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• The study of group and team management in agribusiness companies

  75-77

  György Szabados

  Views:

  117

  For almost three decades now that the operation of groups and teams became highlighted by scientific examinations and widespread acknowledged leverage for improving corporate efficiency and effectiveness. Much is known about general conditions of operation, still little is known about managerial attitudes, behaviour in operating them. Considering the agribusiness sector, we have hundreds of years of traditions; although operational rules, internal properties, managerial aspects are poorly acknowledged. The Department of Management of University of Debrecen has been conducting research in this field for many years now. Its research program enabled me to work out a questionnaire for surveying agribusiness organizations so that I could identify major and typical characteristics of performance groups. In this article I intend to more precisely describe internal rules, relations and characteristics of this phenomenon.

• Analysis of time management and self-management work practice by leaders – a focus group study

  133-140

  Erzsébet Gyopár Csapai

  Dorottya Varga

  Szilárd Berke

  Views:

  564

  Nowadays excellent leadership is one of the foundations of high organizational performance. Leadership excellence is a complex topic but efficiency and effectiveness are important components of it. These are closely linked to self-management and time management. In our focus group research, we asked senior executives about how they organize their average workday. We used two theoretical models: the Blue Ocean model and the Franklin Covey time-matrix. According to the participants the key component of effective self-management is the time management. In their leadership practice they often use a digital task manager, a workshop, an informal meeting as a tool and they find knowledge sharing also very important. They try to approach their employees empathetically. They would like to reduce the administrative tasks, spend less time on correspondence, travel and “small talks”. They would like to spend more time on automation and communication, further training and team work and dealing with the employees. They think that strategic planning, market analysis, sales, knowledge development and transfer should require more planning.

  JEL code: M12