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A szervezeti belső kommunikációt gátló tényezők
162-180Views:643Kutatásunkban arra kerestük a választ, hogy a választott szervezet dolgozói mennyire tartják fontosnak a szervezeti belső kommunikációt, milyen gátló tényezők akadályozzák annak hatékony működését.
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Sport Civic Society – Approaches and Facts
158-166Views:249After the change of regime in Hungary in 1989, the domestic civic sphere started to improve, and after numerous change in the legal regulation, currently the Act on Civic Organizations (Act 174/2011.) rules the operation of the sector before all, supplemented by additional legal background. The vital component of the new regulation is possibility of the appearance of the novel organizational form, the civic society, which is quite odd even considering the past and even on international level. The database enabling the statistical overview of the domestic nonprofits publish the end of 2019 provides no information on the data and operational features for this organizational form, which provides a thorough reason for the researcher to be interested in the topic and the organizations. Through the possible secondary data, a primary database of a lately done sports civic organization related research includes such basic data (even its sample height is small), which may be considered as a starting point at the examination of the specifications of the sports related civic societies.
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Development Lies in Corporate Processes
358-369Views:254Nowadays, our rapidly evolving world is characterized by constant change. Organizations need to be prepared and responsive to these systematic changes to compete in the marketplace. Today nothing is constant or predictable because the organization is driven by the "3 C" force (customers, competition, change). Rapid adaptation to ever-changing circumstances requires companies to move from structured organizations based on traditional functions to process-based management. By using state-of-the-art process management procedures, organizations can be made transparent, analysable, measurable, and continually improving, and help companies increase their performance and organizational flexibility, and reduce costs. It also helps to recognize when it is necessary to change a process for an effect. In the event of creating well-organized processes, companies are more responsive to changes in the market, allowing them to operate more efficiently, and to carry out development activities easier. Nowadays, development as a new framework focuses primarily on digitalisation, which is challenging for companies to adapt but without this, they would be left behind in the competition. These challenges require radical changes and transformations in the lives of many organizations, which are difficult to achieve. With the development of process-based enterprise management, not just multinational companies can improve their operation, but small and medium-sized enterprises can also move towards digitalization thus inducing development for not only their own but for the economy as a whole.
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The characteristics of civil organisations for sports with special regards to employment
701-711Views:454The aim of our article to compare the characteristics of the civil organisations operating in Hugary and in Romaina with special regards to the employment characteristics of the sport civil associations. We ascertained during our research work that the civil sector of the two investigated countries show several similarities. One of these similarities is the lag from the same sectors operating is Western-European countries. The use of volunteer working is a main characteristic of the employment in the civil sector however the paid work plays an important role too.
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Menedzsment módszerek az Ipar 4.0 tükrében
507-514Views:683The fourth industrial revolution poses major challenges for organisations in terms of technological aspects and from a management point of view, too. Good (effective) management is vital as it can help overcome the difficulties arising from shortages of skilled labour and from cost-cutting pressures, and it can help improve efficiency of resources. Innovations require management methods that support the introduction of industry 4.0. In my review of the literature, I aim to find out how the current level of sophistication in this new field can help managers of SME to better embrace change. Based on the reviewed literature, from management point of view, organisational structure, leadership style and HR practices are key to creating an atmosphere conducive to learning and innovation. In terms of structure, researchers do not suggest one thing to apply, but emphasise that industry 4.0 is characterised by an unstable, changing environment, so it is worth developing a structure that is characterised by decentralisation, few rules, horizontal communication and collaborative teamwork, i.e. much more organic than mechanical. In terms of different leadership styles, it is the transformational leadership that is the most often mentioned, however, in case of industry 4.0, we need even more because it can have various limitations. Even before industry 4.0, literature has highlighted that the recommended leadership style can be defined as the combination of transformational and transactional leadership; research in industry 4.0 in recent years also emphasises that it is the expanded construction of a knowledge-driven leadership style that blends the two, which can best facilitate innovation and learning. Managers can develop employee skills and improve their learning abilities through a variety of HR practices. So the right structure, leadership style and HR prepare the organisation for industry 4.0 by facilitating learning, improving skills and innovation.
