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• Congruency Analyses in Agricultural Organizations

  56-61

  Anikó Tóth

  Views:

  82

  Management 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.

• Methods for the examination of the role of the time factor in managerial and organizational processes

  24-32

  Éva Bácsné Bába

  Views:

  76

  managerial efficiency. The system of investigations is in accordance with the method elaborated and applied by the Department of Management Science of UD, CAS, Faculty of Agricultural Economics and Rural Development (Berde, 2003). This method involves questionnaire interviews and corporate data collection. The first part of the questionnaire contains data with respect to the company, while the second part focuses on the manager being interviewed. The third part is a closed, directed interview-based preference assessment. I aim to assess the sample at my disposal in order to test the research model.
  In the course of the assessment of questionnaires, I apply descriptive statistical methods for the assessment of the personal and professional features of the managers interviewed and the characteristics of the companies. In the case of questions substantively concerning the time factor – resource, managerial function, reaction time, and impact assessments – I carry out hypothesis testing. I draw up a zero hypothesis, whose appropriateness I test by means of statistical methods. I usually apply rank correlation for the evaluation of the relationship between the variables measured on an ordinal scale in my investigations. This can be applied if not the exact values of the given variables, but only their order in one respect or another is known. If the group building criterion is two-variable Mann-Whimey, if a multi-variable Kruskal-Wallis trial can be applied, which, after the rank transformation, gives information about the acceptance or refusal of the Ho hypothesis through the average of the ranks. The model also contains the managers’ evaluation of the time factor in management work.

• The managerial aspect of the police’s organizational development

  57-62

  Edit Elekes

  Views:

  179

  During 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.

• A study of the changes in management tasks

  39-44

  Ágnes Bilanics

  Views:

  118

  Determining the scope of management is difficult owing to the terminological uncertainty, which can be experienced often. The terms of management theory are interpreted differently not only by the general public but also by the highly recognised specialists, researchers, and instructors of this special area. The reasons for this can be found in historical preliminaries, the different social environment, attitude and approach. The definitions and the content of the terms have been modified and developed in parallel with the social and economic changes (Berde, 2001). The consequences of the economic changes of the past decade have significantly affected the conditions for the operation of management, the management structures, the ranking and importance of management tasks. The differentiating of corporate sizes, the increase in the number of small and medium-sized enterprises, the simplification of the production structure, the decrease in management levels, the strengthening of proprietary positions, and the continuous changing of the market economic environment are all influences that also affect, determine and continuously modify the management tasks.
  Everyone knows what a manager does. Still, it is not easy to determine what it does all day as his or her work is such a complex activity where the management tasks are present in a complex way, weaved into each other. Nevertheless, the separate management tasks appearing in the management activity can be defined well, can be separated from each other clearly, enabling us to study and analyse each management task separately.
  Based upon the findings of a face-to-face questionnaire survey, this essay aims to present that, according to the managers, to what extent the judgement of management tasks has changed and to what extent the applied management tasks specialise based upon the extent of relation to the company.

• A vezetői elégedettség vizsgálata egy mezőgazdasági szervezetben

  77-81

  Ágnes Barta

  Views:

  95

  Human resource managers are able to plan and organise activities which influence their own and other peoples’ performance, and also make necessary corrections on the basis of those performances. Managerial skills, experience, type of abilities and competencies each play a definitive role in organisational decisions. On the other hand, the second determinative factor of managerial performance is the organisation in witch they work.
  The goal of my survey was to analyse contentment of different level managers at Szerencsi Agricultural Rt.

• Managerial Questions of Human Resource Management in Agriculture

  45-54

  Csaba Berde

  Views:

  102

  Human resource management has many charasteristics in the field of agriculture, which should be taken into consideration from the point of view of management. Becoming a farmer is a result of a socializational process, in which tradition has a determining role. The ratio of unqualified labour in agriculture is high, compared to other sectors, and the situation is similar considering age. The number of employees is continuously decreasing; and this kind of work is determined by seasonality. Fluctuation is high, and methods for evaluating production are not well accepted. Managerial expectations changed considering labour. According to experimental results, the importance of qualification has decreased, while suiting a specific job and its duties has become more important.

• The comparative evaluation of the preparedness and development of graduates

  127-133

  Eszter Bakos-Tóth

  Views:

  89

  The skill of dealing with people was given a special importance by the persons interviewed during my examination by means of questionnaires although most of the specialist works I
  consulted did not pay too much attention to this fact. When asked about the particular fields of further studies, only a small proportion of the respondents regarded the development of their
  personality important. I think to dissolve this paradox is necessary as without the development of personality it is impossible to improve interpersonal skills, that is one of the basic pillars of good performance at work. Regarding that it is the graduates who fill managerial posts, dealing with people belongs to one of their tasks.
  Among the respondents if the first degree were from a college and not from a university, the greatest proportion of those studying further would live in Heves and Borsod-Abaúj-Zemplén counties. However, this connection cannot be proved in Budapest. Individual motivation is the main drive of studying further after obtaining a degree in a greater and greater proportion.
  The graduates’ studying further is significantly directed to acquiring extra knowledge rather than a totally new profession and they get a deeper insight into the knowledge necessary for
  their profession driven by their own motivation.