointed out that in a group of innovative companies no distinctness regarding the primary objectives of strategy could be demonstrated. Only the correlations between the size and risk of the business and the implementation of global expansion strategy can be considered. Companies that are not oriented to innovation, however, significantly differ only regarding to strategy formalisation, which increases with the organisation’s growth. The main research findings proved that there is a lack of noticeable differences in the strategies of innovative and non-innovative companies analysed in terms of their size.</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%">100–109</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%">Diāna Līduma</style></author><author><style face="normal" font="default" size="100%">Aija Kairēna</style></author><author><style face="normal" font="default" size="100%">Māris Priedens</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COMPARATIVE ANALYSIS OF LEADING PORTS OF LATVIA: COMPETITIVENESS OF LIEPAJA PORT</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%">competitiveness of ports</style></keyword><keyword><style  face="normal" font="default" size="100%">freight turnover</style></keyword><keyword><style  face="normal" font="default" size="100%">port parameters</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/2015/450-1437201705.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%">There are 10 operating ports in Latvia and 3 of them – Liepaja, Ventspils and Riga ports are regarded as the leading commercial ports. Role of port operation in the economics of region and country is essential from the point of view of employment and entrepreneurship. This is based with data on investment of operation of Latvian ports in GDP, on average it is assessed to be 5-7% annually. In the context of employment, Liepaja Port gives work to 6.9% of human resources of the city. However, concern about the competitiveness of Liepaja Port influenced by the proximity of more developed competitive ports, technical possibilities of the port and dynamics of freight turnover has occurred in recent years. Therewith in framework of this article in the context of such criteria as location of ports and their technical parameters, volumes of freight, specialization and costs of ports, the operation of leading ports of Latvia is intercompared and analyzed by clarifying whether Liepaja Port is competitive among other ports of Latvia. Opinions of port experts on perspectives of port development and statistical data of ports from 2011-2013 are analyzed within the framework of the article. The aim of the research is to clarify the comparative advantages of ports of Latvia. The research revealed that the provision of competitiveness of Liepaja Port is to be related with application of the available free territories, advantages of location in relation to the Scandinavian market, and the necessity to develop the cooperation among ports of Latvia to offer joint freight acquisition, distributions and unified logistics solution and strengthen the position of ports in the circumstances of international competition. </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%">26-36</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%">Iwona   Gorzeń-Mitka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COMPLEXITY IN MANAGEMENT: OPPORTUNITY OR THREAT?</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%">complexity in management</style></keyword><keyword><style  face="normal" font="default" size="100%">economic activity</style></keyword><keyword><style  face="normal" font="default" size="100%">operational conditions</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational studies</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/2015/450-1437201549.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%">Complexity is a new way of thinking about the world (Snowden Boone, 2007). Some of the attributes of complex phenomena is uncertainty, non-linearity, self-organization, turbulence, and unpredictability. In the situation of dynamically changing external and internal conditions of its functioning, an organization can survive and grow only when it is able to successfully adapt its changeability to the changeability of the environment in which it is operating (Penc, 2002, p.51). The existing and applied systems of decision-making are often inadequate to the new challenges encountered by enterprises.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-5</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%">Rafał Drewniak</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONDITIONS OF COOPERATION BETWEEN COMPANIES AND NGOs IN THE FIELD OF CORPORATE SOCIAL RESPONSIBILITY ACTIVITIES: THE POLISH CASES</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 social responsibility</style></keyword><keyword><style  face="normal" font="default" size="100%">non-government organization</style></keyword><keyword><style  face="normal" font="default" size="100%">small businesses</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%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2015/450-1451415154.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%">Corporate social responsibility (CSR) is becoming an increasingly popular area of activity of companies which are interested in not only the managers or owners, but also customers, suppliers, NGOs, administrative and other stakeholders groups. The analysis aim is to present CSR initiatives as part of deliberate strategy of the company, which is one of the key sources of competitive advantage in the market. The findings concern the scope of cooperation between companies and NGOs in the field of socially responsible activities. The analysis indicates that the expected form of cooperation of NGOs with small businesses is to provide financial assistance to social organizations. However, in the case of medium-sized enterprises, these expectations also apply to material support. Moreover, in the case of medium-sized enterprises a key determinant of cooperation with social organization is realization of the social objective, while small businesses are more guided by &quot;goodness of the heart&quot;. Considerations based on the identification of scope of CSR, are pointing to the key aspects of this activity to the company, the environment and customers. Discussions were extended to the characteristics of the benefits, barriers and forms of the cooperation, as well as, there were presented the results of research in the field of forms and determinants of such cooperation. Considerations are based on secondary sources, from national and international journals, books, magazines and specialist reports.</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%">62–76 </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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624714283.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%">Contents, Vol. 10, No. 2, 2015, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">59</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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/2021/450-1624819245.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%">Contents, Vol. 10, No. 1, 2015, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</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/2021/450-1624819198.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%">Cover page, Vol. 10, No. 1, 2015, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</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%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624714222.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%">Cover page, Vol. 10, No. 2, 2015, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">57-58</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%">Peter Bóna</style></author><author><style face="normal" font="default" size="100%">Robert Lippert</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE EFFECT OF HARD AND SOFT FACTORS ON THE SUCCESS OF A COMPANY</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%">Balanced Scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">Leadership</style></keyword><keyword><style  face="normal" font="default" size="100%">success factors</style></keyword><keyword><style  face="normal" font="default" size="100%">Sustainability</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/2015/450-1437201595.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%">What makes a company successful? What kind of instruments may it use to achieve outstanding results? Instruments necessary for effective operation depend remarkably on the current age and the environment surrounding the organisation. Various ages have had their different keys to success. This key has become more and more complex and complicated due to the continuous acceleration of world economy and the fact that distances have become negligible. The aim of this study is to explore, whether companies having an interest in the processing industry use hard or soft success factors as a key to achieve success. In order to do that, the research will identify the possible success factors first. Henceforward it will reveal the effect of the resulting factors on success by logistic regression, which will be examined via the balance scorecard by complementing the four classic aspects – as one of the pioneers – with a fifth one, i.e. sustainability. Thus it will become visible, to what extent strategic, structural, cultural and leadership success factors influence the performance of a company to reach excellence in accordance with the expectations of the owners, the customers, the employees and the social sphere. The results of the research will thereby show the unravelled correlations between the successful operation of a company and the instruments indicating hard and soft success affecting it. 
  
</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%">6-17</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><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/2021/450-1624819288.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%">End page, Vol. 10, No. 1, 2015, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">56</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</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%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1624714335.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%">End page, Vol. 10, No. 2, 2015, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">128</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%">Stephen  N. M. Nzuve</style></author><author><style face="normal" font="default" size="100%">Mwangi Pauline Njambi</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">FACTORS PERCEIVED TO INFLUENCE EMPLOYEES’ PERFORMANCE: A CASE OF THE INDEPENDENT ELECTORAL AND BOUNDARIES COMMISSION</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%">effectiveness of work</style></keyword><keyword><style  face="normal" font="default" size="100%">employee perception</style></keyword><keyword><style  face="normal" font="default" size="100%">employee performance</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational goals</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%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2015/450-1451415270.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%">Performance is associated with quantity of output, quality of output, timeliness of output, presence or attendance on the job, efficiency of the work completed and effectiveness of work completed (Mathis et al., 2009). In an organization, committed employees are regarded as being willing to build and maintain long-lasting relationships with their employer (Argyris, 1998). Effective management teams need to recognize that positive employee attitudes are often vital to achieving organizational goals and this will be achieved when the employees are satisfied. The objective of the study was to determine the factors perceived to influence employees’ performance at Independent Electoral and Boundaries Commission. The research design adopted was descriptive research design. The population of the study comprised of all the 175 employees in the commission head office. The study used primary data that was collected through self-administered questionnaires. The data was analyzed using the Statistical Package for Social Sciences (SPSS) software and presented using tables and figures. The study found out that the employees of the commission perceived their performance to be influenced by rewards, job design and training and development opportunity. Management style was found to have hindered performance of employees. The employees were satisfied with wages and salaries paid, retirement benefit scheme, job security, performance appraisals were satisfactory hence encouraging the employees to work in the commission and improve their performance. </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%">88–99</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%">Christopher R. Schmidt</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">LEARNING POINTS FROM WHISTLEBLOWER CLAIMS AGAINST INSTITUTIONS OF HIGHER EDUCATION</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%">college and university administration</style></keyword><keyword><style  face="normal" font="default" size="100%">internal audit</style></keyword><keyword><style  face="normal" font="default" size="100%">internal controls</style></keyword><keyword><style  face="normal" font="default" size="100%">whistleblowing</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%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2015/450-1451415380.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%">The types of whistleblowing claims made against institutions of higher education are not well understood nor are the various mechanisms used to solicit, investigate, and learn from such claims at the institutional and state levels. This research obtained and analyzed whistleblower claims made against institutions of higher education and explores and facilitates a discussion around the value of learning opportunities that come from whistleblowing claims. Aggregate claims data and detail workpapers for claims made against the 45 publicly funded colleges and universities in the state of Ohio, in the midwestern United States was analyzed to identify patterns and areas of focus which could improve institutional processes and internal controls. Four areas resulted from the analysis: hiring and pay practices, prevention of the theft of institutional assets, prevention of the theft of student funds, and an institutional accreditation issue. All claims that were reported reflected real concerns on topics of strategic importance to institutions and their management practices, although not all were substantiated or corroborated. One quarter of the claims resulted in proven cases for recovery and prosecution. At the state level, completeness of investigation and administrative learning were sometimes not pursued due to the code enforcement nature of the governing bodies whose mandate was limited to the identification and prosecution of crimes, although improvement opportunities clearly existed. The case of Ohio demonstrates that open government and public information request processes can provide sufficient information to allow insight into the nature of the claims and to identify improvement opportunities for both the institution and state level administration. </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%">110–120 </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%">Iwona   Gorzeń-Mitka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MANAGEMENT CHALLENGES IN THE CONTEXT OF RISK CULTURE</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%">continuous improvement</style></keyword><keyword><style  face="normal" font="default" size="100%">corporate decision-making</style></keyword><keyword><style  face="normal" font="default" size="100%">management process</style></keyword><keyword><style  face="normal" font="default" size="100%">risk culture</style></keyword><keyword><style  face="normal" font="default" size="100%">risk management</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%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2015/450-1451415096.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%">In recent years (especially in the context of the financial sector) we can find many debates (public and academic) which emphasise the need to change mindsets in management (Gorzeń-Mitka, 2012). This discussion is a result of the dynamically changing external and internal conditions of the functioning of organizations. At the same time, we observe great progress over the past decade in developing effective tools and techniques for managing (also risk and complexity) within organizations. But management is carried out by people. Their awareness of threats and opportunities determines the effectiveness of the whole management process within the organization. One of the themes of this discussion is to indicate the need for changes in the area of organizational culture by creating the so-called risk culture. </style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">60–61</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%">Kaja Prystupa</style></author><author><style face="normal" font="default" size="100%">Maciej Rządca</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">OUTSOURCING FAILURES IN SME’S: CASE STUDY APPROACH</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%">outsourcing challenges</style></keyword><keyword><style  face="normal" font="default" size="100%">outsourcing in SME</style></keyword><keyword><style  face="normal" font="default" size="100%">small companies</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/2015/450-1437201832.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%">Outsourcing, which is a popular business strategy among large companies, is also an attractive option for small entities. However, in order to bring expected results, outsourcing requires knowledge of potential risks and ability of managing them. Even large companies need to face various outsourcing challenges, however, at least they dispose richer resources than small organizations and their success is less dependent on single product delivery. Therefore the aim of the research was to examine the reasons of failure of outsourcing initiatives in SMEs. The authors followed the qualitative approach based on case study method. The obtained results brought contributions in both areas: theoretical as the issue of outsourcing initiatives in SMEs has been analysed to a limited extent; as well as practical because it brought important insight for managers by indicating risks of that they should be aware and properly prepared. The findings indicated the importance of: strategic planning on outsourcing initiative and the development and maintenance of close relations of outsourcing companies with its vendor. </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%">37-46</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%">Iwona   Gorzeń-Mitka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">RISK MANAGEMENT IN SMALL AND MEDIUM-SIZED ENTERPRISES: A GENDER-SENSITIVE APPROACH</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%">gender differences</style></keyword><keyword><style  face="normal" font="default" size="100%">holistic risk management</style></keyword><keyword><style  face="normal" font="default" size="100%">small and medium enterprises</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%">December/2015</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1515926119.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%">Risk is inherent in all business functions and in every kind of activity. Small and medium-sized enterprises (SMEs) are particularly vulnerable to continuously daily internal and external undesirable events that adversely affect business performance. To deal with many risk determinants effectively, SMEs need a systemic method of approach to risk management. One of the factors of company risk management approach is gender of the owners or top executives. Especially from a managerial perspective, the link between risk-taking and gender has been examined through a wide range of approaches, such as entrepreneurial orientation and leadership related literatures. Some researchers point that male SME owners appear to show a greater risk appetite than female SME owners. The leading question in the undertaken research was to determine whether the gender of the firm's owners or top executives are reflected in the approach to risk management. The focal point of the research is identification of differences in risk taking and risk management in Polish SMEs companies from a gender perspective.</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%">77–87 </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><author><style face="normal" font="default" size="100%">Leif Marcusson</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ADVERTISEMENTS FOR ICT PROJECT MANAGERS SHOW DIVERSITY BETWEEN SWEDISH EMPLOYERS’ AND PROJECT MANAGEMENT ASSOCIATIONS’ VIEWS OF PM CERTIFICATIONS</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%">project management associations</style></keyword><keyword><style  face="normal" font="default" size="100%">project management certifications</style></keyword><keyword><style  face="normal" font="default" size="100%">project manager</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456570.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Appointing ICT project managers is a delicate issue for management; not least since ICT projects are known to be unsuccessful in delivering the required product in time and on budget. Hence, it is even more important to find the “right” individual for the job. According to project management associations, certification in project management is a prerequisite for a project manager’s successful career. The appreciation of project management certifications among Swedish employers was studied using data collected from job advertisements for ICT project managers during four years (2010-2013). Judged on how the advertisements were worded the result indicates surprisingly low interest from the employers’ side, which conflicts with the project management associations statements about the certifications’ indispensable value for successful projects. Furthermore, it conflicts with a common understanding of certifications as essential for appointment as a project manager. The findings identify a possible gap between PM associations’ and employers’ views regarding the certifications’ value, and highlight the necessity of seriously considering whether it is worthwhile for the individuals to strive for, and for the organizations to promote certification, since it is costly in both time, effort and money.</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%">35-55</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%">Stephen  N. M. Nzuve</style></author><author><style face="normal" font="default" size="100%">Solomon Chepsongol Kelwon</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ATTITUDES OF SHOP FLOOR EMPLOYEES TOWARD WOMEN MANAGERS IN FUEL DEPOTS: A CASE OF THE FUEL DEPOTS IN LUBUMBASHI, DEMOCRATIC REPUBLIC OF THE CONGO</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%">gender</style></keyword><keyword><style  face="normal" font="default" size="100%">shop floor employees</style></keyword><keyword><style  face="normal" font="default" size="100%">work place safety and fuel depot</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1420577100.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">The International Labour Organization and all organizations of human rights advocate against any form of negative attitude in employment based on gender, its terms, promotion and relations. Shop floor employees play a very important role in the daily advancement and profitability of an organisation. The purpose of this study was to establish the attitude of shop floor employees toward women managers in fuel depots in Lubumbashi, Democratic Republic of the Congo. The study adopted a descriptive survey design with the population consisting of one hundred and ninety three (193) shop floor employees. A semi structured questionnaire was used to collect primary data. In total one hundred and twenty one (121) shop floor employees responded yielding a response rate of sixty three percent (63%). The findings of this study indicate that a negative attitude toward woman managers is prevalent in the Fuel Depots of Lubumbashi, Democratic Republic of the Congo. At the fuel depots, the number of women working was less than a third of the males. In spite of this, women managers are rated higher in management qualities and are considered to be more honest, diligent, compassionate, creative and intelligent when compared to their male counterparts. The study recommends a culture change among employees in fuel depots in Lubumbashi in order to enable them perceive women as equal partners at the work place. </style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">206-212</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%">Maja Andrijasevic</style></author><author><style face="normal" font="default" size="100%">Vesna Pasic</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A BLUEPRINT OF RATIO ANALYSIS AS INFORMATION BASIS OF CORPORATION FINANCIAL 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%">financial management</style></keyword><keyword><style  face="normal" font="default" size="100%">ratio analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">Reliability</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">September/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1410981470.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Ratio analysis, due to its simplicity, has, for a long time, been one of the most frequently used methods of financial analysis. However, the question is how its results are a good basis for assessment of financial condition of a company by the external users of financial reports. If one takes into account numerous limitations, one can rather say that ratio analysis is a rough approximation of financial situation. What are the limitations, can they be overcome and in what way, can they, at least, be reduced, and to what extent the user has to take a reserved attitude when making business decisions on the basis of ratio analysis? The last but not the least, we should accept the fact that by insisting on financial analysis other aspects of the analyses are, in practice frequently marginalized, thus neglecting the fact that actually they themselves in the most direct manner point to the causes of potential disorders in business activities of a company. </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%">117-123</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%">Margo Thomas</style></author><author><style face="normal" font="default" size="100%">Denise A. D. Bedford</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A CASE STUDY IN THE EFFECTIVE USE AND QUANTITATIVE VALIDATION OF PERFORMANCE ADVISERS</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%">Performance Evaluation</style></keyword><keyword><style  face="normal" font="default" size="100%">performance feedback</style></keyword><keyword><style  face="normal" font="default" size="100%">performance practices</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic talent management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456751.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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 2011, a large organization, with a global mission and traditional structure set out to realign its mission in the context of the rapidly evolving global economy. This created space for a division within the institution to embark on an innovative change agenda with a renewed focus on talent management as an integral part of the change. The essential element of the talent management innovation related to performance evaluation and feedback with the goal of improving performance and results by providing richer feedback to staff. This novel approach involved leveraging the knowledge of neutral, third party Performance Advisers (PA) who gathered, reviewed and synthesized information about performance for the purpose of coaching evaluees. Based on follow-up surveys and focus groups, the pilot was broadly considered a success by most participants. A second evaluation approach was applied to assess the richness of the feedback, and to determine whether the coaching experiment produced objective, quantifiable, and verifiable changes in feedback from one performance cycle to the next. The second evaluation leveraged semantic analysis profiles and technologies. The results demonstrate observable and verifiable improvements in the feedback. This research provides important lessons for large, diverse organizations seeking to make changes in traditional performance management systems. </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%">65-83</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625234086.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Contents, Vol. 9, No. 1, 2014, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3-4</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625057183.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Contents, Vol. 9, No. 3, 2014, PMC</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">169</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">September/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625142533.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Contents, Vol. 9, No. 2, 2014, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">113</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625234014.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Cover page, Vol. 9, No. 1, 2014, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">September/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625142484.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Cover page, Vol. 9, No. 2, 2014, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">111-112</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625057139.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Cover page, Vol. 9, No. 3, 2014, PMC</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">167-168</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625057229.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">End page, Vol. 9, No. 3, 2014, PMC</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">232</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625234132.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">End page, Vol. 9, No. 1, 2014, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">110</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">September/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625142594.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">End page, Vol. 9, No. 2, 2014, PMC</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">166</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%">Piotr Tomski</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ENTREPRENEURIAL INTENTIONS OF MANAGEMENT STUDENTS AS ROOTS FOR NEW VENTURES. EMPIRICAL INVESTIGATION</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%">Entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">new venture creation</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational outcome</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456801.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Entrepreneurial intentions (EI) that direct attention, experience and activities towards business concepts, create the form and direction of organizations at their inception stage. Future organizational outcome, such as survival, development and growth are based on these intentions. The objective of the study is to examine undergraduates' EI on the example of the students of Faculty of Management of Czestochowa University of Technology (FoMCUT). Various dimensions of EI are discussed in the context of gender, student specialization, the level of studies and selected components of entrepreneurial attitude orientation. The conducted research leads to the conclusions concerning the level of EI of students of the faculty which is strictly connected with the science and practice of management and entrepreneurship. The survey took place in December 2013 and January 2014 on the randomly selected sample of 332 students of FoMCUT. The sample amounted to 6.9% of the total population of students of the Faculty. The research tool constructed by the author was the questionnaire. The respondents were the students of both full- and part-time course of study. This study is the basis for the future research on predictors of EI as the foundation of new business ventures. It directs attention towards relationships between entrepreneurial ideas and their possible results. It outlines the background for examining entrepreneurial traits and contexts which are important both for the development </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%">84-94</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%">Anna Wildowicz-Giegiel</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE EVOLUTION AND THE NEW FRONTIERS OF SOCIAL RESPONSIBILITY ACCOUNTING</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 social responsibility</style></keyword><keyword><style  face="normal" font="default" size="100%">integrated reporting</style></keyword><keyword><style  face="normal" font="default" size="100%">social responsibility accounting</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456852.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">It is required currently from enterpeneurs to run their business according to the principles of sustainable development. As a result the rapid growth for corporate social responsibility among business owners is commonly observed. They started noticing that being socially responsible can help improve financial results and competitiveness. In order to achieve these goals company involving in corporate social responsibility should disclose accurately and credibly information on the social and environmental effects to both external and internal stakeholders. The research was aimed at indicating the limitations of traditional accounting and the benefits of integrated reporting. The research problem concerns the informative gap between data being reported in traditional financial reports and stakeholders’ requirements which appears as a consequence of existing accounting procedures and traditional financial reporting frameworks. According to hypothesis adopted in this paper integrated reporting helps diminish the information gap. On the basis of the conducted analysis it has to be said that, integrated reporting as a communication tool enables the company to build social trust and serve as a differentiator in a competitive environment. That is the reason why, despite the lack of a globally accepted integrated reporting framework, companies are more prone to prepare reports voluntarily. </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%">95-102</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%">Agnieszka Bem</style></author><author><style face="normal" font="default" size="100%">Paulina Ucieklak-Jeż</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">FUNCTIONAL HEALTH ASSESSMENT AS THE DETERMINANT OF SOCIAL CARE 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%">healthy aging</style></keyword><keyword><style  face="normal" font="default" size="100%">Life expectancy without instrumental activity restrictions (IADL)</style></keyword><keyword><style  face="normal" font="default" size="100%">Life expectancy without self-care activity restrictions (ADL)</style></keyword><keyword><style  face="normal" font="default" size="100%">social care management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1420577038.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">The aim of this study is to assess the functional state of health for elderly residents in Poland. The analysis has been using the data from the survey “Social Diagnosis” carried out in 2013, in Poland. The research concentrates on subjective measures, used to assess the population’s state of health, based both on mortality and disability studies, while disability is defined as reduced ability to carry out daily activities. The authors have evaluated the health status of the elderly in Poland in 2013, using measures of health function (ADL) and activity restrictions (IADL). The results show, that functional health of older people in Poland is significantly correlated with age and sex of respondents. The interpretation and the conceptualization of desirable directions of changes should lead to active life style’s promoting, adjusted, accordingly, to health state and age. It also provides important information for social care managers, by defining needed form of interventions. </style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">197-205</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%">Maia Araviashvili</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">GENDER ASPECTS OF INHERITANCE MANAGEMENT IN GEORGIA CULTURAL PRACTICES VS LAW REGULATIONS</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%">gender inequality</style></keyword><keyword><style  face="normal" font="default" size="100%">inheritance management</style></keyword><keyword><style  face="normal" font="default" size="100%">Social Practices</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1420576966.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">After gaining independence in 1991 Georgia adopted the new constitution, received liberal laws and joined international conventions, which formally guarantee gender equality. However, law regulations do not come in accordance with cultural values, and are not shared by society. Consequently, the problems of gender inequality are still vital issues in Georgian society. Traditionally, informal practice of dowry giving protected women and gave them independence in a new family. Nowadays, in Georgia a daughter and a son formally have equal access to their parent’s inheritance, but there are very rare cases when a woman demands her part of it. This is not justified by society to contend for the inheritance with a brother. Formal institutions are not strong to prevent this economic form of domestic violence. The methodology of the research is complex: expert interviews were recorded and analyzed, to study data about the inheritance registration and court records pertaining to inheritance litigations, the method of content analysis was used; apart from this, ethnographic resources and surveys were examined. The findings of the proposed research article provide a complex picture of this really vital problem still affecting the post-soviet Georgian society.  
  
</style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">183-196</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%">Noble Osei-Bonsu</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE IMPACT OF CHANGE MANAGEMENT ON JOB SATISFACTION OF EMPLOYEES IN GHANA’S BANKING 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%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">Employee involvement</style></keyword><keyword><style  face="normal" font="default" size="100%">Job Satisfaction</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational change</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">September/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1410981657.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Employee job satisfaction is pertinent and critical in the change management process of contemporary organizations. The objectives of this study are to assess the extent of employee involvement in the change management processes, assess the impact of change management on employee job satisfaction and thirdly, attitude of employees after organizational change. A descriptive survey research design was employed to administer a self-designed questionnaire consisting of open and closed- ended items to one hundred and forty respondents using simple random sampling. Closed-ended items were measured on a five-point Likert scale. Data was analysed using SPSS and presented in descriptive form. The main findings indicate that employees’ involvement in the process was limited to provision of adequate information. It was also revealed that generally, the change had a positive impact on employees’ job satisfaction. Finally, employee attitudes after the change were found to be positive. Interestingly, respondents disagreed with the issue of high level of trust after the change process. In view of the findings, it is recommended that management should encourage employees’ maximum participation in the process through adequate representation on change management committees.</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%">140-149</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%">Godson   Ahiabor</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE IMPACT OF CORPORATE CULTURE ON PRODUCTIVITY OF FIRMS IN GHANA: A CASE OF VODAFONE GHANA</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 culture</style></keyword><keyword><style  face="normal" font="default" size="100%">face-to-face interviews</style></keyword><keyword><style  face="normal" font="default" size="100%">telecommunication and productivity</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1420576725.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">It is believed that many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures. Thus, many leaders, when trying to implement new strategies or a strategic plan leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organization's culture. Organizational culture does not only affect the manner in which managers manage and consequently shape employee behavior, but also the total output and the way it provides services to its customers. Corporate culture or organizational culture is the behavior of humans within an organization and the meaning that people attach to those behaviors. Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits. In addition, different individuals bring to the workplace their own uniqueness, knowledge, and ethnic culture. Corporate culture covers moral, social, and behavioral norms of one’s organization based on the values, beliefs, attitudes, and priorities of its members. The researcher can say that corporate culture does have a positive impact on the productivity of any organisation, and with Vodafone, it does increase its productivity. </style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">173-182</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%">Costin Pribeanu</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">IMPROVING THE ERGONOMIC QUALITY OF AR-BASED E-LEARNING SYSTEMS: A TASK-BASED DESIGN APPROACH</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%">Ergonomic Quality</style></keyword><keyword><style  face="normal" font="default" size="100%">product quality model</style></keyword><keyword><style  face="normal" font="default" size="100%">task modelling</style></keyword><keyword><style  face="normal" font="default" size="100%">user-centred design</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">September/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1410981699.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Augmented reality (AR) is a challenging technology for e-learning. Nevertheless, the benefits of AR in terms of increased engagement and motivation could be undermined by a low ergonomic quality. A challenge for designers is to provide students with a usable AR environment that is able to support an effective and efficient achievement of their learning goals. A user-centred design approach requires understanding users and the tasks they perform. This analysis focuses on task modelling and presents a task-based approach to the development of a Chemistry application implemented on an AR teaching platform. The task model enables an analysis of critical task sequences, helps to prevent potential usability problem, and provides with a basis for a task-based approach to evaluation. </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%">150-157</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%">Agnieszka Bem</style></author><author><style face="normal" font="default" size="100%">Paulina Ucieklak-Jeż</style></author><author><style face="normal" font="default" size="100%">Paweł Prędkiewicz</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">INCOME PER BED AS A DETERMINANT OF HOSPITAL’S FINANCIAL LIQUIDITY</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%">financial conditions</style></keyword><keyword><style  face="normal" font="default" size="100%">Financial Liquidity</style></keyword><keyword><style  face="normal" font="default" size="100%">financial management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">September/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1410981539.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Hospitals’ financial condition is very important, in terms of availability and quality of inpatient health care services. Inpatient’s services consume, in Poland, an important part (about 50%) of National Health Fund resources, but financial situation of hospitals is difficult and many hospitals report problems with liquidity and solvency. The purpose of this research is to study the relationship between the intensity of care, measured by the annual income per bed, and the static liquidity ratios (current ratio and quick ratio). The research has been conducted on the sample of 138 Polish hospitals, using data covering the period 2009-2011. In order to test research hypotheses, statistical tools have been used (T-Student distribution). The study has shown, that, during analyzed period, liquidity ratios have lowered and the level of financial liquidity is, in case of Polish hospitals, lower than recommended in the literature. The authors also confirmed the existence of the relationship between annual income per bed and liquidity ratios. However, the most important finding is that the relationship between the hospital’s income per bed and financial liquidity ratios is positive only up to a certain level, which has been estimated at about 60,000-70,000 EUR per bed. Above this level further increase in income per bed decreases liquidity ratios. This finding seems to be extremely important for health care managers, which usually strive for the income maximization. </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%">124-131</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%">Viara  Slavianska</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">INCREASING THE QUALITY OF BULGARIAN HIGHER EDUCATION THROUGH STRATEGIES FOR ACADEMIC PERSONNEL 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%">higher education</style></keyword><keyword><style  face="normal" font="default" size="100%">human resource management</style></keyword><keyword><style  face="normal" font="default" size="100%">personnel motivation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456692.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">The strategies for academic personnel management as a factor for increasing the quality of higher education are discussed in the present article. The quality of the educational service is not only a national and European priority, but it is also a basic strategic advantage of every Bulgarian university, currently functioning in a highly competitive environment – for this reason it is steadily outlined in its strategy for development. One of the ways for improving the education is through elaboration of the system for human resource management. In essence it is intended to attract, retain and motivate the quality personnel through a collection of policies, procedures, and criteria in the field of training, assessment and reward. In this connection there are presented the strategies for personnel training and motivating, applied by Bulgarian higher schools as an instrument for improving the work performance. There are identified real and potential problems and on this basis is demonstrated the necessity of improving the motivational policies and practices as a means for improving the quality of the educational service. Some possible solutions for increasing the motivation in academic environment are offered. </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%">56-64</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%">Robert Lippert</style></author><author><style face="normal" font="default" size="100%">Zoltan Gaál</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MANAGEMENT APPROACH BETWEEN BUSINESS CLUSTER SUCCESS AND SOFT LEADER CHARACTERISTICS</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%">cluster</style></keyword><keyword><style  face="normal" font="default" size="100%">leadership roles</style></keyword><keyword><style  face="normal" font="default" size="100%">organisational culture</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456517.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">One of the potential aspects of economic growth lies in focusing on furtherance the development of business clusters. By linking the complementary competencies of profit oriented enterprises, NGO-s, universities, research institutes and local authorities, the innovation potential and the productivity are significantly increased. The present study investigates a specific and challenging managerial activity, the role of the cluster manager. The aim of the research is to reveal the intrinsic motivation of cluster operations and to demonstrate the importance of the manager in the efficient and sustainable operation. An empirical research has been conducted involving cluster managers and member organisations through an extensive questionnaire survey in Hungary. First, determinant factors of cluster success have been identified. By using these factors, as the operational activity of the cluster, as well as the satisfaction of the members in the field of innovation and productivity, a new continuous three-dimensional maturity model has been introduced to evaluate the cluster success. Mapping the soft factors, organisational culture and leadership roles have been assessed by applying Competing Values Framework method. The results of the research depict the correlation found between soft leader characteristics and cluster success.</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%">27-34</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%">Marianna Dobó</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MANAGEMENT OF SELF-DEFENSE OF THE MUNICIPALITIES – PREPARATION FOR THE DECISION-MAKING PROCESS AT DISASTERS</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%">crisis communication</style></keyword><keyword><style  face="normal" font="default" size="100%">decision-making</style></keyword><keyword><style  face="normal" font="default" size="100%">declared period’s administrative function</style></keyword><keyword><style  face="normal" font="default" size="100%">legal framework</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">September/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1410981606.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">The research, which was started in 2013 focuses on the decision-making process after vis-mayor situations (Dobó, 2013). Disaster Management in Hungary is a less known and researched area. However, over the last years natural problems had great impact on the decision making process of the local government (Csefkó, 1997). The disasters transformed the processes that had been working so far. The examination of the changed decisions became very important. Researches were carried out by the Disaster Management Department of National University of Public Service. One of the most important projects is the Critical infrastructure protection that could provide practical knowledge about the topic. The decision-making process after the crisis had not been analysed in previous studies. This research can be divided into several parts. First, there is exploration of the theoretical frameworks, laws and regulations. The decisions of the local government and the disaster management process can be presented by becoming familiar with the previous disasters. The most important stage will be the examination of the post-disaster period when the roles and the transformation of the players can be demonstrated. The methodology is complex. In the first phase, after consideration of the literature, the focus is on the changes of the law. The second stage contains media monitoring, document and map examination as well as interviews with the actors. In the third stage, the observation comes as a new method to the second phase: cooperative decision making process, crisis communication replacement, social reconciliation. The topic at any time is up to date due to the fact that while the preparedness for a crisis has become more urgent, the prediction of vis-mayor situations and consequently, the preparation is almost impossible. In this context, the decision-making process of 15 municipalities, which are now live every day of their flood, pour of the river-wall or red mud disaster and after the storm, was examined. The creation of a theoretical framework and their presentation on conferences happened so far. Processing the methodology and case studies of the disaster management are currently going on. The presentation of the achievement is expected in the autumn period. </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%">132-139</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%">Joanna Radomska</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MODEL OF SUCCESSFUL STRATEGY EXECUTION: REVISING THE CONCEPT</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%">Implementation Model</style></keyword><keyword><style  face="normal" font="default" size="100%">informal communication</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy execution</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1420577194.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">The purpose of this research is to examine the relationship between the elements of the Eight &quot;S&quot; model that affect strategic implementation and results achieved by companies. The main research question, to which the author sought an answer, was whether there was a relationship between individual elements that affect strategy implementation and the effects it brings in revenue growth. The survey covered 200 of the best-ranked Polish companies (where revenues constituted one of the ranking criteria) where the level of strategic implementation was considered satisfactory. Testing of the research hypotheses has shown that the factors defined as Resources and Shared Values have a minor impact on the strategy implementation. The research also has shown that there is an additional element that could be incorporated into the model - the system of informal communication. In addition, the paper describes the interrelations between elements of the model. </style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">213-220</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%">Ebru Aykan</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">RELATIONSHIPS BETWEEN EMOTIONAL COMPETENCE AND TASK-CONTEXTUAL PERFORMANCE OF EMPLOYEES</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%">contextual performance</style></keyword><keyword><style  face="normal" font="default" size="100%">emotional competence</style></keyword><keyword><style  face="normal" font="default" size="100%">task performance</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456418.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">The present study was conducted to determine the relationships between the emotional competence and task-contextual performance of employees. Data were gathered from 342 employees working in state and private banks. Relationships between the variables, significant relationships between the emotional competence dimensions and performance dimensions were observed in this study. No relationship was observed between the “guilty” dimension of emotional competence and task performance.Non-hierarchical cluster analysis was selected and K-means cluster analysis was performed to determine the emotional competence levels of participant banking professionals. The seven pre-specified emotional competences were classified by using Ward’s method. Cluster analysis revealed that the emotional competences of the participants were clustered in two groups as high and low. Regression analyses revealed insignificant relationships between the emotional competence and task performance of employees, but positive significant relationships between emotional competence and contextual performance. Significant differences were also observed in the emotional competence levels and task-contextual performances of employees. In other words, individuals with high emotional competence levels also exhibited high performances.</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%">8-17</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%">Luca Bussotti</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE RISKS OF CURRENT POLITICAL RISK 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%">Developing Countries</style></keyword><keyword><style  face="normal" font="default" size="100%">political risk</style></keyword><keyword><style  face="normal" font="default" size="100%">political risk assessment</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic choice</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1420576681.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Political risk is a concept traditionally related, on the one hand, to the rational calculation of risk in economic activities and, on the other, to a particular historical moment in which it has taken on the characteristics of an autonomous research field. Risk calculation and the management of lucrative activities have illustrious precedents. At the beginning of the 20th century, Max Weber pointed out the necessity to forecast all the possible risks that come from non-economic factors (such as bureaucracy, uncertainty of law and administrative procedures, and so on) before carrying out an economic investment leading to profit (Weber, 1968). However, the actual starting point of a science, related to the management of political risk, dates back to the 1960s (Sottilotta, 2013). The historical context in which this shift occurred can be found in the Cold War and the decolonization era. </style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">170-172</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%">Dana   Egerová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">TALENT MANAGEMENT – TOWARDS THE NEW PERSPECTIVES</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%">human resource management</style></keyword><keyword><style  face="normal" font="default" size="100%">talent management</style></keyword><keyword><style  face="normal" font="default" size="100%">talent management models</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">September/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1410981423.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">Talent management has become one of the most important issues in organizations and one of the most debated themes in human resource management theory in recent years. The increasing attention to talent is affected by factors such as globalization, knowledge-based competition, changing the world of work, new forms of organizations and demographic changes. Organizations are nowadays becoming increasingly aware of the strategic value of talent and the impact of strong talent on their competitiveness on the global market. Talent is becoming recognised as a core competitive asset in business organizations (Silzer and Dowell, 2010). It has become clear that future competitiveness and prosperity of an organization depend strongly on the company’s ability to manage its talents effectively (Nilsson and Ellstrőm, 2012).</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">114-116</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%">UNIVERSITY MANAGEMENT: A FEW PROBLEMATIC THINGS</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%">effective functioning</style></keyword><keyword><style  face="normal" font="default" size="100%">managerial solutions</style></keyword><keyword><style  face="normal" font="default" size="100%">socioeconomic changes</style></keyword><keyword><style  face="normal" font="default" size="100%">university management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456376.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">University activity and effective functioning is the object of constant discussions. This is taking place in all countries, having university education sector. It is understandable, that the context of every country is different, having individual traits and peculiarities. Lithuania is not an exception. The country’s higher education system experiences serious challenges, which are caused both by local socioeconomic changes and international global matters. Labour market dynamism and the changing society require flexible, innovative and creative lifelong learning possibilities. Higher education institutions do not limit themselves with basic specialist preparation, but search possibilities for the specialists and professionals to improve, change their specializations, train their personal abilities and develop high level professional competencies. Thus, continuing teaching (studies) at universities becomes more and more urgent. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">5-7</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%">Andrea  Bencsik</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">WHY DO NOT KNOWLEDGE MANAGEMENT SYSTEMS OPERATE?</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%">best practice</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge management</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge management system</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456466.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</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%">The topic of knowledge management is one of the most popular research areas not on a theoretical, but on a practical level as well. Researchers report on newer and newer research results, still readers might have a feeling that something was missing from the complete picture. The aim of this paper is to give a panorama about the practical application of knowledge management systems (KMS) in Hungarian companies to show the solutions, tools which cause the most problems during the realization of the steps of a KMS building. The results of the qualitative surveys (which are presented on the basis of the well-known Probst model) show that in spite of any initiations, there are no well - operated knowledge management systems of the companies which operate according to theoretical models. As the research has realized, the biggest problem is that the leaders try to carry out and to put into practice KM initiations by imperfect theoretical and unprepared managerial knowledge. That is why these initiations will be failed or will not bring in suitable outcomes. The results of this survey are a great help to build a KMS, to repair an existing system or to apply new methods and tools.</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%">18-26</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%">Tudor   Pendiuc</style></author><author><style face="normal" font="default" size="100%">Elena  Carmen  Lis</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ANALYSIS OF ENTREPRENEURSHIP IN ROMANIA COMPARATIVE WITH THE EU COUNTRIES -27</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%">E.U. member states</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneur</style></keyword><keyword><style  face="normal" font="default" size="100%">Romania</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905809.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Entrepreneurship is a socio-economic phenomenon of great complexity, defining the market economy system. As the business environment becomes more complex and competitive, the entrepreneurs must become more creative and receptive to what is new and innovative.
 For Romania the promotion and development of entrepreneurship were a central objective in the last decade for job creation, competitiveness growth and sustainable economic development. Regardless of the method chosen to develop a business, the entrepreneur must operate with criteria of rationality in terms of choices, decisions and performance evaluation. 
 This work aims a comparative analysis of the main issues concerning the development of entrepreneurship in Romania compared to other EU countries. It emphasizes the following aspects: a) option on the status of employee/contractor; b) the important factors in the decision on starting/taking over a business; c) difficulties to start/taking over a business. Based on the analysis were resulted conclusions on the main economic and social features of entrepreneurship in Romania compared to other European Union member states. It was stressed the importance of entrepreneurship development on the Romanian economy, by analyzing the factors that encourage or discourage the entrepreneurship.
 The research was conducted using a variety of bibliographic sources such as statistics, analysis, reports, professional articles.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">81-93</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%">Shagufta   Sarwar</style></author><author><style face="normal" font="default" size="100%">James Baba  Abugre</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">AN ASSESSMENT OF ISLAMIC WORK ETHICS OF EMPLOYEES IN ORGANIZATIONS: INSIGHTS FROM THE UNITED ARAB EMIRATES</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%">employee work practices</style></keyword><keyword><style  face="normal" font="default" size="100%">HRM in UAE</style></keyword><keyword><style  face="normal" font="default" size="100%">Islamic work ethics</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%">April/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1392546106.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">6</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The purpose of this research is to present a critical assessment of Islamic work ethics (IWE) of employees in public and private organizations in the United Arab Emirates (UAE). The work uses a quantitative survey method to gather the opinions of employees in both public and private organizations in the UAE on IWE. The findings of the study revealed that the ability of a worker to balance his or her personal and organizational needs in the workplace meant success in his religious and organizational life. Also, findings showed that being productive in work organizations should not be tied to the amount of money one gets, and that illicit behavior like stockpiling grains and other essential commodities for the purpose of profit - making in times of need is unethical and un-islamic. This study clearly indicates the need for employees and managers to uphold the Muslim teachings which can be manifested in their daily work attitudes (best practices) in various organizations. The study highlights the various ethical variables that employees believe are essential to work organizations while keeping faith to the Islamic religion. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">60-72</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%">Filip   Shabanski</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CAN A SMALL WINTER RESORT BE MANAGED AND MARKETED LIKE A LARGE ONE: A CASE OF BULGARIAN SKI RESORT BANSKO</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%">destination</style></keyword><keyword><style  face="normal" font="default" size="100%">mass market</style></keyword><keyword><style  face="normal" font="default" size="100%">ski resorts</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905855.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Throughout the world today there are about 80 countries which practice various winter sports. Regardless of the wide geographical range demand in terms of existing infrastructure is highly concentrated in a few regions of the world. To be competitive ski resorts have to deliver good experiences and excellent value to tourists. Current community officials and destination managers of the Bulgarian ski resort of Bansko believe that the main weakness of this ski centre is the extensive waiting at the bottom gondola station and advocates expansion of the ski runs and lift capacity. The aim of the article is to research the strengths and weaknesses of the resort in regional and world context and to prove that further expansion will not forge a strong emotional connection with visitors and thus will not bring success in destination markets. The methodology used in this article follows three steps: 1) Literature review on the nature of the ski market in the world, as well as factors contributing to effective destination management; 2) International, national and regional data analysis of existing secondary data on winter sports market and 3) Qualitative study carried out with a purposive sample of key informants. The SWOT analysis based on the results of the qualitative study show that touristic shareholders in Bansko should apply an appropriate strategy for small winter resorts by offering a unique product that speaks to the world instead of trying to promote universal broad product for the mass market. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">94-101</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%">Stephen  N. M. Nzuve</style></author><author><style face="normal" font="default" size="100%">Lucy M.   Kiilu</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CAUSES OF INDUSTRIAL DISPUTE: A CASE OF THE GARMENT FACTORIES AT THE ATHI-RIVER EXPORT PROCESSING ZONES IN KENYA</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%">export processing zone</style></keyword><keyword><style  face="normal" font="default" size="100%">industrial disputes</style></keyword><keyword><style  face="normal" font="default" size="100%">industrial relations</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%">April/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1392546048.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">6</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">An industrial dispute may be defined as a conflict or difference of opinion between management and workers on the terms of employment (Kornhauser, Dubin and Ross, 1954). In today`s business world, competition is the order of the day. Production, quality, profits and corporate social responsibility are critical areas where companies can improve competitive edge. To attain competitive edge, companies must first ensure cooperation and harmonious relationship between all stakeholders.
 The general aim of the study was to investigate the causes of industrial disputes in the garment factories in the Export Processing Zone (EPZ) Athi-River, Kenya. The study employed a descriptive research design to determine what caused the disputes and what the possible solutions were. The study population consisted of the shop stewards and human resource managers working at the four garment factories that were in operation at the time of the study. The research instrument used was a questionnaire administered to the respondents. 
It was established that working conditions, pay rates, terms of employment and employee relations were the main causes of the disputes. Weak trade union movement, inefficient and inadequate social security, lack of employment benefits, opportunities for training, promotion, trained personnel at the health service, short contract and low pay are the main problems encountered by those working at the EPZ.
 The study recommended that employee’s welfare and working conditions are important factors to be considered by any employer. Both supervisors and workers should work on their relationship and change attitude towards each other. The terms of employment should be looked into as many employees are unhappy with the terms of employment especially the short contracts and majority feel they are not recognized or awarded for their contribution to the organization. 
On the other hand, employees need to understand clearly the company policies, rules, regulations and procedures in place. This can be initiated by management providing employee with manuals or handbooks. There should also be clear channels of communication in the organization to enhance smooth operation, understanding and enhance healthy industrial relationships.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">48-59</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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/2021/450-1625496282.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">7</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Contents, Vol. 7, PMC, 2013</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625422382.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Contents, Vol. 8, PMC, 2013</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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%">April/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625581391.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">6</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Contents, Vol. 6, PMC, 2013</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</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/2021/450-1625496241.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">7</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Cover page, Vol. 7, 2013, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625422338.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Cover page, Vol. 8, PMC, 2013</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</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%">April/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625581355.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">6</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Cover page, Vol. 6, PMC, 2013</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</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/2021/450-1625496329.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">7</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">End page, Vol. 7, 2013, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">60</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625422448.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">End page, Vol. 8, PMC, 2013</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">114</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</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%">April/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1625581434.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">6</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">End page, Vol. 6, PMC, 2013</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">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%">Joanna   Łodziana-Grabowska</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ETHICAL EVALUATION OF MARKETING ACTIONS ACCORDING TO THE CONSUMERS</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%">consumer attitude</style></keyword><keyword><style  face="normal" font="default" size="100%">ethical behaviour</style></keyword><keyword><style  face="normal" font="default" size="100%">evaluation of marketing actions</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905752.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Ethics is one of significant and at the same time indispensable aspects of operations by contemporary organisations. It should constitute the benchmark for the direction of actions both inside the organisation and within its external relations. The evaluation of marketing actions, addressed first of all to consumers, should facilitate the resolution of decision-related problems as well as prevent their arising.
 The research was aimed at recognising the respondents’ opinion on the contemporary marketing practice towards the customer. 
 Based on the applied dependency method and primary data the respondents’ opinion on the contemporary practice of marketing towards the customer is presented in the article. The research results confirm the thesis that the ethical behaviour is beneficial for companies since the consumers choose products offered by the companies being in compliance with the principles of ethics and values recognized by the purchaser.
 One should remember that the ethical behaviour does not simply consist in avoidance of evil acts. The marketing specialist following the ethical code of conduct recognises that the position held by him/ her in the society also signifies certain commitments. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">66-80</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%">Joanna   Papińska-Kacperek</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">E-TOURISM SERVICES IN POLISH TOURISTS' OPINIONS</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%">audio guide</style></keyword><keyword><style  face="normal" font="default" size="100%">e-tourism</style></keyword><keyword><style  face="normal" font="default" size="100%">mobile guide</style></keyword><keyword><style  face="normal" font="default" size="100%">QR code</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/2014/450-1397905199.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%">E-tourism is most often related only with web pages of travel agencies or aggregators offering many services, where it is possible to make transactions electronically. Whereas many applications and devices are applied in tourism, like the audio guides and mobile guides (sometimes with augmented reality functions), electronic cards in museums, 2D codes systems, web pages for individual tourists, geographic information systems (e.g. Google Street View), social network sites recommendation, and profiles of cities on social networks sites like Facebook. Polish tourists' opinions about mentioned innovative tools will be presented as the report from the survey conducted among students and graduates from three Polish universities. The objectives of the study are: investigating the popularity of e-tourist services in Poland and verifying whether municipal authorities promote e-tourism initiatives.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">33-38</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%">Mohammed A.   Kafaji</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">EVALUATING THE ROLL OF SERVICE QUALITY AS A MEDIATOR ON USER SATISFACTION IN E- GOVERNMENT APPLICATIONS</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%">e-government</style></keyword><keyword><style  face="normal" font="default" size="100%">structural equations modeling</style></keyword><keyword><style  face="normal" font="default" size="100%">system quality</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905708.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This study is designed to assess the mediating effect of the Service Quality in shaping the experience of users of e-Government applications. Users normally evaluate their satisfaction in using technological innovation such as e-Government from their direct and indirect involvement and the perceived value of the system in question. To study the mediation effect, a self-administered questionnaire based on a tested model is used to collect the experience of users of recently implemented e-Government applications in the public sector in Saudi Arabia. Data was gathered from 208 internal respondents and then analyzed using structural equation modeling (SEM). Different mediation models were tested and evaluated using common standard SEM parameters. The results showed that the value perceived from the System Quality and Information Quality does impact the User Satisfaction, but Service Quality was found to play a stronger role in mediating the relationship between User Satisfaction and both the System Quality and Information Quality. The degree and direction of this mediation were analyzed and interpreted from the user and the technical support perspectives. The study compares these findings with those from earlier studies using similar models.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">55-65</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%">Camille   Carbonnaux</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">FAIR COMPETITION AND MANAGEMENT IN THE EUROPEAN UNION</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%">commercial freedom</style></keyword><keyword><style  face="normal" font="default" size="100%">European legislation</style></keyword><keyword><style  face="normal" font="default" size="100%">fair competition</style></keyword><keyword><style  face="normal" font="default" size="100%">management science</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905467.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">As part of the rapprochement between juridical science and management science, alongside the disciplines of Law and Economics and Law and Finance a new approach known as Law and Management has appeared (Masson &amp; Bouthinon–Dumas 2011, p. 233). The latter aims at demonstrating that the law is not simply a source of constraint for economic operators; it can also be a source of opportunity and a lever for business prosperity. In this sense, this approach aims at understanding how businesses can use the law to their advantage and make it a decisive factor for their development (Ibidem). In the particular context of developing a competitive European strategy, the consideration of fair competition can render this new approach highly significant. 
 In particular, it is necessary to reinforce European legislation in social, fiscal and environmental matters. The diversity of national legislation relative to each of these sectors infringes upon the consistency of the juridical environment to which economic operators should have access based on fair competition. In the context of the current economic crisis it is becoming increasingly necessary for European institutions to duly take this legitimate interest into account.</style></abstract><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-5</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%">Godson   Ahiabor</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE IMPACT OF INCENTIVES ON PRODUCTIVITY OF FIRMS IN GHANA: A CASE STUDY OF GHANA AIRPORT COMPANY LIMITED</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%">firms and relationship</style></keyword><keyword><style  face="normal" font="default" size="100%">incentives</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905513.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The study investigates the impact of incentives on the productivity of firms in Ghana. The study had the following objectives: to establish the relationship between incentives and higher productivity among workers, to find out any relationship between motivational factors and work of staff, and to determine how incentives influence workers approach to work and their performance. To achieve these goals, a questionnaire was designed based on the objectives. The completed questionnaires were processed and analyzed using Simple Percentage and Frequency. The findings of this study revealed that there was a positive relationship between incentives and productivity, alongside monetary incentives, another key factor in motivating employees is to involve them in the process aimed at attaining organizational effectiveness because without their co-operation the organization cannot perform. The study concluded that non monetary factors like health, equipment use among other things counted more than monetary rewards. The study recommends the establishment of a unit to look at issues of incentives that will enhance productivity.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">6-15</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%">Kirsi   Kokkonen</style></author><author><style face="normal" font="default" size="100%">Matti   Lehtovaara</style></author><author><style face="normal" font="default" size="100%">Petri   Rousku</style></author><author><style face="normal" font="default" size="100%">Tuomo   Kässi</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">AN IMPACT OF RESOURCE PORTFOLIO ON NETWORKING TENDENCIES – EVIDENCE FROM BIOENERGY BUSINESS</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%">associability</style></keyword><keyword><style  face="normal" font="default" size="100%">networking</style></keyword><keyword><style  face="normal" font="default" size="100%">resources</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%">April/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1392545887.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">6</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Indisputably, networking offers many benefits in business. However, at the same time, it may also restrict the freedom of its actors. The aim of the paper is to complement the knowledge on the benefits and delimitations of networking by a two-step process. Firstly, the actors’ aims for independency and associability in their business relations are examined and based on these aims, different tendencies for networking are found. Furthermore, the paper discusses the resource portfolios of actors, and searches linkages between the actors’ resources and their networking tendencies. The research question of the paper is: “How the resource portfolio of an actor correlates with its tendency to form networks?” Case study research is used as the research strategy. A group of Finnish biomass heating enterprises is studied as the case, and four groups with different networking tendencies are recognized and further assessed. The results provide evidence that the actors tend to form different networks which differ from each other by the power relations and the openness of sharing social capital. In addition, it is noted that the actors differ in their resource portfolios. That creates dissimilar motives for cooperation and networking which are well-reflected with the four networking types found in the study. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">15-30</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%">Camille   Carbonnaux</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE INFLUENCE OF FAIR COMPETITION ON THE MANAGEMENT OF PUBLIC UNDERTAKINGS</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%">European competition law</style></keyword><keyword><style  face="normal" font="default" size="100%">fair competition</style></keyword><keyword><style  face="normal" font="default" size="100%">public undertakings</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905666.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Since the 1990s, European judicial and normative institutions have paid particular attention to the competitive practices of public undertakings. Consequently, their regime is governed by a significant number of rules pursuing objectives appearing, a priori, contradictory. In fact, public undertakings may experience difficulties in their management.
 In this context, an approach of public competition law through the prism of fair competition can be very useful. Regarding the uniformity of its judgment, fair competition appears as an objective capable of coordinating rules and overcoming their contradictions. It thereby offers a global and coherent reading plan of all the legal translations of the European competitive order being of some practical importance. In illuminating the common features of the different legal aspects of competition, we can easily switch from one to the other. It therefore makes the European approach to competition more accessible and understandable. Furthermore, and most importantly, it leads to identifying legal opportunities and threats in a cross-disciplinary way. So, from a “Law &amp; Management” perspective, it appears to be a precious tool for the management of public undertakings.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">42-54</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%">Dana   Egerová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">INTEGRATED TALENT MANAGEMENT - A CHALLENGE OR NECESSITY FOR PRESENT 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%">business environment</style></keyword><keyword><style  face="normal" font="default" size="100%">business practice</style></keyword><keyword><style  face="normal" font="default" size="100%">human resources</style></keyword><keyword><style  face="normal" font="default" size="100%">talent management</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%">April/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1392545573.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">6</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The current highly competitive and unstable business environment, the requirements of the knowledge society and the development of new technologies is a reality which presents new challenges directed at various areas of the society, including human resources, to organizations and their management. It is becoming increasingly evident that the quality of human capital and practical implementation of human resources development are ones of the decisive factors of organizations´ success and competitiveness and a key source that considerably determines the operation and economic performance of organizations.
 Generally, the definitions of talent management can be distinguished in terms of a broader or narrower concept. In the narrower sense, talent management is primarily focused on individual processes or sub-groups of employees. In the broader sense, talent management is viewed as a complex, integrated and holistic system that integrates all the components of talent management.</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%">Tatiana   Karkoszka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">OPTIMIZATION OF QUALITY, ENVIRONMENTAL AND OCCUPATIONAL RISK BY THE SYSTEM AND TECHNOLOGICAL SOLUTIONS</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%">occupational safety</style></keyword><keyword><style  face="normal" font="default" size="100%">quality</style></keyword><keyword><style  face="normal" font="default" size="100%">risk management</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%">April/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1392545843.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">6</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The purpose of the research has been preparation of the univocal methodology of integrated risk management and usage of the system and technological solutions as a manner of quality, environmental and occupational risk optimization. The methodology used for the analysis has included a proposition of system, technological and cost aspects of integrated risk management. Particularly the methodology management should be based on the optimization of the risk and realized as the integrated operational control as well as on the monitoring of integrated system risk. Findings of the research, which have been conducted on the basis of the prepared methodology, are as follows: one of the manners of the integrated risk reduction is application of the univocal method of integrated risk estimation, which should be specific for the organization. Results of the integrated analysis should be a starting point for the minimization of the integrated risk by assuring processes continuity both on organizational and technological level. Practical implication, confirmed in the chosen production organization, can be applied in case of any organization, which wants to manage the integrated risk in the complex meaning of clients’ requirements, natural environment protection and safety conditions assurance. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">7-14</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%">Tudor   Pendiuc</style></author><author><style face="normal" font="default" size="100%">Elena  Carmen  Lis</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PERCEPTIONS OF EXECUTIVE PAYMENT ABUSE IN PUBLIC INSTITUTIONS</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%">executive compensation abuse</style></keyword><keyword><style  face="normal" font="default" size="100%">leader</style></keyword><keyword><style  face="normal" font="default" size="100%">public institution</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/2014/450-1397905273.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%">In the aftermath of the financial crisis, executive compensation abuse has been deeply criticized. Thus, the actuality of research is undeniable. The article highlights the importance of learning from other institutions’ past and present executive compensation abuse experiences by presenting the participants’ shared experiences (having to do with executive compensation abuse) and by studying how participants perceive executive compensation abuse. The main objective of this research lies in exploring participants’ shared experiences concerning executive compensation abuse, as well as their perceptions, discrepancies and unsolved questions – presented within an ample, interconnected qualitative and quantitative methodological approach. A sample of 20 individuals was chosen for the triangulation method. From the resultant triangulation six new themes derive from the interview/questionnaire questions specifically referring to executive payment abuse namely: (a) ethics means distinguishing between right and wrong, (b) perspectives of ethical behaviour, (c) types of executive payment abuse, (d) the participant’s perceptions of institution and colleagues.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">39-49</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%">Lima de Magalhães, J.</style></author><author><style face="normal" font="default" size="100%">Luc   Quoniam</style></author><author><style face="normal" font="default" size="100%">Núbia   Boechat</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PHARMACEUTICAL MARKET AND OPPORTUNITY IN THE 21ST CENTURY FOR GENERIC DRUGS: A BRAZILIAN CASE STUDY OF OLANZAPINE</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%">competitive intelligence</style></keyword><keyword><style  face="normal" font="default" size="100%">pharmaceutical trends</style></keyword><keyword><style  face="normal" font="default" size="100%">technological and innovation management</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%">April/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1392545960.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">6</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This paper aimed to identify and analyse the evolution of the generic pharmaceutical market in Brazil, specifically olanzapine drugs. For this purpose, it has been demonstrated trends through access free tools. By bibliographical survey in indexed databases as well as official data in Brazil for generic drugs and public policy, it was analyzed and performed a case study . In 2012, global pharmaceutical industry surpassed US$ 950 billion in sales with trend to reach US$ 1,2 trillion by 2016. In Brazil market has grown in its global ranking, jumped from 10th place to 7th place in five years and projection it’ll stay Top five by 2015. Brazil has significant presence in pharmerging markets by increasing US$ 10 billion/year. Generics segment accounts approximately to 20% of the total market. 2003-2011 registered a growth of 42.3%. Patents expiration in the neuroleptics area becomes more promising like a market of olanzapine in the last eight years is around US$ 120 million. After the end of the olanzapine patent (2011) sales increased 270% which demonstrate potential Brazilian market in this new century. Management problems for developing nations and undeveloped such as network management and patents analysis for health care might reveal great opportunities for investors, e.g., creation of the Big Brazilian biotechnology pharmaceutical industry.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">31-39</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%">Felicia  Adriana  Lupu</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PROCEDURAL PARALLEL AND APPROACHES BETWEEN DECISIONS AND TRADE NEGOTIATIONS</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%">competitive advantage</style></keyword><keyword><style  face="normal" font="default" size="100%">decisional process</style></keyword><keyword><style  face="normal" font="default" size="100%">procedural approach</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/2014/450-1397905146.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%">In a conscious or less conscious way, in each moment of its existence, the organization negotiates. Any negotiation assumes the fact that the negotiator has to approach at least one decisional situation and has to make at least one decision.
 Making decisions when negotiating, negotiators manifests their reasoning, proving the fact that they can approach decisional situations. Approaching the negotiation process by a string of decisional sequences, the entire theory regarding decision making may underline the process of negotiation, providing efficiency to the resources allocated within the process of negotiation and underlining the most equitable way and the most advantageous to follow for the team of negotiators. 
 On the basis of these ideas further questions can be put. Could any similarity be identified when comparing the decisional process to the result of a commercial negotiation? Do the negotiation’s objectives determine the characteristics and particularities of the decisions to be made by each of the parts during the negotiation process?
 Taking into account both the literature regarding the subject and the practical experience of the author in SMES’s (Small and medium sized enterprise) management, using the analogy and deduction methods, this paper aims to identify procedural similarities between decisions and negotiations, reconsidering the role of the processes that have a managerial character. 
 Tracing such approaches may have multiple and major implications and is meant to underline the importance of the decisional process when it comes to negotiating.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">24-32</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%">Bernard   Ziębicki</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">RELATIONS BETWEEN ORGANIZATIONAL EFFECTIVENESS AND EFFICIENCY IN PUBLIC SECTOR UNITS</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%">Data Envelopment Analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational effectiveness</style></keyword><keyword><style  face="normal" font="default" size="100%">public sector units</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905898.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The purpose of this study is to present the relations between organizational effectiveness and efficiency in public sector units. The study was conducted in 114 Polish communes, in the period from January to June 2013. To assess organizational effectiveness the author’s model has been applied, which considers criteria referring to the three main concepts of management in the public sector: the traditional public administration, New Public Management and Public Governance. The efficiency assessment was based on the method of DEA (Data Envelopment Analysis). To study the relations between the organizational effectiveness and the efficiency Spearman's rank correlation method and the Wilcoxon signed-rank test have been used. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">102-110</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%">Iwona   Gorzeń-Mitka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">RISK IDENTIFICATION TOOLS – POLISH MSMES COMPANIES PRACTICES</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%">risk identification</style></keyword><keyword><style  face="normal" font="default" size="100%">risk management</style></keyword><keyword><style  face="normal" font="default" size="100%">small and medium enterprises</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/2014/450-1397905044.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 purpose of this study is to present risk identification tools in Polish micro, small and medium-sized enterprises (MSMEs). Risk identification is a key element of the risk management process in companies. Correctly fitting risk identification tools affect the accuracy of management decisions. The result of research is to identify the leading risk identification tools used by MSMEs. The study was conducted in 2010-2012 using a mixed survey-monographic method and questionnaires. The qualitative data were obtained during the study.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">6-11</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%">Iwona   Gorzeń-Mitka</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">RISK MANAGEMENT AS CHALLENGE TO TODAY’S ENTERPRISES</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 systems</style></keyword><keyword><style  face="normal" font="default" size="100%">risk management</style></keyword><keyword><style  face="normal" font="default" size="100%">system of risk management</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/2014/450-1397904999.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%">Risk and its management are becoming increasingly important issues in modern theory and practice of managing organizations. It is propounded that organizations, regardless of the type or size of activity they carry out, take into account the impact of risk in their decisions and processes. Managerial approach to risk is aimed at reducing the extent to which risk impacts the functioning of an organization, allowing it to take optimal decisions. At the same time, changes occurring in the environment increase manifold the risk that organizations are forced to take. Inadequacy of the existing, traditional approaches to risk management, which often do not correspond to the dynamics of the changes in the environment in which today’s organizations function, makes it necessary to look for new, innovative managerial solutions. This has led to the emergence of the paradigm of enterprise risk management (ERM).</style></abstract><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-5</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%">Joanna   Łodziana-Grabowska</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">SIGNIFICANCE OF DATABASE MARKETING IN THE PROCESS OF TARGET SEGMENTS IDENTIFICATION AND SERVICE</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%">customer relationship management</style></keyword><keyword><style  face="normal" font="default" size="100%">database marketing</style></keyword><keyword><style  face="normal" font="default" size="100%">direct marketing</style></keyword><keyword><style  face="normal" font="default" size="100%">target market</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%">April/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1392546003.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">6</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The study aims at presenting the position and role of marketing databases in the enterprise’s market operations and achievement of sales targets. 
The study identifies the following elements pertaining to the discussed issue: essence and parts of the database marketing, significance of the database marketing in the process of target segments service, database and customer relationship management as well as the problem of the customers’ privacy in relation to their data being used and processed by market entities.
 It should be emphasized that the informational systems constitute the basic elements supporting the process of sales management and service of the company’s target segments.
 It should be stressed that for the trade marketing the identification of a recipient type is 
of significance, which is presented in this study with reference to the database marketing. The database may also contain the information on products, departments and sales force involved in 
a specific marketing action.
 With such database at their disposal the companies become mobile in terms of their offer adjustment to the market requirements, while by making the customer the central point of their focus, their marketing becomes an essential and effective tool of building their relationship with the customer. 
The database development in order to identify the potential customers is a significant project of impact on the efficiency of marketing and the process of target market service, both for small and large enterprises.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">40-47</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%">Gerard   Cain</style></author><author><style face="normal" font="default" size="100%">André   du Plessis</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">TEACHERS’ PERCEPTIONS OF THE CONSEQUENCES OF INTERPERSONAL CONFLICT: A CASE STUDY IN THREE PRIMARY SCHOOLS</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%">conflict theories</style></keyword><keyword><style  face="normal" font="default" size="100%">dysfunctional conflict</style></keyword><keyword><style  face="normal" font="default" size="100%">functional conflict</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905620.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The purpose of this qualitative intrinsic interpretive case study, which formed part of a larger Master in Education Study, is to report on the perceptions of teachers in three primary schools regarding the consequences of conflict among educators. Fifty nine educators, including principals, participated in this study that utilised an open-ended questionnaire, semi-structured interviews and focus-group interviews. The rationale for this study was to ascertain what the perceived consequences of conflict are, in order that these schools as well as the district office of the Department of Basic Education could have a sense of what the perceived consequences are as portrayed by the participants. Hence, participants were able to tell their stories through using text and voice. The findings suggest that the consequences of conflict can be categorised as functional (positive) and dysfunctional (negative) outcomes, each with subsidiary themes. Overall, conflict was experienced as a negative force in general, that is perceived as causing defiant attitudes, intolerance, poor cooperation and teamwork, poor relationships, division of unity, poor morale and work ethic, has a negative impact on wellness, leads to absenteeism and ultimately adversely impact on the learners’ learning. On the other hand the positive consequences were improved relationships among staff, greater understanding, improved attitudes, positive change and even personal growth.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">25-41</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%">Pamela   Buhere</style></author><author><style face="normal" font="default" size="100%">Pamela   Ochieng</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">USAGE OF SELECTED RESOURCES FOR INCLUSIVE EDUCATION IN MAINSTREAM PRIMARY SCHOOLS: ISSUES AND CHALLENGES FROM A KENYAN PERSPECTIVE</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%">inclusive education</style></keyword><keyword><style  face="normal" font="default" size="100%">special needs learners</style></keyword><keyword><style  face="normal" font="default" size="100%">teaching/learning resources</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%">December/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1397905572.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">8</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This study assessed the effectiveness of the use of selected teaching/learning resources in the implementation of Inclusive Education (I.E) for Special Needs Education (SNE) learners in mainstream primary schools. Focusing on the organisational effectiveness of the school management in meeting the needs of Special needs Learners, research questions explored the following: the availability of the selected teaching/learning resources, effectiveness of the use of available teaching /learning for Inclusive Education, challenges in the use of available teaching/learning resources and possible improvements with regard to the implementation of Inclusive Education for Special Needs Learners in mainstream primary schools. The study adopted a descriptive survey design. Out of 150 schools that had integrated Special Needs Learners in Bungoma Count, Kenya, 20% were stratified, proportionately and randomly sampled. Purposive sampling was used to obtain the participants; head teachers, regular, and special teachers. The sample comprised of 30 head teachers, 120 regular teachers and 8 special teachers (total 158). Data were collected using questionnaires for 30 head teachers, 120 regular teachers, interview schedules for 8 special teachers and observation schedule. Data was analyzed using descriptive statistics. The study findings reveal that the integration of inclusive education has not been accompanied by support structures; educators lack the knowledge in handling the available resources, the available learning resources are inadequate and inappropriate. The study recommends that Ministry of education and school managers can implement inclusion smoothly and effectively through a variety of vehicles including in-service opportunities, professional support groups, mentoring activities, monitoring the degree of collaboration between general and special educators and improving the school setting to accommodate learner diversity. In addition, the government should improve on funding to cater for facilities and modification of structures. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">16-24</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%">Marques, M. C. C.</style></author><author><style face="normal" font="default" size="100%">Vanda  Maria  Vilarinho Maciel</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE ACCOUNTING OF NON-PROFIT ORGANIZATIONS IN PORTUGAL: THE CASE OF PRIVATE INSTITUTIONS OF SOCIAL SOLIDARITY (IPSS)</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%">accounting standards</style></keyword><keyword><style  face="normal" font="default" size="100%">financial statements</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391966429.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The nonprofit sector is made up of nonprofit organizations that, by law or custom, do not distribute any profit that may be generated by the Associates. They are institutionally separate from government, are self managed and non-binding.
 The IPSS, are non-profit institutions, created by private initiative, with the purpose of giving organized expression to the moral duty of solidarity and justice between individuals and they are not administered by the State or a local government body to proceed among others, their goals, through the provision of goods and services.
 The new accounting system of nonprofit institutions, emerges as an indispensable tool for management, because these organizations are not sufficiently different from business enterprises, public agencies, etc., Management models and practices adopted will be similar.
 This study deals with the system of accounting standards for non-profit sector entities (ESNL), part of the Accounting Standardisation System (SNC), through which they create their own accounting rules, application-specific entities to continue, under primary, non-profit activities and not distribute to its members or taxpayers any direct financial or economic gain.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">72-82</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%">Evans  Sokro</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ANALYSIS OF THE RELATIONSHIP THAT EXISTS BETWEEN ORGANISATIONAL CULTURE, MOTIVATION AND PERFORMANCE</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%">motivation</style></keyword><keyword><style  face="normal" font="default" size="100%">organisational culture</style></keyword><keyword><style  face="normal" font="default" size="100%">performance</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/2014/450-1391965182.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%">This research aimed at investigating the relationship that exists between organizational culture, employee motivation and performance. The domains of organizational culture (organizational values, individual beliefs, working environment, and employee relationships) and employee motivation and performance were investigated. In order to find the culture and motivation link, mixed method approach for data collection and analysis has been used. By using Pearson’s and Spearman’s Correlation methods, a positive correlation has been found between the two variables. The study revealed that organizational culture has a direct impact on employee motivation and indirectly on organizational performance as well. The better the organizational culture, the higher the motivational level of employees. It was observed that if organizations develop a strong culture of rewarding and acknowledging employees’ effort, it leads to increase motivation and their performance would be significantly enhanced.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">106-119</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%">Nilton  Cesar  Lima</style></author><author><style face="normal" font="default" size="100%">Antonio  Sergio  Torres Penedo</style></author><author><style face="normal" font="default" size="100%">Marcio  Mattos  Borges de Oliveira</style></author><author><style face="normal" font="default" size="100%">Sonia  Valle Walter  Borges de Oliveira</style></author><author><style face="normal" font="default" size="100%">Jamerson Viegas   Queiroz</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">APPLICATION OF SYSTEMIC VISION IN THE EDUCATIONAL PROCESS</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%">educational learning</style></keyword><keyword><style  face="normal" font="default" size="100%">systemic vision</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391966364.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">As the sophistication of technology is increasing, also increased the demand for quality in education. The expectation for quality has promoted broad range of products and systems, including in education. These factors include the increased diversity in the student body, which requires greater emphasis that allows a simple and dynamic model in the provision of education. For this reason, a formalized methodology known as systems theory is often applied in the industry as a management instrument, or in other words, known as systems management. The management of educational systems would be adherent to ally in reducing failure rates and quality improvement. This is possible in complex learning systems scale. Accordingly, this article aims to discuss some implications of trying to use the systems management as modern teaching methodology. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">61-71</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%">Mirela-Adriana  Rusali</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ASSESSMENTS AND DYNAMICS OF TRADE SPECIALIZATION OF AGRI-FOOD PRODUCTS EMPIRIC EVIDENCES FROM ROMANIA</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%">agri-food trade</style></keyword><keyword><style  face="normal" font="default" size="100%">competitiveness</style></keyword><keyword><style  face="normal" font="default" size="100%">specialization index</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/2014/450-1391965625.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%">Research has focused on the analysis of the Romania’s agri-food comparative advantages based on the indices of trade specialization assessed pre- and post-accession to the EU. The method of calculation of the specialization degree index used the original Lafay index adapted on the agricultural sector. The index allows the assessment of the contribution of each product in relation to the corresponding importance in trade, which provides the ranking of products by their level of competitiveness on the international markets. The index measures the contribution of each Romanian agricultural product, aggregated by the chapters of the Combined Nomenclature at 2 digit aggregation level, to the total agri-food trade, within the period 2004-2010. The research results indicate, for the analyzed period, a decrease of the specialization level and a loss in trade diversification of the Romanian products. The detailed results provide a hierarchy of the agri-food products in relation to the highest specialization level demonstrated in Romania’s foreign trade relations.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">57-62</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%">Zsolt T.  Kosztyán</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CHALLENGES OF THE PROJECT PLANNING METHODS IN THE 21ST CENTURY</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%">matrix-based project planning methods</style></keyword><keyword><style  face="normal" font="default" size="100%">multilevel project planning</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391966245.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">There are a lot of project planning (like Gantt chart (Gant, 1910)) and network-based scheduling methods (like CPM, PDM, GERT (see i.e. Kelley-Walker, 1959, Pritsker 1966)), they were developed for handling traditional (e.g. construction) projects. While these methods are appropriate for the operation level - logic planning, scheduling, cost and resource allocation - of traditional project managemet, these methods can hardly be used for agile and extreme project management. Network-based methods focus on operation level, while for strategic decisions other methods should be used.
 Matrix-based methods can be used for planning agile methods (see Kosztyán-Kiss 2010-2013), however these methods also focused on operation level.
 This paper introduces an improved matrix-based method, the extended Multilevel Project Expert Matrix (xMPEM) method. This method can be used not only for operation, but strategic level of project management, where typical strategic questions arise e.g. which subprojects/tasks should be completed, how to treat priorities of completion in case of defining logic planning, how to support not only traditional but agile project management approaches.
 In this paper a multilevel genetic algorithm (MLGA) will be specified in order to determine possible project scenarios and possible project structures. The introduced xMPEM and MLGA methods can serve as the connection between operation and the strategic level of the project 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%">46-60</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%">Andrea  Bencsik</style></author><author><style face="normal" font="default" size="100%">Tímea Juhász</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CHANCE OF SUCCESS AT HUNGARIAN SMALL AND MEDIUM SIZED ENTERPRISES</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%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge management</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391966145.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">At the beginning of the 21st century it can be seen that social-economic and environmental problems have become so complex that to solve or handle them a more efficient and global knowledge is needed.
 Due to of this situation - and pressure of social – economic development – in developed societies the unfolding knowledge industry (knowledge business) has become separated and a dynamic growing production – supply sector.
 Traditional management concentrates on tangible tools, but knowledge management prefers intangible areas, such as learning and knowledge. This shows that to measure and analyze intellectual resources efficiently is not a trivial task. Globalization, decreasing life cycles, the role of knowledge in R&amp;D (research and development) result in continuously changing demands of products, suppliers and processes which all demand to renew application procedures (for example demand of innovation).
 On the basis of these ideas further questions can be put. How can Hungarian small and medium sized enterprises (SMEs) meet the demands of the new economy? How is knowledge creation, sharing, altogether knowledge management, used in everyday life? How can a company help individual and organizational learning? This two - year research has tried to find answers to these questions. In the research qualitative and quantitative techniques were used. In the course of investigations of the possibilities of SMEs breaking free, organizational knowledge was examined from 3 different viewpoints: intellectual capital, knowledge investigation, knowledge strategy. The results were verified from the view of secondary innovation. There are very important roles of SMEs, especially the ones based on knowledge and on human capital. This paper shows a small but stressed segment of the results.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">16-30</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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/2021/450-1627825679.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">3</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Contents, Vol. 3, PMC, 2012</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3-4</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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/2021/450-1627662574.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Contents, PMC, Vol. 4, 2012</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1627651814.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Contents, Vol. 5, 2012, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</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/2021/450-1627825639.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">3</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Cover page, Vol. 3, PMC, 2012</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1627651772.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Cover page, Vol. 5, 2012, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER PAGE</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%">cover page</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/2021/450-1627662536.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Cover page, Vol. 4, PMC, 2012</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Zijada Rahimić</style></author><author><style face="normal" font="default" size="100%">Kenan Uštović</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CUSTOMER SATISFACTION AS A KEY FACTOR IN BUILDING AND MAINTAINING COMPETITIVE ADVANTAGES OF COMPANIES</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%">competitiveness</style></keyword><keyword><style  face="normal" font="default" size="100%">customer satisfaction</style></keyword><keyword><style  face="normal" font="default" size="100%">sales network</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/2014/450-1391965136.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%">For building and preservation of long-term competitive advantages, it is not enough that companies are just better and faster than their competitors. Competitor orientation strategy, without aim for customers’ satisfaction may lead company to &quot;Cul-de-sac&quot;. This situation is an indicator that management decisions depend exclusively on the moves of competitors. In doing so, companies forget the real reason for their existence, customers satisfaction. Knowledge about customer needs and desires, identified in process of building sales network focused on the customer, can help top management of the company to apply it through value creation building. The main goal of this research is to explore companies’ awareness level about the customer satisfaction as a key element in process of building competitive advantages based on sales policy differentiation. Research was conducted through individual interview survey based of pre-prepared questionnaire and includes companies engaged in B2B sales, not sales to end customers. Research results should demonstrate a difference in perception of customer satisfaction in international companies in Bosnia and Herzegovina, on the one, and domestic companies, on the other hand. Analyzing the results of research we make a conclusion about possibilities that companies build a Customer-Orientation Sales (COS) Model.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">91-105</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%">Jaromíra Vaňová</style></author><author><style face="normal" font="default" size="100%">Zdenka  Gyurák  Babeľová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DECLARATION OF CORPORATE VALUES BY MANAGERS AS A TOOL FOR ORGANISATIONAL PERFORMANCE 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%">corporate culture</style></keyword><keyword><style  face="normal" font="default" size="100%">employees</style></keyword><keyword><style  face="normal" font="default" size="100%">performance</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/2014/450-1391965232.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%">Care of corporate culture formation is a prerequisite for corporate values promotion. Cultural norms and system of values provide an orientation to company members during managing and reviewing their behaviour and decision-making with regard to business objectives. If managers will accept corporate culture and values, and exemplary declare adopted values, it will influence satisfaction and performance of employees and also company performance. The contribution is a part of research project VEGA 1/0787/12 “The identification of sustainable performance key parameters in industrial enterprises within multicultural environment”. It is based on research realized in conditions of business practice in Slovakia. Article focuses on how are set, reviewed and promoted corporate goals and values in companies in Slovakia. There are presented introductory information related to company and employees’ performance and their relation to the corporate culture. The research was focused on reviewing how managers, through they acting in compliance with company mission and vision influence attitudes of employees. The contribution discusses the effect, which company can have from such a declaration of corporate values by managers in company. Therefore, in the article are presented, not only outcomes of this research, but also experience and recommendations of authors.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">120-125</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%">Tamila   Arnania-Kepuladze</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DISPARITY IN THE EMPLOYMENT SPHERE: THE MEASUREMENT OF PAY GENDER DISPROPORTION</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%">gender</style></keyword><keyword><style  face="normal" font="default" size="100%">index of Pay Gender Differentiation</style></keyword><keyword><style  face="normal" font="default" size="100%">Index of Pay Gender Gap (PGG)</style></keyword><keyword><style  face="normal" font="default" size="100%">labour market</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/2014/450-1391964764.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 labour price or the compensation for work as a fundamental basis of any working activity influences the labour market actors’ behaviour. The level and structure of pay along with labour costs are significant macro-economic indicators, which are widely used by different political, social and economic institutions to assess situation on the labour market and define labour market macroeconomic policy. A managerial theory and managerial practices considers the compensation for work as significant factor of job motivation.
 Today, when women play vital role in employment sphere the gender gap in the work reward still exists. The article considers the direct correlation between the gender pay disproportion and gender-gap-reasons-based disparity in the employment sphere. For the calculation and analysis of the pay gender disproportion the author introduces two indexes: the Index of Pay Gender Differentiation (PGD) and the Index of Pay Gender Gap (PGG). 
The Index of Pay Gender Differentiation (PGD) expresses not only the existing relation between men’s and women’s pay but defines the dynamics for their closing on. The using of the Pgd promotes to define the direction for attain of gender equality on the employment sphere and a priori assumes to overcome the source of gender inequality in the labour market.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">20-25</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%">Dana   Egerová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DIVERSITY MANAGEMENT AS A CRUCIAL ISSUE OF MANAGEMENT IN 21ST CENTURY</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%">development</style></keyword><keyword><style  face="normal" font="default" size="100%">diversity management</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/2014/450-1391964666.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%">As a result of the growing internationalism and globalization of the labour market but also as a result of dynamic changes in the society in general the concept of diversity management is ever more important. The basis of the concept of diversity management is the nature of diversity itself and this phenomenon has always existed in the human society, be it age, gender, race, ethnicity, mental and physical abilities, sex orientation or any other qualities (Hubbard, 2004, Eger, 2009). It is necessary to realize that the topics connected with diversity exist today and will exist in the future and if any organization strives to survive in the highly competitive surroundings, it has to deal with issues like that.
 Applying the concept of diversity management, recognizing and using diverse ideas, knowledge and perspectives of the members of organizations, those are all factors that contribute to the wealth of any organization significantly and create a real competitive advantage, which, in its final form, can be considered a highly positive and constructive tool for solving the current all-society phenomena in the context of the development of the civic society.</style></abstract><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">5-7</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%">Monika Zatrochová</style></author><author><style face="normal" font="default" size="100%">Rudolf  Stejskal</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ECONOMIC AND LEGAL ASPECTS INFLUENCING THE FINANCIAL MARKET IN SLOVAKIA</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%">bank sector</style></keyword><keyword><style  face="normal" font="default" size="100%">credit risk</style></keyword><keyword><style  face="normal" font="default" size="100%">economic factors</style></keyword><keyword><style  face="normal" font="default" size="100%">financial market</style></keyword><keyword><style  face="normal" font="default" size="100%">labour market</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/2014/450-1391965277.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%">As worded in the title, the contribution submitted deals with the currently important field of the financial market, which has influence on the development in EU and also in the whole world. This market follows the respective principles and aspects which have an effect on it alongside with economic and legal questions being valid only for the particular country or for all parties concerned. The theoretical knowledge and experience acquired in this field are confirmed in the contribution with results and conclusions drawn from concrete cases in the financial market in Slovakia and viewed from the aspect of the present economic period. The contribution brings conclusions and, at the same time, points out to principles which should be respected from the viewpoint of economic and legal rules during dealings and, in general, during all actions developed in the financial market.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">126-132</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%">Joe  Duke II</style></author><author><style face="normal" font="default" size="100%">Kechi  A.  Kankpang</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">EFFECT OF FRAUD RISK REDUCTION STRATEGY ON THE LEVEL OF EMPLOYEE FRAUD IN NIGERIAN PUBLIC SERVICE ORGANIZATIONS</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%">employee fraud</style></keyword><keyword><style  face="normal" font="default" size="100%">Nigeria</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/2014/450-1391965528.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%">Given the rampant headline revelations of widespread fraud perpetrated in Nigerian public service organizations in recent times, this study addresses a topical subject that commands urgent attention, understanding and intervention. Using a survey design and case approach, a cross-sectional study was carried out on a sample of 54 systematically selected public service organizations spread across the South-South geopolitical region of Nigeria. The study showed that the fraud risk reduction strategy deployed in Nigerian public service organizations is not effective in reducing the overall level of employee fraud. The study showed that auditor’s monitoring strength is low. It also found that the prevailing reward and compensation system does not facilitate reduction of incentive for employee fraud. These results point to a need to review, strengthen and make more dynamic and responsive the current fraud risk reduction strategy used.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">30-44</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</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/2021/450-1627825728.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">3</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">End page, Vol. 3, PMC, 2012</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">136</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2021/450-1627651855.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">End page, Vol. 5, 2012, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">112</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END PAGE</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%">end page</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/2021/450-1627662616.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">End page, Vol. 4, PMC, 2012</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">96</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%">Miroslav Hájek</style></author><author><style face="normal" font="default" size="100%">Karel  Pulkrab</style></author><author><style face="normal" font="default" size="100%">Jaroslava   Hyršlová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">FORESTRY EXTERNALITIES IN THE ENVIRONMENTAL MANAGEMENT ACCOUNTING SYSTEM</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%">environmental management accounting</style></keyword><keyword><style  face="normal" font="default" size="100%">forestry externalities</style></keyword><keyword><style  face="normal" font="default" size="100%">internalization of externalities</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391966200.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Environmental management accounting is an environmental voluntary instrument, which is aimed at environmental and economic benefits. It is possible to apply environmental management accounting in different industry sectors. In case of forestry a challenging idea is to take into account all forestry externalities. It is important to try to find a solution to comprehend all forestry outputs into a system of environmental management accounting because externalities are often excluded and result is that managers do not have correct information for their decisionmaking. That is why it is important to know whether the accounting system includes externalities and how internalize all externalities. The problem is a methodology of assessing the externalities and willingness to allow externalities particularly in private enterprises. Assessment of externalities is not an invincible problem but a problem is to know what is their impact on enterprises and on society. A possibility to make a decision including externalities is what we want to solve. A lot of monetary and nonmonetary outputs exist in forestry. That is why we selected a forestry enterprise as an example.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">31-45</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%">Ebenezer  Ankrah</style></author><author><style face="normal" font="default" size="100%">Evans  Sokro</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">HUMAN RESOURCE INFORMATION SYSTEM AS A STRATEGIC TOOL IN HUMAN RESOURCE 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%">human resource information system</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic human resource management</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391966089.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The purpose of this research is to identify specifically, how the use of Human Resource Information Systems (HRIS) contributes to the effectiveness of strategic human resources management and to examine the strategic importance of using HRIS at the workplace. Relevant review of various HRIS literature were undertaken which culminated into the development of a conceptual model and the formulation of hypotheses to test the proposal that there is relationship between independent variables- HRIS- and the dependent variables- Cost and Time Savings (CTS), Decision Making Contribution (DMC), Quality Information Effects (QIE) and Employment Development Commitment (EDC). The research uses data generated from 34 respondents from insurance companies in Ghana: SSNIT, ELAC, Vanguard, and Donewell. Data was analyzed using SPSS software. It has been found that HRIS adoption and use have a strong and positive effect on CTS and DMC. Essentially, organizations that divert concerted efforts towards HRIS adoption and use have a high likelihood of cutting down cost and saving time, and also ensure better contributions to strategic decision making. Further findings suggest that insurance organizations map up a strategic plan before implementation goes underway. Financial and resource appraisal in relation to the ability to start and sustain HRIS use are critical. HRIS enables HR professionals and supervisors to manage complex information entities and to plan HR efficiently also, organisations that intend using HRIS should thoroughly educate its employees- not only HR staff- so that internal awareness can facilitate the acceptance of the system.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">6-15</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%">Jan   Kráčmar</style></author><author><style face="normal" font="default" size="100%">Miroslav  Uhliar</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE IMPACT OF CONTROL PROCESSES ON MANAGERIAL DECISION MAKING</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%">control function</style></keyword><keyword><style  face="normal" font="default" size="100%">manager</style></keyword><keyword><style  face="normal" font="default" size="100%">managerial decision making</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/2014/450-1391964923.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%">Control and managerial decision function activities have an important share in the managerial work. The paper The Impact of Control Processes on Managerial Decision Making describes the share of managerial control and decision function on the total managerial work. It also evaluates the influence of control activities on the decision making functions of different -level managers in questioned companies doing business in Slovak Republic. The results were obtained thanks to the surveying method. 392 participants took part in the research, which was made in two phases (in 2008 and 2010). The findings show the importance of managerial functions of control and decision making. They identify over 21% of control function- and almost 30% of decision making function share on total managerial work. There were discovered, many positive effects of control function on managerial decision making, while only few and insignificant negatives were identified.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">43-52</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%">Elena-Laura  Trifan</style></author><author><style face="normal" font="default" size="100%">Raluca-Ioana Guică</style></author><author><style face="normal" font="default" size="100%">Constantin-Anton  Micu</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">INNOVATION MANAGEMENT AND TECHNOLOGY TRANSFER WITHIN A MODEL OF INNOVATION CENTER AT THE UNIVERSITY POLITECHNICA OF BUCHAREST</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%">flexibility</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation capacity and management</style></keyword><keyword><style  face="normal" font="default" size="100%">technology transfer</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/2014/450-1391965742.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%">Flexibility of services is one of the most important aspects of Small and Medium Enterprises (SME) survival in a crisis economy. Product life cycles are shorter and shorter, SMEs must be able to evaluate the market risks and yet to remain creative and develop their innovation capacity for their products and services. Analyzing the results of a survey among research specialists in engineering (expert interviews which gives the title of another article), the need for innovation and innovation management in the SMEs is significant. These enterprises can be guided (coached) with a new approach. This is a model of an Innovation center, where SMEs, but not exclusively, are guided to identify and manage their innovation potential and supported with valuable know-how in technology transfer from the technical University. The model is new for it has itself a flexible structure and unites the know-how of technology transfer with the entrepreneurial skills of the SMEs. The value of the model developed and applied into the technical Universities is that it is a new instrument for optimizing the innovation management of small enterprises and for helping them to increase the quality of their products and services. Universities have to adapt their provided services to the market and permanently add value to the services provided.
</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">74-85</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%">Jana   Plchová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MEASUREMENT OF THE HUMAN POTENTIAL BY MEANS OF THE INTERNAL ENTROPY IN THE FIRM</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%">spiral management</style></keyword><keyword><style  face="normal" font="default" size="100%">technical subsystem of the firm</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391966579.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The approach expressed by its author A. Kopčaj as a Spiral management is based on the philosophy according to which the firm is perceived as a living organism. Living organisms are guided by the principle of reducing their entropy in order to ensure the inevitable energy as well as their long-term survival. The contribution is analysing one of the potential applications of the above-indicated approach to the firm in which the measurement of the so-called internal entropy gives the possibility to determine in a very precise way whether the new managerial approach can be or cannot be implemented in the firm in the current state or whether it is possible to define the strategies for cultivation of the firm´s social capital. The paper proceeds from the data acquired during practical applications of the Spiral management in the environment of the Czech and Slovak companies.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">99-107</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%">Iqbal   S. Alsaleh</style></author><author><style face="normal" font="default" size="100%">Shaymaa   M. Rashad</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MEASURING DIGITAL DIVIDE IN KING ABDULAZIZ UNIVERSITY</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%">diffusion of technology</style></keyword><keyword><style  face="normal" font="default" size="100%">digital divide</style></keyword><keyword><style  face="normal" font="default" size="100%">ICT</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/2014/450-1391964718.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%">Due to the undesirable effects of the gap between citizens to access and use information and communication technologies (ICT), most researchers have been paying much attention to the threat of a digital divide. Unfortunately an amazingly large number of people do not have the abilities to use the ICTs in a proper way and, therefore, cannot draw advantages from its usage. As a result, digital divide is commonly regarded as a potential barrier for participation in the information society. This study measure the digital divide in Saudi Arabia by analyzing the results of a small-scale study conducted at the University KAU, regarding students’ and university members’ perceptions toward the usage of ICT. This analysis measure the digital divide concerning some factors like gender, educational level using a questionnaire. The analysis shows that KAU has no digital divide.
</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">8-19</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%">Viara  Slavianska</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MEASURING THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON EMPLOYEE TURNOVER</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%">employee turnover</style></keyword><keyword><style  face="normal" font="default" size="100%">human resource management</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/2014/450-1391965676.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%">When employees leave the organization, whether at their own will or not, the consequences could be extremely serious. High turnover costs much, because it involves direct financial expenses for recruitment and selection, appointment, training and adaptation of the newcomers; at the same time, the indirect (hidden) costs, because of lost productivity and missed opportunities, constitute about 70–85% of all.
 This research was conducted in a large Bulgarian business organization with the aim to determine the impact of HRM practices on the personnel turnover, measured by the inclination to leave. There were formulated conclusions about the ability of the HRM system to retain the employees and respectively recommendations to the management of the organization.
 The methods of data collection included in-depth semi structured interviews with the manager of the HRM department and anonymous inquiry among 140 employees and workers. The results were subsequently processed with SPSS.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">63-73</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%">Elizabeta  Mitreva</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">METHODOLOGY FOR DESIGNING AN EDUCATIONAL SUBSYSTEM AS A POLL FROM THE HOUSE OF QUALITY IN MACEDONIAN COMPANIES</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%">educational subsystem</style></keyword><keyword><style  face="normal" font="default" size="100%">quality system</style></keyword><keyword><style  face="normal" font="default" size="100%">TQM strategy</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/2014/450-1391965072.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 education of the employees in each instance of a company comes along with a purpose to gain competence and experience in order to realize every business process according to the demands of the products/services, the legal obligation as well as the criteria of competitiveness. Furthermore, it is directly conjoined with the very act of foundation setting of the employees’ requests with a unique intention - to achieve quality, stressing the vital need to affiliate everyone in their own field. 
This analysis presents the research inputs which are being given in order to get a clear picture whether the Macedonian companies are eager to learn and stimulate both the individual and the collective learning in order to improve the results in general.
 According to the given results in the research, it is stated that the Macedonian companies do not pay much attention to quality. They are insufficiently concerned with the continuous education, which is evident in the small investments they make in regard to the innovations. Hence, the quality system has been built in a very small number of companies.
 The following model presented in this elaborate has been suggested for a more successful designing and implementation of the educational system as a subsystem of the house of quality. This methodology is integral and has a universal notion which is applicable to all types of companies and institutions as well. Without a conducted training about TQM (Total Quality Management) philosophy and a continued education provided firstly for the managers and further on for all of the employees, the TQM strategy could not be implemented in a satisfactory manner. Also, the benefits that come along with the quality system could not be visible as a result.
</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">81-90</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%">Maret  Ahonen</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">NON-FORMAL MANAGEMENT EDUCATION: SOME EVIDENCE FROM MANAGEMENT TRAINING BUSINESSES WEBSITES IN ESTONIA</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 training and development</style></keyword><keyword><style  face="normal" font="default" size="100%">non-formal management training</style></keyword><keyword><style  face="normal" font="default" size="100%">trainers</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/2014/450-1391965439.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%">Management education and MBA programs have been criticized for being rigor and having little effect on managerial performance, however little attention has been paid to management education provided by management training and development businesses often referred to as non-formal education providers. Since the studies on management training businesses are scarce, the exploratory study was conducted documenting the state of management training businesses’ activities in Estonia on the analysis of four focus issues: (1) the scope of training programs; (2) methods; (3) trainers and (4) organizational development. The data was collected from 26 management training businesses’ websites including 3 universities’ continuing education websites. The findings highlight the domination of soft skills, coaching as an increasingly used method, frequent use of contracted co-trainers and modest reflection of organizational development issues.
 The outcome contributes to the literature of management education, training and developing research providing preliminary insight on management training businesses activities. Additionally the results could be of practical use for HR managers in assessing overall capabilities of management training businesses.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">7-20</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%">Jolanta Bieńkowska</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ORGANIZATIONAL AND PROFESSIONAL COMMITMENT: THE COMPARATIVE STUDY</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%">organizational behavior</style></keyword><keyword><style  face="normal" font="default" size="100%">professional commitment</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/2015/450-1438159871.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%">The article aims to present issues connected with a commitment in relation to the current transformations of working conditions. Presently people work for many employers during their working lives; hence insecurity of employment became a determinant of the work situation. On the other hand, the employees are guided by the need for personal fulfillment and intellectual development in the professional field. This raises the question of whether organizational commitment, understood as a commitment to the workplace, is still a research problem, or whether another kind of commitment is developing- commitment to the occupation. This dilemma is the result of analysis of the behavior of employees. The observations indicate that some people do their work at a high level regardless of place of employment, identifying themselves with the profession performed. They are guided by the need for professionalism, not by the need for staying in the organization. The article aims to present two positions on commitment, by providing arguments in favor of importance of both aspects according to the different needs of employees. Moreover, this paper outlines the proposed directions of empirical research, undertaking of which would allow for broadening knowledge about changes in attitudes of people towards work.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">21-29</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%">Stephen  N. M. Nzuve</style></author><author><style face="normal" font="default" size="100%">Tsala  Halima  Bakari</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE RELATIONSHIP BETWEEN EMPOWERMENT AND PERFORMANCE IN THE CITY COUNCIL OF NAIROBI</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%">business process reengineering</style></keyword><keyword><style  face="normal" font="default" size="100%">local authority</style></keyword><keyword><style  face="normal" font="default" size="100%">performance management</style></keyword><keyword><style  face="normal" font="default" size="100%">return on assets</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391966528.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Local authorities in Kenya have been known for poor performance. In the recent past, the trend has changed due to the introduction of performance contracting where employees must set and meet work targets from their supervisors, hence the need to be enabled to perform. The local authorities’ service provision would be largely improved with the implementation of employee empowerment within the local authorities. This study sought to establish the extent to which the City Council of Nairobi (CCN) had put in place employee empowerment programs and also to determine the relationship between employee empowerment practice and the performance of the City Council of Nairobi. In view of the above, a case study design was deemed appropriate to fulfill the objectives of the study, since data for research was obtained from one organization.
 The population of interest comprised all the employees of the City Council of Nairobi which was picked owing to the fact that it is the largest local authority in Kenya and is therefore expected to engage in the best human resource practices. 
A sample of 60 employees, 4 from each of the 15 departments comprised the respondents who were selected randomly. The study used both primary and secondary data. The primary data was collected through a structured questionnaire administered on drop and pick basis. Data on performance as measured by return on assets (ROA) was collected from secondary sources. The analysis was done mainly using descriptive statistics such as mean scores, frequencies and percentages. Pearson product moment correlation technique was used to establish the strength and significance of the relationship between empowerment and performance.Findings of this study reveal that the employee empowerment score in the City Council of Nairobi indicate that the employees are empowered to a large extent. This is demonstrated by an average score of 3.546. The study also found that there is a very strong positive correlation between employee empowerment and performance. The study concluded that employee empowerment had a great positive influence on the performance of the City Council of Nairobi.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">83-98</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%">RESPONSIBILITY FOR 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%">concept of management</style></keyword><keyword><style  face="normal" font="default" size="100%">fundamental values</style></keyword><keyword><style  face="normal" font="default" size="100%">management theories</style></keyword><keyword><style  face="normal" font="default" size="100%">responsibility</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%">December/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391966036.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">5</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Business is neither a new branch of science, nor a recently emerged social or political phenomenon. We are not tend to discuss the history of management as obviously this field like many other activities stimulated by human includes own origin, gained experience and a certain retrospective. A modern world has strongly developed the concept of management thus becoming an integral and manifold idea.
 The factor in responsibility considering the structure of management should gain the required weight. The success of organizations is determined not only by a properly prepared strategy (frequently in a ‘paper version’), optimal structure, precisely and effectively organized processes, but also taking into account the responsibility of particular people at various levels of management.
 Thus, management becomes more up-to-date and faces a crisis that sparks off increased pace at work, different pressure, hardly understandable orders, stress and even suicides at the workplace. Although recently these issues are frequently discussed, still, it is not sufficient. Some of the methods for management are frequently accepted as making a negative impact on the physical and psychological state of the employees despite the fact that they appear to be efficient tools in terms of increased profit. Only discussions cannot solve this problem, which clearly indicates a lack of in-depth and reliable scientific research in the field.</style></abstract><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-5</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%">Volker   Grienitz</style></author><author><style face="normal" font="default" size="100%">André-Marcel   Schmidt</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">SCENARIO WORKSHOPS FOR STRATEGIC MANAGEMENT WITH LEGO® SERIOUS PLAY®</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%">scenario technique</style></keyword><keyword><style  face="normal" font="default" size="100%">scenario workshop</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/2014/450-1391964818.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%">Doing the right things in a given situation at the right time is the underlying formula for the achievements of every business. It is hereby not only the evolutionary success story of humankind but also the outcome of our cognitive capabilities to think ahead possible future situations. Within strategic management, companies similarly have to think ahead future situations in due time, to ensure the necessary scope for ideas and innovations and generate promising options for action. In this context scenario technique is an appropriate method for future foresight, often realized within a workshop. Lego® Serious Play®, however, is a good tool for enabling and enhancing communication within a workshop framework. The paper presented shows a synopsis of the findings derived from the application of Lego® Serious Play® within a scenario workshop that lead to reliable future options for action.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">26-36</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%">Stephen  N. M. Nzuve</style></author><author><style face="normal" font="default" size="100%">Edith  A. Omolo</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A STUDY OF THE PRACTICE OF THE LEARNING ORGANIZATION AND ITS RELATIONSHIP TO PERFORMANCE AMONG KENYAN COMMERCIAL BANKS</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%">learning organization</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational learning culture</style></keyword><keyword><style  face="normal" font="default" size="100%">performance indicators</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/2014/450-1391965574.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%">The objective of the study was to investigate the extent of the practice of the learning organization within the Kenyan commercial banks and determine the relationship between the aforementioned practice with organizational performance. The study adopted a descriptive survey design. It was a census survey comprising all the 43 banks licensed to operate in Kenya under the banking Act. The sample frame included all the commercial banks listed in the Central Bank of Kenya website. The 43 banks were further divided into 3 tiers based on profitability for the year 2008 as indicated in the Banking Survey 2009.
 Primary data was collected using a structured questionnaire while secondary data regarding organizational performance was obtained from the banking survey 2009. The data collected was analysed using descriptive statistics in terms of frequency and percentage tabulations, cross tabulations and Pearson’s correlation coefficient to determine the relationship between the practice of the learning organization and organizational performance.
 The study established that most Kenyan commercial banks had to a large extent adopted the following practices adopted by most organizations: development of information systems designed to inform and empower, formative accounting control, learning approach to strategy development, participative policy making, reward flexibility and supportive leadership. The practices least adopted were the ones involved in enabling structures, creating a learning climate and boundary workers as environmental scanners.
 Findings indicate that there is an inverse relationship between the practice of the learning organization and organizational performance. This would suggest that there are other factors that have to be taken into account to determine and explain this discrepancy, hence the need for further study.
 In conclusion, the study established that two thirds of the Kenyan banks had adopted the practices of the learning institution. The study also indicates that there is a tendency for Kenyan commercial banks to focus on certain aspects of the learning organization instead of seeing the whole picture and focusing on the organization as a dynamic entity. Interest in the learning organization has been stimulated by the need to attain sustainable competitive advantage.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">45-56</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%">Katarína Lehutová</style></author><author><style face="normal" font="default" size="100%">Štefan Cisko</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">TYPOLOGY AND TRENDOLOGY OF ORGANIZATIONAL CONSUMER MARKETS IN THE SLOVAK REPUBLIC</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%">consumer typology</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational consumers</style></keyword><keyword><style  face="normal" font="default" size="100%">retailers</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/2014/450-1391964970.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 individuals and companies purchasing goods and services for some other than personal consumption, e.g. for the family member, family usage or as a present for another person, are called organizational consumers. They operate on the organizational consumer market. These markets usually have fewer buyers but purchase is done in much greater amounts than typical consumer markets and to distinguish them from typical consumer markets they are also geographically concentrated. There are four main components of this market: industrial, reseller, government and foreign market. For the purpose of this paper, the organizational customer is understood the organization which sells products for another customers. 
In general, every consumer tries to apply their rights, fight for them. The interest of traders is usually hidden somewhere in the background. The main aim of this paper is to summarize how important the organizations are, highlight the role they play in the society, their development in time, the authenticity, which distinguished it from the individual consumer and to describe their importance and impact on the social life and economics in the Slovak Republic. Research conducted in European countries showed that the recession had a significant impact on all types of consumers. The paper analyses the results of those researches and finally depicts if the situation is the same in the Slovak Republic using the statistic data analysis, description and comparison.
</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">53-62</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%">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%">Simon  Oman</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">APPLICATION OF INTERMEDIATE DOCUMENT MESSAGE IN THE PROCESS OF ENTERPRISE RESOURCE PLANNING AND MANUFACTURING EXECUTING SYSTEM INTEGRATION</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%">intermediate document technology</style></keyword><keyword><style  face="normal" font="default" size="100%">manufacturing executing system</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/2014/450-1391946696.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%">It is well established that the ERP systems represent transaction processing systems and are thus as such not suitable for controlling and monitoring the production in real time. Hence, a comprehensive solution proves the most efficient, ensuring connection between the process level, representing collection of actual measurements (cycle time, temperature, pressure, etc.), and business level which facilitates decision-making. The present paper focuses on the development of a comprehensive integration between the Enterprise Resource Planning (ERP) and Manufacturing Executing System (MES) system, which enables data refreshing in real time irrespective as to which the information system the change has been triggered in. Integration is performed on the basis of the Intermediate Document (IDoc) message, which enables data exchange between two databases. A new model of numbering is introduced for following cost-effectiveness of production activities. Said model allows for an efficient inspection and overview of the entire process from the design to implementation. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">141-156</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%">James Baba  Abugre</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">APPRAISING THE IMPACT OF ORGANIZATIONAL COMMUNICATION ON WORKER SATISFACTION IN ORGANIZATIONAL WORKPLACE</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%">employee performance</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational communication</style></keyword><keyword><style  face="normal" font="default" size="100%">worker satisfaction</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/2014/450-1391887054.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%">Today, more and more businesses depend on communications for their success since a well-organized communication system is shown to be an important factor in stimulating worker satisfaction in organizations. The purpose of this paper is to assess organizational communication and its impact on worker satisfaction in organizational workplace. The paper examines three Ghanaian organizations in the formal sector using a quantitative survey of ninety respondents to gain information for the study. The chi-square test was used with cross-tabulation of the independent and dependent variables to test and answer the hypothesis and research questions formulated for the study. Findings show that there is a significant relationship between efficient organizational communication and employee satisfaction. Findings also show that organizational communication has a positive impact on employee performance. Analysis of the findings further reveals that workers prefer good leadership communication behavior because it has positive effects on workers in organizations. The study proposes that organizations in the formal sector will achieve their objectives if they pay proper attention to the communication processes through efficient organizational communication in the workplace.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">7-15</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%">Barbora  Jetmarová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COMPARISON OF BEST PRACTICE BENCHMARKING MODELS</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%">benchmarking cycle</style></keyword><keyword><style  face="normal" font="default" size="100%">benchmarking model</style></keyword><keyword><style  face="normal" font="default" size="100%">best practice benchmarking</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/2014/450-1391946429.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%">A review of benchmarking literature exposed that due to the development there are different types of benchmarking and different benchmarking models. There are universal models, but also models uniquely developed for particular benchmarking types. Each model varies in terms of the number of phases involved, number of steps involved, application, etc. The research focuses on one of the most popular benchmarking types: best practice benchmarking. Best practice benchmarking describes the comparison of performance data obtained by studying similar processes or activities and identifying, adapting, as well as implementing the practices that revealed the best results. The research intends to propose best practice benchmarking model after reviewing existing benchmarking models in literature. Implementing successful benchmarking project requires more than abidance to the step-wise models. Factors, which have an impact on the adoption of best practices benchmarking models will be highlighted, because many companies are involved in benchmarking, but adoption of best practices is not as height as might be expected.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">76-84</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><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%">Csaba  Hegedűs</style></author><author><style face="normal" font="default" size="100%">Zsolt T.  Kosztyán</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE CONSIDERATION OF MEASUREMENT UNCERTAINTY IN FORECAST AND MAINTENANCE RELATED DECISIONS</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%">forecast</style></keyword><keyword><style  face="normal" font="default" size="100%">risk-based maintenance</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/2014/450-1391887397.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%">In the field of operations management, most decisions are seen as being based on measurement results. However, every measurement has some uncertainty and therefore managerial decisions can be incorrect. Measurement uncertainty can cause particularly large losses in the case of maintenance decisions, where decision error can cause the breakdown of the entire production or service process. Taking measurement uncertainty into consideration the losses can be decreased. The standards, technical reports and guides dealing with measurement uncertainty use probability approach and focus on the metrology aspect. They do not support a risk based decision based on the forecast of the observed characteristics. In the proposed risk based model the realized (or lost) revenue is treated along with the occurred costs in order to maximize the profit with the help of analytic calculation and simulations. This paper suggests that by treating measurement results as a time series the time of probable failure can be predicted at a given confidence level, this can support the scheduling of maintenance tasks. The uncertainty of measurement and the uncertainty of forecasting can be treated in the same model.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">46-59</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%">David K.  Ruto</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONSTRAINTS TO PRINCIPALS’ DELEGATION OF RESPONSIBILITY TO TEACHERS IN PUBLIC SECONDARY SCHOOLS IN KENYA</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%">delegating</style></keyword><keyword><style  face="normal" font="default" size="100%">school principals</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/2014/450-1391887583.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%">This research paper presents the principals’ practices in delegating responsibility to teachers in public secondary schools in Kenya. A random sample of 20 secondary schools was used where 120 teachers filled questionnaires, and 20 principals from the selected schools were interviwed. Both the questionnaire and interview guide were designed based on six research questions. The data were analyzed using both quantitative and qualitative methodology. The study revealed that responsibilities related to financial decisions were not delegated. Teachers needed to consult before making any decisions on delegated responsibilities. There was little preparation of teachers for delegated responsibility; had limited opportunity to attend seminars and staff development programmes; little support was given to them, and had little or no guidance from the principals. Lack of finances, inadequate training, understaffing, and lack of cooperation among the teachers constrained the process of delegation. It is suggested, among other recommendations, that schools should be adequately financed and staffed, while motivation and staff development programmes need to enhancement in order toimprove the effectiveness of the delegation process.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">108-117</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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/2022/450-1646580098.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">1</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Contents, Vol. 1, 2011, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3-4</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">CONTENTS</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%">contents</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/2022/450-1646558431.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Contents, Vol. 2, 2011, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">3-4</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER</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%">cover page</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/2022/450-1646558367.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Cover page, Vol. 2, PMC, 2011</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COVER</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%">cover page</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/2022/450-1646580052.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">1</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Cover page, Vol. 1, 2011, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">1-2</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%">Alicja  Antonowicz</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE DISSEMINATION OF FRANCHISING ALL OVER THE WORLD: AN ATTEMPT TO ASSESS THE SCALE OF THE PHENOMENON</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%">franchising agreement</style></keyword><keyword><style  face="normal" font="default" size="100%">franchising expansion</style></keyword><keyword><style  face="normal" font="default" size="100%">franchising networks</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/2014/450-1391946115.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%">Nowadays, franchising is one of the fastest developing forms of business in the world. It is used in economic processes on all the inhabited continents of the Earth. Unfortunately, it is very difficult to assess the scale of this phenomenon. Assessment of the volume of franchising all over the world is made difficult mostly by the fact that none of the official international statistic institutions gathers data as regards the frequency of entering into franchising agreements. Information on the number of businesses in a given country or on a given continent is available, but enterprises operating on the basis of franchising agreements are not educed from them. The purpose of the article is to specify the directions and scale of expansion of franchising all over the world. To do it, franchising related information was used, possessed by organizations which promote the idea of franchising in various countries. For this purpose, a few dozen of franchising associations were identified, representing 6 continents; each of these associations represents the franchising market of one country. As a result of direct interviews via e-mail or telephone, it was possible to obtain the basic data characterizing franchising markets of more than 70 countries. The data obtained concern, among others, such aspects as the number of franchising networks and establishments, as well as employment and turnover generated by franchising. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">8-18</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%">Muhammad Nauman  Khan</style></author><author><style face="normal" font="default" size="100%">Fawad  Khan</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DOES OWNERSHIP MATTER? A STUDY OF FAMILY AND NON FAMILY FIRMS IN PAKISTAN</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%">family and non family firms</style></keyword><keyword><style  face="normal" font="default" size="100%">ownership structure</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/2014/450-1391946520.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%">Researchers have been trying to find out whether ownership makes any difference to a firm’s performance. The purpose of this article is to analyse whether family or non-family firms perform better. It focuses on comparison only and does not indulge in finding out reasons of the results. A sample of 100 randomly selected firms from Karachi Stock Exchange (KSE), Pakistan were examined for six years (2004-2009). Ownership variable is taken as a dummy variable besides two other independent variables: age and size. Return on Asset (ROA), Return on Equity (ROE) and Tobin’s Q are used to measure firm performance. Fixed Effect Model along with statistical analysis were used to examine the effects of the variables. 
The statistical analysis showed that non-family firms had greater mean values for performance variables. Correlation matrix showed that the size of a firm will be small in case a family is running it. The correlation coefficient between family ownership and age is also negative. Family ownership had a negative β in every regression. Log of asset and log of age had positive βs in every model.
 The results thus obtained from empirical data of firms listed on KSE clearly reflect that non-family firms outperform family firms with every performance variable included in the study. This can serve as a guideline in determinig ownership structure for firms in Pakistan.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">95-109</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END</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%">end page</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/2022/450-1646558496.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">End page, Vol. 2, PMC, 2011</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">200</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%">Editorial Board</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">END</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%">end page</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/2022/450-1646580145.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">1</style></volume><pages><style face="normal" font="default" size="100%">Discontinuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">End page, Vol. 1, 2011, PMC</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Other</style></work-type><section><style face="normal" font="default" size="100%">148</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%">Pawel Tadeusz  Kazibudzki</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">AN EXPONENTIAL AND LOGARITHMIC UTILITY APPROACH TO EIGENVECTOR METHOD IN THE ANALYTIC HIERARCHY PROCESS: THE IDEA VALIDATION WITH EXAMPLE LOGISTIC APPLICATION</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%">analytic hierarchy process</style></keyword><keyword><style  face="normal" font="default" size="100%">eigenvalue method</style></keyword><keyword><style  face="normal" font="default" size="100%">optimization models</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/2014/450-1391946474.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%">Thorough inventory control, planning and coordination, wise and thoughtful selection of warehousing and means of transport are necessary for efficient decisions making in logistics. In order to make optimal decisions, it is necessary to deliberate many options from the perspective of different criteria. It was empirically verified that such problems are difficult to solve without methodological support as they exceed humans’ perception capabilities. However, there are some techniques which can facilitate the process of decision making when successfully applied. One of the most commonly used technique for structured problems solving is the Analytic Hierarchy Process. It is popular because its prescribed procedure supports sophisticated mathematical theory called the Eigenvalue Method which is accurate and unique. It does not mean that there are not other methods that can support the Analytic Hierarchy Process although their application has pros and cons. Two relatively novel methods were proposed recently and their validation studies are the essential part of this research. In comparison with others, their simplicity and compliance with the Eigenvalue Method are their most crucial but not exclusive advantages. At the end of the research, the example logistic problem was solved with their application, and the results of all methods were compared.
</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">85-94</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%">Pawel Tadeusz  Kazibudzki</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">AN EXPONENTIAL UTILITY APPROACH TO EIGENVECTOR METHOD IN THE ANALYTIC HIERARCHY PROCESS: AN IDEA INTRO</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%">analytic hierarchy process</style></keyword><keyword><style  face="normal" font="default" size="100%">deriving priority vector</style></keyword><keyword><style  face="normal" font="default" size="100%">eigenvalue method</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/2014/450-1391887443.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%">It is crucial for a credible decision making theory to provide unique answers for the alternatives of a decision. However, different methods and algorithms devised in order to elicit true priority vectors from intuitive judgments give different priority vectors, especially when judgments are inconsistent what constantly takes place in the real life. One could deduce that such variety of results that a potential decision maker can obtain violates the uniqueness requirement mentioned above and therefore is seemed unacceptable. On the other hand, it is known that Eigenvalue Method, commonly applied in the Analytic Hierarchy Process, captures transitivity in matrices that are not consistent in the unique way. That could lead to a conclusion that maybe the Eigenvalue Method is necessary and sufficient to facilitate credible decision making based on priority weighting followed by inconsistent matrices comprising pairwise comparison judgments. However, the Eigenvalue Method, despite of obvious advantages, has also few disadvantages that cannot be neglected. A research described in this article gives rise to a new method for priority vectors deriving which coincides with the Eigenvalue Method but avoids its drawbacks. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">60-66</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%">Peterson Obara  Magutu</style></author><author><style face="normal" font="default" size="100%">Nixon Onchara  Muganda</style></author><author><style face="normal" font="default" size="100%">Gladys Monchari  Ondimu</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE FACETS AND ECONOMIC BENEFITS OF THE INFORMATION COMMUNICATIONS TECHNOLOGY AND INNOVATIONS USED BY COMMERCIAL BANKS IN KENYA</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%">commercial banks and Kenya</style></keyword><keyword><style  face="normal" font="default" size="100%">facets</style></keyword><keyword><style  face="normal" font="default" size="100%">information communications technology</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/2014/450-1391946649.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%">The recent developments in the Information Communication Technology (ICT) have been received with great interest in research and practice by the banking community the world over. There began to appear theoretical arguments regarding the role of information technology (IT) in creating the value chain at firms and this opened up new lines of inquiry. This paper was a survey on the business value of information communication technologies in the financial departments of commercial banks in Kenya. In recognizing the significance of ICT in economic stability and growth of a country, it should not be lost on the consumers of the technologies that risks abound in every opportunity. It has also been noted that the pace of legislating the sector much of the time is overtaken by technological advancements that are directly linked to the banking sector. The research findings and recommendations are therefore expected to assist in building into the ICT and business value at departmental level, as a body of knowledge. Data was collected from a population that comprised of forty-four commercial banks incorporated and, or licensed to operate in Kenya by 2007. It was found that the two commonly used technological tools in cash management in the finance department are the financial software and e-banking. Also, the five key economic benefits of the information communications technology and innovations that have accrued to the commercial banks in Kenya at their finance departments include: ICT use has ensured proper management of account balances at value dates; ICT has helped in the monitoring and optimization of the sales-cash circuit; ICT has led to system responsiveness to changing user needs; and ICT has helped in the coverage of exchange-rate risk.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">121-140</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%">Jana  Ďurišová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">KNOWLEDGE LIFE CYCLE AND ITS APPLICATION IN AUTOMOTIVE INDUSTRY</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%">automotive industry</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge life cycle</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge 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/2014/450-1391946283.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%">Knowledge management (KM) is attracting considerable attention as many organizations realize that they compete in a knowledge economy. Therefore, a key source of sustainable competitive advantage relies on managing knowledge. The vast majority of the existing frameworks in KM efforts focus on knowledge processes that takes place during the so-called “knowledge life-cycle” (KLC). Analysis of knowledge flow should always cover the entire life cycle of knowledge, from its formation, through saving and using, to its end. Companies that want to develop and use knowledge most effectively and profitably should begin to treat it differently according to the stages of the knowledge life-cycle. The purpose of this paper is to compare main concepts of the knowledge life cycle and to introduce a possibility of analyzing knowledge flow in practice, particularly in the automotive industry. The first section introduces knowledge management in organizations. Thereafter, a list of main concepts of knowledge life cycle is presented. Most of the concepts are similar and describe KLC as a process that consists of several stages in hierarchical order. Authors usually add particular steps that differ from others, such as individual and group learning from knowledge, obtaining value from knowledge, or knowledge disposal at the end of the process. Although KLC models have already been usefully developed as a tool for thinking about products and technology, a case study presenting knowledge flow during all stages of life cycle in automobile industry is missing. Therefore, the potential of analyzing knowledge flow in automotive industry is outlined as this field is the subject of author’s research. The final section summarizes important contributions and insights for future research.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">45-53</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%">Mirko  Pečarič</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A MAIN SOLUTION FOR PROBLEMS OF MANAGEMENT IN THE 22ND CENTURY</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%">cosmopolitan state</style></keyword><keyword><style  face="normal" font="default" size="100%">global problems</style></keyword><keyword><style  face="normal" font="default" size="100%">national states</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/2014/450-1391946758.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%">Article researches the capacity of national and supranational levels for the governing and managing of global problems. Consumerism and profit per se have brought the world into the collision with nature and people’s ability to cooperate with each other, disregarding their selfish and personal interests. Today’s inability to rule the world is shown in national interests: states still manage their affairs regardless of the interests of other states. Global problems are beyond that; better sooner than latter, one has to respond to Nietzsche’s question of managing the whole world with the formal proposition to strengthen the United Nations that is better than an arbitrary coalition of powerful states, other global power structures, or corporation elites. We should not wait for the new world war to bring more effective ways for solving global problems, because their current negative effects speak themselves in favour for the new global order. Paper is based on thoughts of great thinkers and favours the path to global constitution and federation of states, which could be possible to achieve if the UN will put democratic elements in most of its operations at first in its institutions. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">157-172</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%">Irina  Shtonova</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MANAGING INTER-FIRM COOPERATION TO IMPROVE TOURISM DESTINATIONS: A CLUSTER APPROACH</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%">inter-firm cooperation</style></keyword><keyword><style  face="normal" font="default" size="100%">management of tourist destination</style></keyword><keyword><style  face="normal" font="default" size="100%">tourism network</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/2014/450-1391887627.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%">The researcher examines the existence and nature of inter-firm relationships between tourism stakeholders within various Bulgarian tourist destinations and how they relate to the competitiveness of the destination. The purpose of the study is to analyze the degree of cluster relationships and their importance for the strategic management of tourist destinations. In the course of the study representatives from 16 Bulgarian regions were interviewed and asked about the level of cooperation between the tourism participants. Based on this data the regions were grouped according to the level of perceived cluster collaboration, as well as according to the importance given to this cooperation. As a result, inferences about the key obstacles, as well as key factors and best practices for increased cooperation in tourist destinations can be made and can be incorporated into future development policies. The analysis indicates that the majority of the Bulgarian municipalities realizes the benefits of cluster relationships but so far have not been able or willing to extract any benefits from them. There is a need for a high profile tourist destination that can serve as an example of good strategic positioning achieved through the formation of clusters, public-private partnerships and increased inter-firm cooperation on the local level. Managing networks is an essential managerial challenge for the contemporary tourist destination. Understanding clusters, their structure, processes and development is essential to the successful strategic management of a tourist destination in the 21st century.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">118-124</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%">Maia Burobina  Ozdemir</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MARKETING MANAGEMENT IN CONSTRUCTION INDUSTRY: CULTURAL DIFFERENCES IN CONSUMERS´ HOUSING CHOICE</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%">consumer behavior</style></keyword><keyword><style  face="normal" font="default" size="100%">culture code</style></keyword><keyword><style  face="normal" font="default" size="100%">marketing</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/2014/450-1391887721.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%">Customer’s culture is a very important element in the international marketing. Raising global competition pressure doesn’t allow companies to ignore culture codes of target groups. Customer’s decision making process about buying a new housing is very complicated. Modern consumer’s preferences are rooted in the mists of the time when our ancestors struggled with nature for their lives; and stay in the field of unconscious. When a modern human buys a home he unconsciously seeks for the same attributes that his ancestors were seeking long time ago. This set of attributes is a culture code for Home. New trends like universality and pragmatism make just temporally changes in consumers’ brains. Producers of such permanent products as houses must pay attention to permanent values not to trends. 
The main purpose of our research is to find out unconscious culture codes that influence a customer’s decision making process about buying a new housing.
 The primary data from Turkey, Czech Republic and Russia were collected using in-depth interviews. Interviews were conducted among 17 Turkish, 25 Czech and 6 Russian, minimum age of 30, using simple random sampling technique. For the purpose of our research we have used Conceptual analysis of the data gained. In result, we have identified common for each ethnic group patterns. They are Cleanness for Turkey, Nature for Czech Republic and Heat for Russia. Finally, we have made suggestions regarding application of the results to the Marketing mix.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">136-143</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%">Zsolt Tibor  Kosztyán</style></author><author><style face="normal" font="default" size="100%">Judit  Kiss</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MATRIX-BASED PROJECT PLANNING METHODS</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%">matrix-based project planning method</style></keyword><keyword><style  face="normal" font="default" size="100%">project expert graph</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/2014/450-1391887492.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%">Network planning methods for project planning and scheduling have been applied for more than fifty years including CPM, PDM, PERT and GERT (Fondahl, 1961; Fulkerson, 1962; Kelley &amp; Walker, 1959; PMI, 2006; Pritsker, 1966), which can be widely applied to project planning fromareas as diverse as construction and R&amp;D. However, these network planning methods are not very appropriate in cases where IT, innovation or product development are involved. There are some shortcomings when using network planning methods for scheduling these kinds of projects, because these methods cannot handle the importance of the task realizations. They cannot solve the problem, when some tasks have to be left out from the project because of the constraints, or when the completion order of tasks can be different. In this paper new matrix-based project planning methods are introduced which illustrate how all possible solutions can be determined in two steps based on the Project Expert Matrix. Firstly those tasks are selected, which have to be or can be realized during the project. Afterwards the dependencies (the sequence of the chosen tasks) are determined taking the project constraints into account. The possible solutions can be ranked and the most probable solution can be chosen which can be realized within the given constraints. This method can be a useful tool for project managers as a part of an expert system.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">67-85</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><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%">Maya  Bitsadze</style></author><author><style face="normal" font="default" size="100%">Marine  Japaridze</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PILOT STUDY OF TEACHER BURNOUT IN GEORGIAN CONTEXT</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%">burnout</style></keyword><keyword><style  face="normal" font="default" size="100%">distress</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/2014/450-1391946214.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%">Modern schools have multiple demands to teachers causing prolonged stress often resulting in professional burnout. Research on teacher burnout is conducted at various countries of the world. Taking into account the significance of such research, two pilot research studies were conducted in Georgia. The objectives of the studies were to test the hypothesis that the majority of Georgian teachers are experiencing high burnout and simultaneously to test the adopted translated instruments for measuring burnout and proactive coping strategies. The first study surveyed 85 subjects and the second study - 193 subjects. 
For conducting pilot surveys an abridged version of Maslach–Burnout Self Test in combination with Greenglass’s 4 point-scale Proactive Coping Inventory and Maslach Educators Survey (MBI-ES) translated into Georgian language were used. 
The results of the first pilot study, in contrary to the hypothesis expecting to identify high burnout among Georgian teachers, showed that teachers have little signs of burnout and have high and moderate coping skills. In the second pilot study the hypothesis was partially confirmed in the Emotional Exhaustion aspect of burnout. For Emotional Exhaustion subscale the majority of the surveyed teachers showed moderate and high burnout. Teachers showed high scores on Personal Accomplishment subscale and low burnout on Depersonalization subscale. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">36-44</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: A LONGITUDINAL PUBLIC SECTOR CASE-STUDY</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%">importance of information and involvement in organizational changes</style></keyword><keyword><style  face="normal" font="default" size="100%">resistance to changes</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/2014/450-1391887537.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%">Employee resistance to change draws on conventional knowledge and prior research. Hence resistance is presupposed before a merger. In the literature advice is given on how to minimize resistance to change. A main recommendation is to inform and communicate extensively to down-play feelings of anxiety and support involvement. Nevertheless, post-merger integrations are known to be problematic and seldom achieve the predicted success. This longitudinal case-study follows a merger from the administrators’ perspective. Prior empirical findings were promising for the post-merger implementation and showed administrators who welcomed the merger. Furthermore, they were happy with the overall merger information and found themselves fully participating in the change processes. The recent findings (after the merger) showed that the administrators experienced lowered productivity, higher fragmentation of the workday and less involvement. Furthermore, the information and communication had been changed after the merger. The human factor is important to acknowledge for preventing post-merger failure and the findings from this longitudinal case-study highlights the importance of maintaining positive employee perceptions after a merger. The longitudinal case-study aims at adding to the knowledge base on facilitating 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%">86-107</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%">Lesley  Gill</style></author><author><style face="normal" font="default" size="100%">Christine  McConnell</style></author><author><style face="normal" font="default" size="100%">Steve  Atkins</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PROJECTME: A FILMED LIVE-STUDIO SELF-DEVELOPMENT LEARNING EVENT INFORMED BY EMPIRICAL RESEARCH INTO HUMAN RESOURCE PRACTITIONERS’ LEARNING-FOR-TRANSFORMATION NEEDS</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%">learning</style></keyword><keyword><style  face="normal" font="default" size="100%">self-development</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/2014/450-1391946386.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%">It is important that the investment managers make into the self-development of their employees identifies and targets the actual needs, and that real learning occurs that is observable in positively changed behaviours. This research identifies the self-development priorities of Human Resource (HR) managers and presents the findings from an innovative learning event called ProjectMe; a filmed innovative learning experience that involved project teams, an expert panel, presenters, live audience participants and live-streamed on-line participants in real-time. This involved using a recent organisational issue which was presented to two project teams to solve, presenting their recommendations ‘live’. Over-laying the organisational issue was a self-development issue, in this instance, “The right amount of ego”, which aimed to highlight the role of ego in individuals and teams, and challenge everyone to evaluate how that impacted on self. The multiple perspectives represented by the different learners provided excellent refractions of understanding, because so many perspective-giving vantage points offered learning opportunities for using reflective feedback which raised accountability, thereby taking people to the last step of transformation: action. As part of ascertaining what self-development HR practitioners needed, the results of a survey that asked them what it was they wanted to develop in themselves towards achieving their personal and/or professional goals are presented. The survey was sent via the Human Resource Institute of New Zealand (HRINZ) website to 790 practitioners, with 90 responses. Additionally, so as to make a methods contribution via this study, an expert panel of six was engaged in a role-play and statistical simulation (adapting Q methodology for a mock training needs analysis). </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">54-75</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%">THE QUALITY OF STUDIES: MANAGEMENT ASPECT</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%">Bologna process</style></keyword><keyword><style  face="normal" font="default" size="100%">higher education management</style></keyword><keyword><style  face="normal" font="default" size="100%">quality of studies</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/2014/450-1391946070.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%">In recent years attention to quality of studies is not decreasing. Lots of different level and type articles have been written, books and other literature have been published. On the other hand, over the last few years different national, regional and international science conferences and symposiums took place.�
 So, it is obvious, that the concern in the university study quality is really huge. However, the essence of the matter lies somewhere deeper. The main goals, formulated in Bologna declaration, had to be implemented by 2010. However, now it becomes clear, that some of the vitally important things were not realised and there are more and more doubts if they will, on the whole, be carried through. The Bologna process itself is not sought to be analysed. What interests us firstly, is the quality of studies’ management question. Various researches reveal that the university study quality in some countries has significantly decreased even measuring according to the most minimal criteria. First of all, this is because most universities are oriented into providing service. It is known, that service University is not capable to ensure the proper quality of the studies and of provided education at the same time. Mass universities meant for mass usage. University education is more and more “Mc.Donaldized” (Lamanauskas, 2011a).�
 Thus, the problem of the quality of studies remains the key problem in nowadays university work. It is understandable, that different countries have different experience in this field both in horizontal and vertical sense. The quality of studies conception despite all efforts remains diverse and has multiple meanings. Paraphrasing a familiar soviet times’ statement (“from everyone - according to possibilities, for everyone – according to demands”),one can state, that higher education can’t be provided according to demands, and it can’t be required from graduates according to their abilities and possibilities. Massification of higher education in a direct way negatively affects the quality of studies (process), as well as higher education quality (result). This is the essential risk in university management. </style></abstract><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">5-7</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%">Ferenc  Bognár</style></author><author><style face="normal" font="default" size="100%">Zoltán  Gaál</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">RETHINKING BUSINESS PROCESS MAINTENANCE RELATED TO CORPORATE CULTURE</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%">business process maintenance</style></keyword><keyword><style  face="normal" font="default" size="100%">corporate culture</style></keyword><keyword><style  face="normal" font="default" size="100%">maintenance strategy</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/2014/450-1391887244.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%">Nowadays disciplines of maintenance management are widely applicable in other fields of science as well. This paper shows the possible uses of maintenance strategies in connection with inter-corporate cooperation by determining the relations between procurer and supplier. The objective of the paper is to support the CEOs in describing the business processes maintenance system and its attributes in the company. The research is based on a survey attended by the CEOs of more than 260 companies from different operational fields in Hungary. The basic theory of the research is that the inner operations of a company are driven by the principles of some sort of maintenance strategies or a combination of those. Based on this theory the research answers the question of whether these companies can be integrated into clusters and how they can conclude the expectation systems of the members of a certain cluster towards the suppliers. The paper also shows which corporate culture types are more or less resistant to different failure types of the business processes such as misuse fault, manufacturing fault, systematic fault, etc.
</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">16-25</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%">Viara  Slavianska</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">SOME PROBLEMS WITH HUMAN RESOURCE MANAGEMENT IN BULGARIAN TOURIST ORGANIZATIONS</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%">anti-crisis personnel policy</style></keyword><keyword><style  face="normal" font="default" size="100%">economical crisis</style></keyword><keyword><style  face="normal" font="default" size="100%">human resources</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/2014/450-1391887673.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%">The paper presents results from a study, conducted in the beginning of the year, with the purpose to determine how the human resource management function is realized in Bulgarian tourist organizations and specifically to identify possible problems. The study includes fifty accidentally chosen organizations from the hotel keeping branch, of approximately equal size (from three to five star hotels with over 200 employees). Consecutively are presented the practices, connected with basic activities, composing the human resource management, as well as summary results from the analysis given as recommendations for the management.
 It has established as a general conclusion that the practices connected with HRM in the investigated hotels, have some positive sides, but dominate the negative aspects that need an elaboration. The taking of actions directed towards improvement of HRM in these organizations is a consequence from the awareness that: 1) the quality of the tourist product in the hotel keeping is in direct dependence on the quality of the human resource, i.е. the policy for its management and 2) in the conditions of a global economic and financial crisis, not only the survival of the organizations but their prosperity as well, are connected mostly with identification and preservation of the quality part of their personnel. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">125-135</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%">David Kiptanui  Ruto</style></author><author><style face="normal" font="default" size="100%">Lydia Cheruto  Kipkoech</style></author><author><style face="normal" font="default" size="100%">Daniel Kimutai  Rambaei</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">STUDENT FACTORS INFLUENCING CHEATING IN UNDERGRADUATE EXAMINATIONS IN UNIVERSITIES IN KENYA</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%">dishonesty</style></keyword><keyword><style  face="normal" font="default" size="100%">exam irregularity</style></keyword><keyword><style  face="normal" font="default" size="100%">management of examinations</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/2014/450-1391946818.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%">University examinations form the final and most integral part of assessing any student’s acheivement, knowledge, skills, and attitudes. However, there has been a public outcry over the rise of irreqularities in primary, secondary, and even university examinations. The purpose of this research was to investigete the student factors which influenc cheating in the undergraduate university examinations. The study design was a descriptive suvey. A sample of fifty students and ten lecturers was selected using random sampling technique. Data were collected using a questionnaire, structured interview, and document analysis. A pilot study was carried out in the school of education in one of the public universities. Data were analyzed using descriptive statistics generated with the help of Statistical Package for Social Sciences (SPSS) programme, and were presented by use of frequency tables. The results revealed that majority of the students do not attend lectures, and factors such as lack of preparedness for examinations, peer influence, pressure from work place, and students’ lack of confidence were some of the factors contributing to cheating in examinations. Effective procedures and policies for management of examinations are also recommended to be put in place, strictly observed, and effective deterrrent measures be implemented. It was recommended that employers give off-days or study leave to staff who enroll for various courses.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">173-181</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%">László  Bóta</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">SUPPORTING E-MARKETING DECISION MAKING BY THE MANAGEMENT OF THE ESZTERHÁZY KÁROLY COLLEGE VIA BEHAVIOUR-BASED SEGMENTATION OF THE VISITORS OF THE INSTITUTIONAL WEB-PAGE</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%">clustering model</style></keyword><keyword><style  face="normal" font="default" size="100%">data mining</style></keyword><keyword><style  face="normal" font="default" size="100%">marketing communication</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/2014/450-1391887295.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%">The increasingly competitive higher educational environment compels the management of universities and colleges to assign high priority to an overall maximisation of client services. Consequently, while academic leaders must become familiar with the aspects of on-line communication much favoured by today’s younger generation, the intensification and improvement of the quality of available on-line services cannot be imagined without reliable information on the Internet use habits and behaviour of clients.
 The managers and administrators of Hungarian college and university websites are mostly unfamiliar with the web-related conduct or habits of their customers as in case of long-running web-pages based on an unchanging structure only basic visitor statistics are available at best. Yet marketing communication decisions should be based on information reflecting real website-consumer traits acquired via a more professional analysis. Data mining is one such decision-making support mechanism.
 Data mining models are capable of revealing and predicting information hidden beneath the respective critical mass. Therefore inspired by the methodology of marketing science this type of research concentrates on the segmentation of on-line consumers via the elaboration of visitor clusters.
 The present article provides a scientific overview and analysis of the main difficulties related to cluster construction, especially the development of the relevant algorithmic forms. The successful application of the model provides much-needed reliable and vital support to the institutional decision making process. Thus pertinent data yielded by cluster research can facilitate more effective on-line service customized to the needs of the users.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">26-37</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%">Kateřina  Čebišová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">USE OF INFORMATION TECHNOLOGY FOR FINANCIAL MANAGEMENT IN CZECH ENTERPRISES</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%">financial management</style></keyword><keyword><style  face="normal" font="default" size="100%">information technology</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/2014/450-1391887344.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%">This study examines the impact of the adoption of software tools for Financial Management support on the Financial Management function. In addition to that, it was intended to study the level of contribution these technologies can bring to a company. The study was supported by research conducted on a sample of 46 small and 39 medium-sized manufacturing companies in the Czech Republic. The primary technique of data collection was a questionnaire distributed via mail, followed by further telephone and e-mail support. Collected data were explored by correlation analysis to determine the dependency between the use Financial Management supporting ICT and economic results of companies. For medium-sized companies has been established low to moderate dependence. Therefore in this case the use of soft ICT to some extent contributes to better economic performance. In contrast for small companies the dependence was negligible and sometimes even slightly negative, the use of software tools here can thus be counterproductive.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">38-45</style></section></record></records></xml>