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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 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 relationship between the organizational culture and the individual attitude, particulary the question of individualism and collectivism
165-170Views:84There is considerable consensus regarding the development of organizational culture; namely, that culture is the result of socialization, evolving through a social learning process. However, the mechanism of the process itself, along with the factors influencing it, raises a number of questions that are researched by different schools of thought. Some of the contextual factors that affect the development of culture, such as the characteristics of national culture or charismatic and other dominant people as role models, seem to be quite influential, especially when other influential factors affect these as well. Value analysis can be helpful for understanding the essence of organizational culture, and it can reveal underlying, hidden phenomena. The results of these studies depict organizational culture as a list of values or as a hierarchy. Values carry emotions as well, that may refer to their link with attitudes and to the fact that the two can be mixed up. The latest innovations in action and thought were the results of the political changes of the 1990s whose implications can be identified in both individual and national values. Changes of views and attitudes also emerge in the changes of collectivist-individualistic thinking and values which become part of the organizational culture and value structure according to value-centered analyses. The changing values define and influence our own opinions, identity, and, in turn, our behavior. Values reflected by our behavior and actions are to be guided by the harmony of individual, organizational, and national value systems. The lack of this synergy results in the dissonance of contrastive values and blocks actions. This, in turn, interferes with individual productivity and thus slows down organizational productivity as well. Our goal should be the synergy of values which creates the harmony of individual thinking and behavior since this harmony is the basis of success and productivity.
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Changes of legal forms at professional football ventures
141-146Views:142Since the ’90s professional football has been going through an unprecedented economic growth. The football ventures are becoming more and more middle-sized companies. In football there are organizational changes, which are reflected in changes of legal forms of professional football clubs, and in using of modern controlling, planning, risk and financial management. In this paper we primarily wish to show the specificities of legal forms in German professional football, because we believe the German model is the best example for the future development of football around the world, and we believe this would be most advantageous towards our future development at home.
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Study on Human Resource Management in Agriculture
171-181Views:73The human factor has been reassessed with regard to strategic initiatives towards obtaining and preserving competitive advantage. Knowledge, experience and special skills are a specific form of capital, forming part of the organisations’ assets and serving as an organisational strategic resource. Their development and use require major investments, both on the part of the individual and the organisation. In a Europe undergoing integration, the quality of human resources enjoy priority among our really important values and specific features. The opportunities of the near future can be utilised, and agricultural economic organizations can survive and increase their organizational effectiveness, if they possess a basis of human capital which is able to make a shift in perspective and behaviour which is of primary importance from the point of view of incorporating market mechanisms and implementing them in practice. My investigations were focused on the current position of human resource management in a comprehensive manner; further, on the approach of top managers regarding the future. Analysing the business and other indicators of the companies studied, I have set the objective to describe the differences and special features of the human resource management practice of companies, which are different in size, operational form, and from the perspective of success or failure.
Human resource management is directed to attracting, retaining, motivating and utilising labour. A given work process can be successful or unsuccessful – given the same conditions – depending on who performs it. Therefore, human resource management related tasks require special attention when enterprises are planned, established and operated. On analysing the responsibilities of human resource management, I have found that the functions and responsibilities of human resource have low or medium importance in the operation of economic organisations today. Regarding the future, top managers have expressed higher expectations of human resource management responsibilities in all areas and they consider individual functions to be more important. The establishment and operation of a human resource information system has been presented as the most important need for change. Correlation analyses have proved that the higher the sales revenues of a company, the higher the development of human resources is regarded by its manager, and the same holds for training, career support and a proper establishment and continuous evaluation of job profiles. -
Economic Assessment of Biodiesel Production for Hungarian Farmers
72-76Views:74Utilisation of oil of plant origin as a fuel is gaining acceptance in the European Union and elsewhere. Besides environmental protection, energy saving, and decreasing over-production of food. Additionally, the subsidisation of farmers and the development of rural sub-regions also contribute to its spread. This study specifically focuses on the direct effects biodiesel's raw materials and final products are now having on farmers, while reviewing and quantifying these effects. I have purposely restricted my analysis to these two elements of the biodiesel chain.
The biodiesel chain seems to be a great method for improving the economic and social position of participant farmers in many ways. Presently, the profitability of raw materials’ production looks to be the crucal point in the chain, and could be strengthened best with intensive, habitat-specific agrotechnic. It would only be possible to reach a favourable profit margin for farmers if yields reach unrealistic averages or if there is a significant hike of the 2000 producer’s price in the oil plant branch.
The main attraction of sunflower- and oilseed rape production lies in the stabilization of market conditions, which is not only gong to appear in oil plant branch but – thanks to the reduction of outputs – also in the cereal branches. Better economic safety for farmers may play a role at least on the same level as in plant production, which involves more risks than profit maximalization.
The reduction of the prime cost of biodiesel could be possible through the direct combustion of the whole oilseed plant or its residues or electricity production using them. Whereas energy demand for biodiesel production is low (appr. 5%) but it needs subsidization and the prices of natural gas and electrical energy presently look favourable in Hungary. Additionally harvesting and baling of the residues is technically problematic, which is why their use may seem to be reasonable just over the middle or long term. Another possible factor of cost reduction could be the centralization of some partial operations, which needs serious financial resources to reduce amortization cost per product, provided there be several biodiesel projects near each other during establishment. Creation and operation of a logistical system could also be a good method for improving the viability of the biodiesel chain, in order to optimize transport schedule and distances. However there are also some organizational difficulties in this case. -
Changes in Managerial Functions in Agriculture
64-71Views:72Managerial activity is a process constituted by well separable functions, tasks. The functions and the content of managerial activity are influenced by several factors.
This multi-sided affectedness focused our attention on the analysis of management tasks. We aimed to formulate responses for the questions how and to what extent the activities and tasks of organizations define the tasks and functions at the given organization. On the basis of interview surveys, we analyzed the following managerial tasks: functions concerning information, communication, planning, decision-making, organization, control. The interviewed had to rank the factors influencing management tasks on a scale ranging from one to five. On the basis of the activities and tasks of organizations, we defined three types. The scope of this study does not allow us to publish all the results related to the above-mentioned managerial functions, so we can only present some, which are of interest.
Our findings suggest that the realization of certain management functions is influenced by several factors. Without striving for completeness, we could only evaluate 9-11 factors per function. The evaluation of information sources is considerably differentiated in terms of the activities, tasks of organizations. In the assessment of plans, the potentials for realization and repetition were judged differently, whereas non-organization changes and individual planning similarly. The findings of impact factors in decision making are largely different, as well in terms of organizational activities, but all the interviewed ranked the interests of the organization high. Analysis on control indicated that managers attributed higher importance to issues of content than to methodological ones.
Our investigations follow Fayol’s classical groups based on managerial tasks. We studied the following five tasks in the process of management: information tasks, planning, decision-making, instructions and control. We performed our studies with the inclusion of agricultural organization managers, with questionnaire surveys. The interviewed were asked to qualify the impact factors on the five investigated management tasks on a scale ranging from 1-5. We identified the following company groups: small company, medium company and large company.
We performed our analysis on the basis of company sizes as well, seeking to formulate responses on how size influences the qualification of the investigated factors.
Our findings suggest that the interviewed company managers attribute higher than average roles to the tasks of the management process. The qualification, ranking of management tasks are considerably influenced by company sizes. Relationships and venues are important in the implementation of information tasks, whereas the viability of plans is essential in the process of planning. Usefulness and company interests are highlighted in decision-making. In the case of instructions and decision-making, we stressed the significance of content elements as opposed to formal ones. -
The launch on the way to development or the „revival”... (Comparisons of theoretical and practical approaches apropos of the change and crisis management process of smes and mature companies) .
65-70Views:67Hungarian SMEs, just like those in other EU member states, often cease for various reasons. Among these factors are many, which should not necessarily turn out this way. These factors are studied in numerous countries while the attempt is also made to create the systems of conditions for these enterprises to recover – often through various aids and supports (from public supports to non-governmental initiatives). Among other things they are trying
to organize those services with the help of which – if there is the slightest hope for survival – those SMEs in trouble or having serious difficulties could avoid going down by recovering from
their problematic situation and getting improvements.
These days this issue comes up more and more urgently in Hungary, as well. It has quite a few signs indicating that – among other things – the reports, the enquiries and commissions of the
National Association of Change and Crisis Managers (VOE), all of which – just like "thermometers" – reflect this tendency well.
I have been doing research on this topic since 1993. As an expert I utilize them, and as a VOE member, vice president, then president I process the relevant Hungarian but mainly French
experience on the subject. I intend to present those few theoretical and practical results and applicable experience I have reached this way in this presentation of mine. -
Paradigm shift in the area of specialised social care in Hajdú-Bihar county
253-257Views:83This paper tries to find the answer through an already working practical example how to save money on the social supporting system maintenanced by an elderly society. With the help of basic structural and organizational rearrangement, the social institutions, run by settlements and local goverments, can be helped to ran better and gain savings at the same time.
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Methods for the examination of the role of the time factor in managerial and organizational processes
24-32Views:60managerial 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.