Straipsnyje susieti autorių pateikti organizacijų, turinčių tinklines struktūras, suvokimo lygiai ir pagrindiniai tinklinių struktūrų tipai. Pastebėta, kad ne kiekvieną tinklinę organizaciją galima pavadinti organizacijų tinklu. Tai lemia du skirtingus požiūrius į tinklines struktūras. Organizacijų tinklas vienareikšmiškai susieja kelias juridiškai nepriklausomas organizacijas, kurios siekia sudaryti naudingą sąjungą, užtikrinančią sėkmingą organizacijos veiklą greitai kintančiomis sąlygomis. Šių tinklų, kaip verslo organizavimo formų, koordinavimo sistema gali iš esmės skirtis. Straipsnyje parodoma koordinavimo sistemos organizacijų tinkle svarba, užtikrinant organizacijos veiklos efektyvumą, išnagrinėtas koordinavimo sistemos CPFR modelis ir priemonės, būtinos užtikrinti šio modelio funkcionavimą.
Innovation and an innovative approach in management, education and leadership have been changing over decades, according to the dynamic world we are living in. Changes start at an individual level, with the personality, and only those who have changed themselves can start to lead others towards global change. The Latvian National Development Plan defined aspects of polycentric development for all the regions of Latvia. Each region has resources, strengths, weaknesses, opportunities and threats, but human resources are the most important resource for change, creative ideas and sustainable development. The education system changes very slowly, from lecture learning to a more inclusive ‘learning by doing’ approach. This approach has been used in northern countries for a while, but Latvia has just now started to implement the approach. The term ‘innovation’ today is wider than product, process, service or organisational innovation. At a national and regional level of development, it is crucial to encourage inhabitants of the region to stay in or return to rural areas, and create knowledge and enterprises in the region and their home town.The aim of the paper is to evaluate the involvement of residents in management activities and regional development processes, and their willingness to participate in the creation of knowledge and innovative entrepreneurship and co-creation. The paper is a review of literature on theoretical aspects of the creation of innovation in the region in a combination of survey analyses of residents. The methodological approach is based on two steps: a review of research literature, and an analysis of the results of a survey of residents of the region of their willingness to be involved in processes and tasks for regional development, and some aspects of analysis of entrepreneur opinion about innovative solutions in their companies. The article consists of four main parts: 1) the theoretical findings of a systemic approach to innovation and development; 2) the role of the innovation process in development from different perspectives; 3) an analysis of a survey of the region’s residents about their willingness to be involved in processes of regional development; 4) aspects of innovation used in regional entrepreneurship. The significance of the paper is to define aspects of regional development relating to innovation and co-creation.
Vykstantys pokyčiai valstybėje neišvengiamai paveikia ir vadovavimą organizacijose. Straipsnyje aptariami organizacijoje taikomi vadovavimo stiliai. Remiantis mokslinės literatūros autoriais, pateikiamos vadovavimo stilių sampratos, apibūdinami charizmatinio, transakcinio, transformacinio ir tarnaujančiojo vadovo požymiai, juos priskiriant šiuolaikinėms vadovavimo teorijoms, sudaryta ir pateikta vadovavimo stilių krypties schema. Vertinant vadovavimo stilių bruožus, kai kurių teiginių pasirinkimui didelę reikšmę turėjo respondentų lyties požymis. Daroma išvada, kad, darbuotojų nuomone, priimtiniausias vadovavimo stilius organizacijoje yra transakcinio ir transformacinio vadovavimo stilių derinys, nevengiant taikyti ir charizmatinio stiliaus.
In the analysis of leadership styles and their coherence the subject of leading the organization have been, is and will be valid at all times. Although there are quite a lot of scientific articles and books on leadership styles, but works of foreign researchers are often quoted. Unfortunately, Lithuanian scientists do not pay enough attention to new (relatively as transformational and transactional leadership styles have been begun to be analyzed in the end of last century) leadership styles, whereas a combination of leadership styles is not paid attention at all, stating a priori that it is better to use a combination of various styles. It certainly does not form serious approach to the current leadership style problem. The scientific problem is the lack of perception, identification and finding out style combinations in the field of leadership styles. The purpose of this article is finding out leadership styles set in Klaipėda progymnasiums through the analysis of leadership styles. The object of research is the leadership styles in Klaipeda progymnasiums. The research methods are analysis, synthesis and comparison based on the insights in scientific literature, which have been done in order to justify the eligibility of leadership styles chosen by the managers. Employees carried out individual questionnaires, while managers have been interviewed. To analyze, process, digest and graphically depict questionnaire data derived from quantitative research SPSS 18 (Statistical Package for the Social Sciences) software and Microsoft Office Excel 2010 program have been used.
The research confirmed the scientists ideas in the theoretical part of this article that none leadership style suits every situation. Examination of employee opinions on leadership styles of their managers showed that managers use some combination of leadership styles in their direct duties. According to the aggregated data from respondents’ answers it may be concluded that managers consider their leadership style to be based on the combination of transformational and coaching leadership styles while also adding bits of charismatic or transactional leadership styles; employees think that managers use the combination of transformational and coaching leadership styles while also adding bits of charismatic or transactional leadership styles. Leadership style combination chosen by managers completely satisfied or more satisfied than not satisfied most of the surveyed employees in organizations. Evaluation results have showed that employees have rated leadership style of their managers better than the same managers have done. In this research the views of employees are very close to managers views when selecting the leadership style or combination of different styles.
In recent years many countries have experienced stagnation or even decline in the amount of mortgage credits granted to households. The credit-granting process has become significantly complicated, less transparent and excessively time consuming. This study seeks to define the improvement opportunities for credit granting through creation of a simple, transparent and accountable framework of decision-making process. To achieve this purpose the authors used qualitative method – structured interview and graphical tools – decision tree. The developed framework makes it possible to identify areas of the credit granting that might have potential for considerable improvements. The empirical results of the study indicate that decision-making process in credit granting has considerable potential for improvements. The developed framework is supposed to help commercial banks to improve the quality and efficiency of the decision-making process in the credit granting and reduce cost of credit granting process. This is possible to achieve by cutting down the duration time of alternative solutions with negative outcome – credit denial. This research introduces a valuable framework of transparent and accountable model of decision-making process in the credit granting. The authors have found that the introduced framework is suitable not only for commercial banks but also for a wide range of organizations having similar complicated and multiple staged decision-making processes.
In this paper correlation of competitiveness and service quality are analyzed in theoretical and practical regard. It is emphasized that competitiveness might be evaluated according to different levels and formats. When preparing this paper scientific sources were analyzed and summarized, organizations were evaluated employing the methods of competitive profile analysis and surveying. Total of 316 Lithuanian insurance companies’ clients from various regions and towns of the country were surveyed. During the evaluation of the organizations direct and indirect factors influencing competitiveness were accentuated. Factors determining quality of service were also evaluated. Results of the research confirmed the hypothesis that competitiveness of service providing companies is mostly determined by the factor of service quality. Correlation between service quality and competitiveness of service providing companies was determined.
Nuolatiniai pokyčiai valstybėje neišvengiamai paveikia ir vadovavimą organizacijoms. Straipsnyje aptariami etiško vadovavimo stiliai organizacijoje. Remiantis mokslinės literatūros šaltiniais, pateikiamos ir apibūdinamos etiško vadovavimo sampratos. Nustatyta, kad didžiąją dalį darbuotojų labiau tenkina vadovo etiška elgsena, nei netenkina. Vertinant vadovavimo etiškumą, kai kuriems bruožams vertinti svarbus buvo respondentų lyties požymis. Daromos prielaidos, kad jaunesnio amžiaus moterys reikliau vertina vadovo etišką elgseną, tuo tarpu vyresni darbuotojai šiuo klausimu geranoriškesni. Taigi ne darbuotojų lytis ir amžius, o vadovo elgsenos etiškumas lemia vadovavimo etiškumo vertinimą.
Organizacijos vykdomos veiklos sėkmė daugeliu atvejų priklauso nuo jos vadovo. Straipsnyje aptariami vadovavimo stiliai organizacijoje. Remiantis mokslinės literatūros analize, pateikiami vadovavimo stilių – transakcinio, transformacinio ir tarnaujančiojo – apibrėžimai, sudaryta vadovavimo stilių lentelė, kur pagal pasirinktus vertinimo kriterijus teoriškai paaiškinami jų skirtumai. Nustatyta, kad pasirinkti kriterijai yra tinkami vertinti vadovavimo stilius organizacijose. Organizacijose galimi skirtingų vadovavimo stilių deriniai. Palyginus vadovų ir jiems tiesiogiai pavaldžių darbuotojų išsakytus teiginius nustatyti tie patys vadovavimo stilių deriniai, skiriasi tik proporcijos.
Intellectual capital as a discipline appeared a decade ago as a result of practitioners’ observations proving the need to raise the issue up to the scientific level and management discipline. The history of the new science is very short compared to other fundamentals and what is important it is developing at rocket speed that attracts extensive attention to the field. Intangible assets are major creators of business value and a source of competitive advantage. This statement can be proved by the fact that intangibles represented 87% of the market capitalization of listed companies forming part of the S&P 500 stock-market index in 2015. Moreover, investments in R&D in many cases exceed the profit of the company to ensure long-term progress and business success in the future pioneering in the market. Therefore, innovation leads to investment in the creation of intellectual capital for businesses and provides opportunities for researchers and practitioners. The aim of research is to revise the findings of scientific papers, analysing the evolution of the phenomenon throughout the time span. The findings of the paper present the structure of modern research and the block chain of the research evolution on intellectual capital as well as identify gaps and open questions to analyse.
Straipsnyje analizuojama persiliejimo reiškinio kilmė organizacijose aplinkos pokyčių kontekste ir tarporganizacinių veiksnių įtaka inovatyvių produktų (paslaugų ir prekių) kilmei. Straipsnyje didelis dėmesys skiriamas potencialių, turinčių persiliejimo potencialą veiksnių, tarpusavio ryšiams, naujų produktų kilmės poveikiui ekonominės plėtros procesams. Nustatyta, kad žmogiškųjų išteklių kuriami persiliejimo veiksniai sietini su inovatyvių organizacijų veiklos procesais, užduočių atlikimo laiku ir efektyviu technologijų diegimu.