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• Research of competence expectations in the labour market

  75-107

  Tunde Tothne Teglas

  Erika Hledik

  Views:

  753

  Company surveys and labor market prognoses point out that changes in the labor market significantly reshape the employers’ competence expectations
  towards employees. Experts predict an expansion and significant rearrangement of competence expectations. At the same time, employees may experience very different expectations during the application process. Certain employers have high expectations, while in other companies these new high expectations are not perceived. Based on the results of our qualitive research examining the competence requirements towards fresh graduates, we seek to find out how domestic companies react to change when formulating their requirements towards their employees. In the light of the forecasts, we examine which competences are the ones where employers think of new and expanding content. In our work, competences as dynamic variables are examined in the interaction between the demand side and the supply side, that is, the interaction between the employers’ competence needs necessary for their operation and their experience regarding the preparedness of the fresh graduates.

  Journal of Economic Literature (JEL) codes: J23, J24, J53

• Management Standards for Competency Management

  93-108

  Laszlo Berenyi

  Views:

  229

  Nowadays the knowledge-based economy and organizational development is intertwined with competence-based management. The creation and flow of individual and organizational knowledge elements are critical from this point of view. Knowledge management methods are available but there is lack of application. Based on my research and consulting activities, I have experienced that many organizations are unaware of the possibilities available to them, or are unable to utilize the advantages. In this paper I try to demonstrate that the requirements of the internationally used ISO 9001 standard provide a framework for knowledge-based development. Beyond the theoretical issues the paper summarizes
  the limits of practical application.

  Journal of Economic Literature (JEL) classifications: D83, M19

• Just-in-Time system in terms of real options

  Andrea Rozsa

  Views:

  111

  The value creation process in a company and the competitive position are critically influenced by corporate resource allocation and proper valuation of investment alternatives. After the Second World War, capital budgeting and strategic planning emerged as two complementary but different systems for resource allocation. The real options approach developed in the ’80s may provide a useful tool for making a connection between capital budgeting and strategic management. Real options are implicit managerial and operating flexibilities embedded in many non-financial assets and liabilities. In a wider sense: “A real option is the investment in physical assets, human competence, and organisational capabilities that provide the opportunity to respond to future contingent events” (Kogut-Kulatilaka, 2001). This paper shows that Just-in-Time (JIT) system as management philosophy can be regarded as a knowledge-based or capability-based implicit strategy rather than a simple, easy-toimitate best practice approach. Moreover, implementation of JIT can be considered as a strategic investment. The presentation focuses on how the relation among strategic investments, developed technological systems and corporate strategy can be expressed through the real options view.