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Opportunities and obstacles of areabased partnerships in rural Hungary – main features of the operations of leader local action groups based on a nationwide survey
109-117Views:189Based on the results of our questionnaire survey, our study presents the major operational features of LEADER LAGs established in Hungary in the second half of 2007. Our national survey indicated that most of the partnerships established do not have experience in the implementation of community-based rural development programmes and there are no traditions and practices for development cooperation, which may cause problems as the success of programme implementation highly depends on the preparedness of local society, on the cooperation of local people. The survey indicates that the development of areas covered by LAGs is hindered by so-called soft factors characterizing human resources (rural people and communities). Therefore human resources are not only factors of the rural economy but areas for development as well. Having examined the tasks of LAGs,it can be established that they deem it to be their principal task to grant support funds.Inouropinion, performance of this task is obviously necessary but far from sufficient to fulfil their catalyst role expected in local developments. For this purpose, it is essential for action groups to play a proactive role in organizing and thereby increase the capacity of local communities, a prerequisite for implementing a LEADER programme. In accordance with the basic principle of subsidiarity, rural development should be implemented locally, managed by local communities, and decisions should be made at local levels in a decentralized manner. At the same time, the survey points out that LAGs operate under strong government influence and control, leading to the conclusion that the Hungarian practice of the LEADER programme is characterized by decentralization without subsidiarity. In the present structure, the activities of LAGs are predominantly financed from central resources.Administration is the primary goal of their financing, which restricts their effective and efficient operations, thereby the successful implementation of the LEADER programme. It is unquestionable that LAGs need to be centrally financed since their operation is fundamental for programme implementation, but this requires more than acting in their present role of distributing resources. In order for action groups to fulfil their real roles to boost local developments, they need to recognize their mission; and from the financing and regulatory side, they must be enabled to complete the tasks expected from them and their function.
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Examination of leader communication in agriculture
41-47Views:174My doctoral and research topic was significant in the examination and analysis of leader activities in the framework of a functional, modularly constructed empirical research program of the Department of Management Sciences. I could make statements and correspond about leader activities; these exercises and the influential factors on these activities were studied by the examinations and analyses of leader communication. In this article, I will demonstrate the research I made in on agricultural communication, as a Ph.D. student in the Department of Management Sciences.
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Effectiveness, efficiency and sustainability in local rural development partnerships
31-37Views:186Due to the ever-increasing role the LEADER approach is playing in realizing rural development policy, Local Action Groups (LAGs) have become key actors in the institutional system of rural development. Through their activity in supporting and improving local development, they represent a spatial organizing force in rural regions. Their operation can effectively contribute to the competitive and sustainable development of their local area, within the framework of European rural development policy. Compliance with this role requires the active and conscientious work of the LAGs, both in the process of programming and implementation. In this paper, we aim to present the impact mechanism of the operation of LAGs and its determinant factors. Based on expert evaluations, we investigate the experiences of the implementation of the LEADER approach for rural development from the viewpoints of effectiveness, efficiency and sustainability.
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Agri-environmental management and rural development: Hungary after EU accession
35-40Views:138In Hungary, similarly to developed countries, the share of agriculture in the GDP has declined. Even so, preparation of the sector’s long term strategy is crucial, as the role of agriculture exceeds the results represented in the GDP. Environmental and social functions of agriculture are revaluated in developed countries, and consumers at the end of the food chain actually govern the entire process. This is why information plays an increasingly important role, and gives signals (Verbeke, 2005) to the actors in the economy and society. This research area is diverse (including agricultural policy, environmental policy, rural development and sustainable development), and so I applied an interdisciplinary approach and conducted an integrated examination. The results show that in recent decades, the pressure of agriculture on the environment has been lower in Hungary than in the EU-15 and agri-environmental measures have taken hold in all types of land-use systems, even though they are more important in protected areas. Although this development provides a good basis for a long term strategy social capital has lost strength (Csath, 2002), so fostering the creation of internal and external rural networks – one instrument for this could be the Leader programme – is essential for sustainable rural development.
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EXAMINATION OF NARCISSISTIC AND MACHIAVELLIAN CHARACTER TRAITS IN LEADERS
Views:200The leader is a person of essential importance in the life of an organization. Someone who can keep things in order. All of this is a very diverse task that requires countless skills, which affects the organizational culture, the success of the company, the satisfaction and efficiency of the employees. The objective of my research is to examine whether narcissistic and Machiavellian traits appear in individuals with leadership experience, and how they feel about the issue of empowerment and certain assertive situations. The sample of my research was 102 leaders. I made sure that there is a correlation between the mentioned variables.
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What kind of effects had the global economic crisis on the attendance of the NBA games?
141-145Views:156The global economic crisis of 2008 had effects on the world at all levels of life. It caused serious problems and difficulties in professional sports as well. In my paper I will try to show what kind of effects the global economic crisis had on one of the best organised championships of the world. What effects it had on attendance? How this influenced the prices of the tickets to the matches?I am going to show those marketing and financial steps, which were made by the championship’s leader corp and the teams participating in it. I think the teams could moderate their losses by making different special offers, drafting new players and being opened for the foreign countries, I think this will lead to an increase in attendance in the next few years. Finally, I will try to make a future forecast of attendance.
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The role of leaders’ emotions
103-108Views:319Western cultures support the notion that the ideal ‘professional’behaviour for a leader is primarily rational and carefully controlled emotionally. The relationship of reason and emotion is often played out as one of mutual exclusion, and moreover as one representing hierarchy of leaders and followers. Power positions in most organizations are ritually emphasized through strict emotional control/suppression. Thus this display of unemotional rationality is held to be synonymous with control, may actually belie emotional and psychical insanities, and indicate organizational incongruities. Since, emotions play crucial role in the regulation of workplace relations. Negative emotions are the basis of awareness and positive ones are that of trust, and hence they both are needed in everyday situations. Leaders’emotions can be used as tools to motivate and to express individualist attention and caring. However, this use of emotions as tools may come at a price for those leaders who are less apt at emotion regulation. In sum, workplace is an emotional place and it is of best interest of the organizational members, – both the leaders and those led, – to understand the leaders’genuine and displayed emotions, their antecedents and their consequences.
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Changing patterns in hotel room demand – case study of the Aquaticum Debrecen Thermal and Wellness Hotel
51-55Views:128Aquaticum Debrecen Thermal and Wellness Hotel is a very successful lodging property not only in Debrecen but also in the Northern Great Plain Region and in the Eastern part of Hungary and in point of fact in Hungary. In the past yearsAquaticum Thermal and Wellness Hotel has been the leader in the region by revenue per available rooms (RevPAR). RevPAR indicates the overall performance of properties, accordingly it is the most commonly used statistical indicator in comparison to competitors in Hotel industry. In the past years, demand for Hotel rooms has changed. This changing has several signs. For instance the occupancy rate, the rate of domestic and foreign guests, the nationality of foreign guests, the time between booking and travelling, andm many other demand patterns have changed. During the last year, the changing has been accelerated by the global economic crisis. Guests are waiting with their bookings hoping for better rates and last minute offers. The forecast of demand became much harder than ever before. These forecasts are basic ingredients of the revenue management systems, which systems are in use or will be in use by Hungarian Hotels. These systems are necessary to keep RevPAR at a higher level and to help Hotels to achieve better performance.
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Changing patterns in hotel room demand – case study of the Aquaticum Debrecen Thermal and Wellness Hotel
43-47Views:180Aquaticum Debrecen Thermal and Wellness Hotel is a very successful lodging property not only in Debrecen but also in the Northern Great Plain Region and in the Eastern part of Hungary and in point of fact in Hungary. In the past years Aquaticum Thermal and Wellness Hotel has been the leader in the region by revenue per available rooms (RevPAR). RevPAR indicates the overall performance of properties, accordingly it is the most commonly used statistical indicator in comparison to competitors in Hotel industry. In the past years, demand for Hotel rooms has changed. This changing has several signs. For instance the occupancy rate, the rate of domestic and foreign guests, the nationality of foreign guests, the time between booking and travelling, and many other demand patterns have changed. During the last year, the changing has been accelerated by the global economic crisis. Guests are waiting with their bookings hoping for better rates and last minute offers. The forecast of demand became much harder than ever before. These forecasts are basic ingredients of the revenue management systems, which systems are in use or will be in use by Hungarian Hotels. These systems are necessary to keep RevPAR at a higher level and to help Hotels to achieve better performance.
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Use of methods and tools for an effective small and medium-sized enterprise in Szabolcs-Szatmár-Bereg county in Hungary
Views:199Small and medium-sized enterprises form the engine of the Hungarian economy, both in terms of their number and their employment rate. Therefore, the efficient operation of this sector is in the interest of many economic actors. However, experience shows that today's SME sector still needs to develop in many ways to become efficient. This study aimed to analyze whether SMEs use the necessary methods and tools to be efficient. Planning and the development of strategy are very important methods and tools for efficient and organized work, as it defines and clarifies the direction taken by an enterprise. However, the survey and the in-depth interview showed that they are not necessarily considered important for the participating SME leaders. According to the interview, one of the reasons is that SME leaders have a better understanding of everyday tasks and their implementation than the managers of large companies. Furthermore, in most cases, the SME leader is personally involved in everyday work. This provides the advantage of having the opportunity to fully understand the enterprise, thus managing, and developing it more effectively, as he or she can intervene more flexibly, faster, and more accurately if necessary. However, due to the small size of the organization, the manager also must perform the tasks of several functions (marketing, management, finance, etc.), which require multidisciplinary knowledge and skill. In SMEs, due to their specificities, it is difficult to apply best practices in large enterprises in both management and various functions.
JEL code: M21
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