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Examination of the current and idel organisational culture and leadership elements at the municipalities of the North Great Plain region
117-125Views:124The connection between organizational culture and leadership has been examined by several researchers (Schein, Schmircik, Bass) and it is proven that there is a link between them. The leader shapes the organizational culture and at the same time the organizational culture shapes the leader too. The middle managers of local governments place the major emphasis on the dimension of goal orientation for the future. From the leadership perspective they find charismatic, goal and team oriented leadership necessary for the future.
The local governments have to answer the challenges of the rapidly changing environment. Quick responses and adjustments are only possible if the leader possesses a clear future vision and not only sets short-term goals but plans for the future and estimates the necessities on the long run. It is important to have a leadership with utmost dedication to the organization and to the objectives of the organization. The leaders must raise the interests of the employees, involve them in the process of setting goals and in finding ways to meet those goals, and that the employees should no longer strive to realize their own personal ambitions but focus on the common objectives. This brought transformational leadership to light.
The leader establishes and shapes the organizational culture but the individuals and teams working for the organization have impact on the organizational culture as well. This becomes apparent in the organizational culture as middle managers would place the major emphasis on performance orientation. Performance orientation is a dominant motivation based on excellence, hard work, pre-calculated risk, fore planning, goal orientation and regular feedback, which shapes the leadership too, as the leader has to change as well, in order to run the organization.
Scheins’ standpoint reflects the best the relationship between the organizational culture and the leadership. Schein claims that organizational culture and leadership are interwoven phenomena, as the leader shapes the culture but after a while the organizational culture itself shapes the leader too.
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The Role of transformal leadership in local governments’ efficiency
33-41Views:138Local governments had to respond to the challenges of the dynamically changing environment. A key element of the rapid adaptation lies in the right leadership. The local governments also recognized that the traditional management principles are found not to be effective in today's economic, political and social challenges.
The employees of the organizations are successful in the attainment of leadership, which are planning the next year, performance-based, as well as the leading is diplomatic, charismatic-development, group integrators. The investigated local governments’ middle level leaders believe that in the current economic and political situation only those organizations able to keep up, which emphasize the trans-formal leadership.
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The possibilities and framework of conditions of organisational development at a particular administrative body
63-70Views:109The demand for the recognition, identification and introduction of measures aimed at improving organizational culture and the efficiency of management and leadership plays a crucial role in the life of every organization, including the law enforcement bodies as well. The tasks and responsibilities of the Hungarian Police Force have changed considerably both in terms of quantity and quality since Hungary’s accession into the European Union first, and since the country’s joining the Schengen Zone. We are now facing problems formerly unheard of (e. g. the integration of the police force and the border guard, joining the Schengen Zone, the emergence of new forms of crime). As border control within the Union stopped, organized crime has become more powerful. The changes are by no means over: in order to improve the subjective sense of security of the population and to advance organizational efficiency, a number of changes are being implemented at present. For the internal security of the member states of the Union and for the improvement of the efficiency of police work in the member states, the use of consciously coordinated management methods is indispensable. These efforts are the subject of this essay.
A police force is an partially open system, the work of which is influenced by a number of external processes and factors. The organizational culture of a police force is determined by its traditions on the one hand, and by the demands to develop its functions as an authority and a service provider on the other. It is undeniable that any conscious effort in shaping and developing the organizational culture of the police requires special competences and commitment from the leaders of the organization. Furthermore, it is also necessary to modernize the management tasks. It applies to all the levels of leadership, from the head of a patrol to the supreme commander of the police force.
The organizational scheme of the police force is that of a functional, linear system. Such an organization is characterized by a relatively high degree of inflexibility, a slow and cumbersome reaction to external changes. All these may adversely influence organizational efficiency. It therefore appears to be necessary to examine the present structure of police, and survey the possibilities of modernization. Modernization does not necessarily mean a change in the structure; it may be restricted to changes in organizational culture, the creation of an atmosphere favourable for reforms, and the coordination of diversified structures. In this paper I wish to demonstrate some of the possibilities of improving organizational culture and organization development, based upon the findings of a specific survey.
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The managerial aspect of the police’s organizational development
57-62Views:158During my research, I have studied the relationships of the organizational development and the managerial functions at a specific governmental agency, the police. The police carry out official activities, but also provide a service which essentially assumes two types of contact systems and modes of management. To meet the demands of the citizens and to ensure the effectiveness of the organization, it is necessary to develop the managerial methods applied at the police, on the one hand, and to use certain parts of the organizational development, on the other hand.
The police organization has changed significantly after the integration of the Police and Border Guards. The complexity of the structure and the anomalies in the work load, as well as several researches conducted by myself directed my attention to elaborate an organizational development method that can be applied to the current organization, while it improves the operation of the organization.
The police’s operation and its organizational structure are determined by the laws, thus changing the structure of the organization is placed within relatively narrow limits. The police managers have the soft parts such as human resource development, skills, and management style at their disposal to develop the organization, but their use is isolated and they are not for a long term. The present article aims to present the set-up model related to the organizational development of the police, elaborated by myself, in terms of the leadership and the management styles, whose long-term use may contribute to the efficiency of the operation.
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The presence of the undertaken social and economic role in the university's strategy-making
93-96Views:112It is vital to examine the strategic plans and leadership insights of the university, the faculties, the departments and the institutions in the research of the „third mission” of the universities. Because of the undertaken social-economic role in the region it is indispensable to know the turbulently changing environment (hazards – opportunities), to map the competencies available in the university (strengths – weaknesses) and to recognize the relations between the external and internal environment. It is an important factor to define the strategic directions of the departments, examining them in direction dimension (pro-active – adaptive) and in role dimension (top-down – bottom-up). The main objective of this research is to recognize the formal and informal strategic visions of the institutes and departments in the Centre for Agricultural and Applied Economic Sciences of the University of Debrecen, and to examine how these visions are related to the university's role in the regional innovation system.
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Connection Between Leadership and Communication
248-255Views:68Discussing communicationis not an easy job as it is about one of the most important symptomps of life, which plays an important role in all social humanic processes. Ways and devices of communication, communicational system of society developed – while in constant connection – with daily activity, social relations, bodies and structure of society.
Communication takes a prominent part in all forms of management. By the help of this article I would like to demonstrate what importance communication has according to literarure and what relationship can be experienced between communication and management. Is D’Aprix statement reliable saying “communication is management or more properly drafted management is communication”?! -
Congruency Analyses in Agricultural Organizations
56-61Views:66Management is one of the ancient activities. Managerial behaviour helped humans to become sociable creatures. The aims and roles of management have continually changed along with social and economic changes. Some management theories in the early literature interpret the managerial function as „to instruct” and „to control” subordinates. The manager – having the appropriate authority – unilaterally appoints the expected activities in accordance with the objectives of the organization and his/her own wish. Its form is the instruction or the command.
Later, organizations and management theories defined the managerial function rather as the impact on the employees than (or instead of) a unilateral manifestation of will. These focus on collaboration and imitation instead of on obedience. These theories were based on the fact that the employees work hard to succeed in meeting organizational goals because they want to meet their own needs, desires and wishes.
Today, management means being in a relationship with colleagues, effective and successful working methods and, last but not least, commitment and liability for the company. The responsibilities of directors are to estimate the employees’ competences and to apply the workforce expediently.
In our opinion, the two most important questions of human resource management (HRM) will be:
• the expectations made of the manager by the subordinates,
• the expectations made of the subordinates by the manager.
The expectations of management have continuously evolved along with the social, political and economical improvement. We consider the most important requirements will be the following:
• the exploitation of employees’ abilities (especially the leaders’),
• the exploitation of human resource,
• aim-oriented leadership related to different management levels.
The actual research covers only the examination of managerial requirements. We experienced that the expectations are affected by many factors starting with the fulfillment of a specific task to the social environment as a whole. Managements of the last century did not require such self-reliance, creativity and broad knowledge from their subordinates as they do today. Employees have to be able to adapt to new tasks, technology and methods; have to react quickly against the problems; and be loyal to the company and the manager.
We plan to expand our research backwards as well, in which we will search for the answer what kind of expectations are formulated by subordinates on the manager. Thus, we can approach and reveal the expectations (the examined factors) from two sides.
Due to this method, we would like to work out such coherences which can help us to demonstrate the opinions of the differently qualified employees of the organisations. The applied method provides us facilities to carry it out in various organisational parameters, such as functional form, size, effectiveness, range of activity. -
Economic policy strategy of UNITAB
83-90Views:71Under the leadership of the International Association of Tobacco Producers – UNITAB – there is a struggle going on for stabilizing the situation of European tobacco growers. UNITAB unites the tobacco associations and tobacco growers of all EU countries.
Tobacco production ensures economic stability for more than 100 thousand small- and medium-sized farms in the rural areas of 10 EU countries. In addition, its social importance in the survival of rural communities is emphasized by the 400 thousand direct or related seasonal jobs.
Within the framework of the CAP reform, the European Union is gradually changing the regulations of production. This is based on the decoupling of subsidies, which will be implemented in two phases. Between 2006 and 2009. the decoupling will be 40% and then after 2010, 50% (the other 50% will be used for restructuring within the second pillar). The question is raised, how will the second 50% be restructured to the second pillar. Between regions and how it can be ensured that this support would go to tobacco production.
With its participation in the principles of the European Tobacco Charta, UNITAB targets for production under economically-balanced conditions, the production of products meeting the customer requirements, consideration of the working conditions (especially for seasonal workers) and adherence to the health regulations related to the consumption of the end product already in the production and environmental protection. They aim to ensure the survival of the sector via tobacco growing with sustainable development and high quality. To maintain the continuity, there is a need for the support of regional, national and EU authorities. Future of the sector is dependent upon adaptation of tobacco growers and upon meeting the social expectations.
According to UNITAB, efforts should be made to modify the decisions so that the majority of the funding could be used by the grower. The tobacco industry has been able to effectively fight for its survival. -
Managerial aspects of operating performance groups in agriculture
43-46Views:64Although we often witness groups, teams operating on various fields of life, we have not learnt much about various types of groups and teams in the agricultural sector, little is know about operational rules, internal properties, even less the managerial aspects. The Department of Management of University of Debrecen has been conducting research in this field for many years. In the framework of the research program, I have surveyed the managerial approach to identify main and typical characteristics of performance groups.
During my researches I was determined to find out more about internal rules, relations and characteristics.