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The possibilities and framework of conditions of organisational development at a particular administrative body
63-70Views:121The 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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Examination of the current and idel organisational culture and leadership elements at the municipalities of the North Great Plain region
117-125Views:173The 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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Change management at clusters: first results of a change management survey among clusters at European level
81-85Views:117Change is a natural characteristic of organisations at the end of the twentieth century and in the upcoming ages. The dynamism of the environmental effects and the heterogeneity of the environment urge organisations to continuously adapt to these changes. It means that organisations and clusters which are more or less agglomeration of organizations should be open to external influences and those organisations responding faster are more viable. From the professional literature several change management methods and tools are known. However, few sources deal with clusters. A cluster is also a unique organizational structure: its specialty lies in the fact that even large clusters are built up from smaller organisations in an environment where flexibility, rapid economic decisions and high level buoyancy is needed. The question is whether the general change management methods and approaches can be interpreted regarding clusters.
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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:82Hungarian 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. -
Distribution of family farms according to estate size and land usage in Hajdú-Bihar County
130-136Views:90In harmony with European tendencies, the role of agriculture and its share in GDP output, as well as in employment, is continuously decreasing in Hungary and Hajdú-Bihar County. At the same time, according to the specialized literature, the role of agriculture is still extremely important in the income of the rural population and in easing the present social tensions, and this will not change in the future. The economic and social processes of the last one and a half decades caused radical changes in agriculture. The above-mentioned processes resulted in new property and organizational structure in the field of leasehold and land structure. The rational land concentration which came to pass in the last few years can be mentioned as a favourable tendency that improves the efficiency of agricultural activities, as well as the more effective land usage accompanied by this process. In addition, it supports the integration with principles formulated in the Common Agricultural Policy. In this study, I survey the effects of established processes and the change of land usage in the case of individual family enterprises in Hajdú-Bihar County. The choice of the examination area was motivated by the higher proportion of agricultural area in comparison with the national average and the fact that this sector has great importance today, too.
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Study on Human Resource Management in Agriculture
171-181Views:93The 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.