This article is about developmental stages of strategic thinking, detailing the era of strategic planning and strategic management, and their differences.
The College of Szolnok conducted a qualitative research under the framework of SROP 4.1.1.C –12/1/KONV-2012-2004 to support the strategic development of Technical Management BA program. Using qualitative research methods we point out that the closer cooperation with companies will be crucial in the future: it is going to allow faster response... to market demand, better knowledge transfer of newest skills, and higher acceptance of Technical Management BA program and College of Szolnok. Results show that the current training level in College of Szolnok requires further development to enhance the marketability of graduates, in which the transfer of the related areas is also an important issue. Addition to professional basic knowledge strong requirements are also language and communication skills in high-level.
Globalization changed employee preferences, advances in technology, changes that make organizations face new challenges. Existing human resource management systems need to be reviewed or even new ones need to be created. “My hobby is my job, my job is my hobby,” says the saying, but how is it possible to attract a potential workforce an...d keep it afterward? Gamification is one of the possible answers of HR to this issue. Generation X, Y, and Z employees show significant differences compared to their predecessors, therefore innovative solutions are needed to maintain a long-term, productive, and loyal working relationship and satisfaction. The aim of this study was to explore the history of the development of gamification, the increase in its popularity, and its causes. After describing the methods of gamification, it presents the field of application of gamification based on domestic and international literature. Based on the research results, it can be concluded that well-applied gaming can be an effective solution in the fields of health preservation, education, learning, motivation, business, marketing, and human resource management.
A few decades ago dynamic pricing was a magic word in hotel industry. It was considered a mythic activity, and therefore, operators and owners expected that its introduction would result in a drastic increase in profitability. Then it turned out that it required systematic data collection, the best possible IT background in terms of the resourc...es, and the presence of specialists. It can be accepted as a fact, that those who stayed out were left behind. However, which direction did those who joined take? What did they achieve? It became an independent activity with several trends and connection points. It can rightly be called the cornerstone of hotel industry yield management. In my review, I intend to show the present state of the hotel industry in the area of dynamic pricing. However, the representatives of each trend have a common goal: maximising their revenues in the long term.