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Necessity of cooperation on pharmaceutical and biotechnology development processes in the Northern Great Plain region
30-46Views:74One of the leading sectors of the Hungarian Northern Great Plain region - a high capital-intensive, long-return, "high risk - high benefit" industry such as red biotechnology – was examined to see what impact its development might have and what expectations the various cooperation opportunities set for the value chain at different points. It can be stated that the industry has serious, decades-long roots in the region. At the same time, following the spiral of the "biotech industry" also comes with new challenges, and a modern, innovative university background is essential for the expansion of the sector and its establishment at all. In the 2020s, new competitors arrived, such as the vehicle and battery industries, which are also high value-added and innovation-intensive industries. In all these areas, industry clusters have been formed, with universities of the region as intellectual hubs. Along these lines, the innovation mechanisms and collaborations of the respective disciplines (biotechnology in this publication) have been renewed, modernised and strengthened, which is also important for managing risks.
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Issues of self-management and improving organizational effectiveness among managers
78-89Views:102It is very difficult to measure the leadership excellence. Partly because the indicators of the organizational excellence are measuring mainly the effectiveness and there are not focusing on the “managerial value”. Scientist made a lot of effort in the last decades to measure the “managerial value”, trying to approach from many sides the managerial success. In our research we wanted to review the international practice, and, in the other hand we tried to conduct a situation survey among Hungarian leaders with the aim of exploring the value-creation processes and the managerial thinking and practice which are behind them. This article focuses on self-management solutions and operational management processes to improve the effectiveness of organizational processes. One of the goals of the survey was to discover and present the Hungarian management mindset, the self-management working methods and time-management behavior in the SME sector, all in the context of effectiveness and to enrich with this new information the scientific and market knowledge in the field. 148 managers were included in the study, partly due to the difficult availability, the low willingness to answer, and partly due to the confidential nature of the questions and the large size of the questionnaire. According to the answers we can see, that among the interviewed leaders are common the use of timemanagement applications, task-lists (with task prioritization) and accordingly, the next day’s activities are planned in the evenings. Correlated with the supervision of corporate processes, quality management systems, decision making systems and connection with employees (eg: site visits and daily meetings) receive a special attention. In the basic research we developed 3 clusters: “uncertain empathic”, “experienced strategist” and “ambitious purposeful”. Among them the members of the last cluster performed excellently based on their daily work practices and daily leadership habits. 86.36% of the organizations they lead are profitable and growing at a balanced rate (5% growth rate per year). If we look for the human factors behind the outstanding organizational effectiveness, the components of excellence, presumably this cluster offers solutions.
