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• Stability and development of Transdanubian agricultural enterprises

  77-82

  Nikoletta Göllény-Kovács

  Erzsébet Péter

  Gábor Pintér

  Views:

  232

  Personal fulfilment, financial security, flexibility, relationships, information, rules - these are all hallmarks of entrepreneurship. Furthermore, one more important factor should be added to the list, which enables satisfaction resulting from reliable income and self-fulfillment: this is openness. An open mind to changes, to novelties, and to the workforce is necessary. The central question of the present research is how to effectively develop Hungarian small and medium-sized agricultural enterprises, especially in the Transdanubian region, by utilizing these factors. In addition to production, institutional and price risks, agricultural enterprises, like other sectors, are also affected by massive labour shortages and resource-intensive development objectives. In the research, primary agricultural producers, micro, small and medium-sized enterprises were surveyed through questionnaire in the second and third quarters of 2019. Using the snowball method, both the development opportunities and the risks were mapped in this sector, mostly among growers. The research results show that there is a correlation between satisfaction and development and favorable workplace relationships. These correlations were presented by demonstrating the relationship between technological development, income satisfaction, stable job creation, and the need to try new developments. However, there seems to be an invisible boundary to development in the examined field, which may stem from uncertainty, and yet, it is important to maintain development and learning activity so that the right knowledge and know-how is available to the business when needed. Since the results show that there is a lack of openness to new technologies among the farmers in the studied region, and this may pose a problem in the future in terms of meeting the expectations of precision farming, it is recommended to focus on innovation in the agricultural sector in Hungary.

• Differentiation of enterprises headquarters and activities

  55-59

  Mónika Lőrincz

  Tamás Köpeczi-Bócz

  Views:

  245

  The University of Miskolc – as part of a needs assessment – took up contact with businesses that have the nature of the industry in line with the strategic objective areas of the institution. The survey focused on industry-wide is so limited, most of the knowledge-intensive company was that the knowledge economy is distinguished by relevant stakeholders through innovation activity.

  The research results of the questionnaire are within the framework of this study, we intend to review how the knowledge-intensive small and medium enterprises differentiate implantation of the headquarters and activities their scope.

  There are two types of embeddedness adapt the functions of universities with the aim to investigate the geographic scope of their activities in the extent of whether there is any impact on the local embedded and engagement.

• A study of the changes in management tasks

  39-44

  Ágnes Bilanics

  Views:

  193

  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.