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The role of the time factor in the manager functions
101-108Views:148The role of the time factor in management is increasing. Change directs attention to the time factor from the point of view of the organisation,and management does the same from that of the person. I examined the time management practice of managers of organisations related to agribusiness, and the reaction time characterising the adaption ability of the organisations through a questionnaire survey. I analysed the collected data with scientifically established statistical methods. During studying resources, managing tasks, change, reaction time and effect I explored the features of time as resource, the significance of the time factor, the improvability of time efficiency in the different managing functions, the factors supporting and hindering the quick reaction of organisations, and what rearrangements can be seen in management work nowadays.
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The role of mental budgeting in healthy financial behavior: a survey among self-employed entrepreneurs
15-25Views:275Self-employed entrepreneurs (without personnel) manage their business and household finances at the same time. Both domains tend to interact with each other. In this study, it is studied whether and how self-employed entrepreneurs manage their finances. More specifically, the role of mental budgeting and time orientation in healthy financial behavior is studied. Mental budgeting is a way to manage expenses. It entails setting budgets, making reservations on budgets, compensating after too much spending on a budget, and non-fungibility (treating money as earmarked and categorized). It can be expected that self-employed entrepreneurs using mental budgeting strategies behave in a more healthy financial manner. Survey data were collected among self-employed people without personnel in The Netherlands. The survey contained, among others, questions about the company, time orientation, financial management, tax attitude, reported tax compliance, and concern or worry about the future. Questions were factor analyzed using principal component analyses. The resulting scales were used for further analyses. Regression analyses were performed to predict concern or worry about finances, financially restricting to and exceeding budgets, and reporting tax compliance. In this paper, two components of time orientation are distinguished: awareness of consequences and carelessness about the future. From these components, four orientation types of self-employed people were obtained. The orientation type focusing on long-term consequences shows more healthy financial behavior, whereas the orientation type focusing on the present and less on consequences shows less healthy financial behavior. Responsible and healthy financial behavior of self-employed entrepreneurs is related to focusing on long-term consequences, using mental budgeting, and keeping one’s budgets. Aspects of mental budgeting are predicting worry about business finances. Differential effects of mental budgeting were found on restricting one’s budgets, and exceeding budgets, respectively. Of two measures of future circumstances (work disability, pension), only pension measures were predicting worrying about finances. Mental budgeting was not related to tax compliance, except for fungibility. Past tax behavior is predictive of other (past) tax behaviors. Fiscal history measures prove to be correlated with present measures.
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The PLACE OF AMORTIZATION AMONG COSTS, AS WELL AS EFFECT OF DIFFERENT DEPRECATION CALCULATION METHODS ON MANAGEMENT FROM BUSINESS ECONOMIC AND FINANCIAL VIEW OF POINT.
Views:152In our article, we try to present the place of amortization (depreciation) among costs, based on several aspects. After that, we will present the different description methods based on their characteristics, giving priority to what their use means for the entrepreneur. We support this with the help of model calculations. We present what mean the amortization accounting methods assuming that management is without inflation or between inflationary conditions. Based on this, we try to formulate proposals on how state intervention how could help businesses in inflationary economic conditions beyond that it would be more permissive in the choice of description method. Following the business economics approach to the question, we will examine the effect of amortization on tax base and the income, taking into consideration financial and accounting aspects. Considering that the use of the fixed assets and thus the expected return period takes several years, we must attention to the careful planning of the amount of replacement costs. When determining the required capital value, we cannot ignore the time factor, the time value of money. The required value of capital accumulation supplementing amortization per period is determined using the annuity method.
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The economic and social role of private farms in Hungarian agriculture
33-41Views:186The situation and importance of private farms in Hungary have significantly changed and are still changing due to the political and economic regime change of 1989-90 and subsequent events. The aim of this study is to provide – unlike the practice of the last two decades – an impartial review of the social and economic role of Hungarian private farms. To demonstrate the changes occurring in private farms, we rely on the data of the Hungarian Central Statistical Office (HCSO-KSH)such as the General Structure Surveys, the Farm Structure Surveys, and tables from the online stADAT database.
From the point of view of methodology, time series analyses (2000–2010) were performed in the framework of this secondary research. Our hypothesis that private farms in Hungary deserve much more attention than previously, from the perspective of the output of Hungarian agriculture, food consumption and, last but not least, employment (the environmental factor was not examined this time) has been clearly confirmed. The role and significance of this group have also been exceedingly important since EU accession, particularly in the fields of horticulture and animal husbandry, and the strengthening of these positions is indisputably a national economic interest. -
Empirical research on corporate strategies in Hungarian dairy industry
169-179Views:190Corporate strategy has never been as important as it is nowadays. Markets are changing rapidly because of consumer demands, innovations, information flow and economic changes. Our paper concentrates on Hungarian dairy industry (hereinafter dairy) and four main objectives were defined to be analysed: (1) domestic dairy company features, (2) main strategic characteristics, (3) how companies’ strategy resonates on the consumer side and (4) companies’ financial background were analysed as well. A company database was made in order to prepare for the primary research and to understand better the nature of today’s market. B2B (26 companies) and B2C (503 people) surveys were used in order to gain primary data. In 2017 132 Hungarian companies were observed in milk processing, but 44% of the market participants are not present in dairy competition. It is a fairly fragmented market structure because 10-20% of the annual turnover is accumulated among the 80-90% of competitors. The factor analysis of the data proved that the dairy companies followed m strategies at the same time; and it is assumed that most of them are unconscious. Strategically, the majority of the dairy sector is not up-to-date and modern enough. SMEs sector management skills and strategic preparedness are considered to be out-of-date and insufficient. Strategic planning can possibly have an influence on financial results, which was only partly proved by the analysed criteria system. The production and use of own raw milk supplies might make companies experience financial benefits. Nearly 78% of the respondents would rather purchase goods made from own raw material. The willingness to pay a higher price for this was in average 5-15%.
JEL Code: L1, L66
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Analysis of the influential factors on gross value added in the Hungarian sheep sector
107-112Views:143The competitiveness of the Hungarian sheep sector has been in steady decline for some time now. Crucial has been the problem that the value added in the sector is not generated in Hungary, as most of the produced lambs in Hungary leave the country with an average weight of 21 kilograms, with slaughtering happening abroad.A model has been constructed for our investigations, which introduces the connections between the product cycle phases for mutton in Hungary. This model allows us to calculate the volume of gross value added generated within specific product cycle phases. We used Monte Carlo simulation for our examination, for which the Crystall ball software package was utilized, namely the OptQuest module, for optimization. First, we conducted an optimization of an experiment number of 500,000 for “Gross value added” in the case of the slaughterhouse. During the optimization, Easter, Christmas and August lamb ratio and ewe number, as well as progeny, were set as decision variables and examined as values of gross value added, the decision variables of which contribute to obtaining the best results. The gained decision variables were set in the model and a Monte Carlo simulation was run with an experiment number of 500,000, where only the values of the conditions were changed along the pre-set dispersion; the values of the decision variables were fixed. The most significant aim of our investigation was to identify the volume of gross value added generated during processing in various phases of the product chain and the change of which inputs affected this volume the most. The findings proved that, in the case of capital uniformity, the output of processing was most influenced by sheep progeny on the bottom level of the mutton product chain. This factor is followed by that of weight gain in the source material producing and fattening sub-modules, as well as the gross wage in starter lamb feed and meadow hay in the source material producing sub-modules. Contour plots helped to describe the connections between these factors. By using contour plots, the volume of gross value added might be forecast for various combinations of factors.
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Economic issues of duck production: A case study from Hungary
61-67Views:167The Hungarian waterfowl sector is characterised by export orientation, as 55-57% of the revenue comes from exports, so its importance is high in the national economy. The production of slaughter animals in the duck sector has doubled in the last decade. The objective of the study is to examine production parameters, as well as the cost and profit situation of broiler duck production and to reveal the correlations between the factors with a case study through the example of a Hungarian company. The production parameters and cost data of the investigated farm (2014-2016, 96 production cycles) were analysed using descriptive statistical methods, correlation and regression analysis. The results show that the average cost of the duck produced in intensive, closed farming system was between 72.6 and 101.7 eurocent kg-1. The most significant cost items were feed (52-63%) and chicken cost (14-19%). The sales price decreased from 112.9 eurocent kg-1 to 98.4 eurocent kg-1 during the examined period, resulting in a profit from -3.3 to 25.7 eurocent kg-1, and overall profitability was decreasing. The study also revealed that there was no correlation between average cost and final bodyweight, while the correlation between average cost and reared period was weak. At the same time, the relationship between average cost and average daily weight gain, mortality, feed conversion ratio was moderate. In addition, the European Production Efficiency Factor (EPEF) can be adapted to the duck sector as strong, positive relationship can be scientifically verified between the indicator and average cost. There is a close correlation between the sold live weight per m2 and the amount of feed used per m2, as well as between the final bodyweight and the amount of feed used to rear a duck, while the correlation between average cost and the sold live weight per m2 is weak.
JEL Code: Q13, Q19
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