The subject of this study is leadership styles in educational establishments. Our tasks were as follows: to analyse leadership styles and to carry out an expert study aiming at the evaluation of leadership styles in educational establishments. The methods of investigation consisted in the analysis of scientific literature, systemisation, application of the principles of logical analysis and synthesis, generalisation, induction and deduction.
Tyrimo tikslas – išanalizuoti Lietuvos organizacijų normas. Analizuota normų, kaip taisyklių ir standartų, samprata, jų svarba organizacijoms, normų klasifikacijos pagal tipus, jų perdavimo būdų, kuriais formalizuojamos normos organizacijose, aprašymą dokumentuose. Atlikta Lietuvos organizacijų darbuotojų anketinė apklausa. Lietuvos organizacijos paprastai formalizuoja darbo, teisines, moralines ir estetines normas. Formalios normos paprastai sudarytos vadovų, neformalios formuojamos grupių lyderių ar darbuotojų. Tyrimas atskleidė, kad organizacijos normos paprastai draudžiamojo pobūdžio ir retai skatinančios pageidautiną elgesį. Akivaizdi tendencija, kad draudžiamosios normos dažniau slopina individualius pasiekimus, nei juos skatina. Rezultatai atskleidė, kad dažniausia darbuotojai Lietuvos organizacijose neskatinami laikytis normų, bet gana dažnai baudžiama už normų nesilaikymą. Todėl, remiantis tyrimo rezultatais, rekomenduojama įtraukti darbuotojus į normų formavimo procesą, kad jos būtų labiau pripažįstamos, sukurtų teigiamą darbo atmosferą ir skatintų savikontrolę.
Šiame straipsnyje analizuojamas regiono asmens sveikatos priežiūros įstaigų (ASPĮ) darbuotojų dalyvavimas pokyčių valdyme, įtraukimas į šį procesą. Aptariama darbuotojų, dirbančių viešajame sektoriuje, įtraukimo į valdymą samprata, pateikiami empirinio tyrimo, atlikto regiono ASPĮ, rezultatai, atskleidžiantys pokyčių įgyvendinimą ribojančius veiksnius, darbuotojų dalyvavimo organizacijos pokyčių valdyme galimybes bei kliūtis. Nustatyta, kad darbuotojai mato savo dalyvavimo pokyčių valdyme prasmę, kai jaučia, kad tiesioginių savo vadovų yra skatinami ir įtraukiami į pokyčių valdymo procesą. Pateikiamos rekomendacijos, kaip gerinti pokyčių valdymą ASPĮ.
Creativity in organizations has always been important, but in the twenty-first century, it is becoming object of interest among scientists in the field of management. The article discusses the essence of creativity and its benefits to organizations. Although researchers of various fields, including management, emphasize the benefits of creativity in everyday activities, but the skeptical view, that creativity can be applied only in art and not in everyday activities, still persist. This paper analyzes the scientific problem that is the lack of application of creativity in organizations. The object of research is application of creativity. The purpose of article is to research the applicability of creativity in organization through the analysis of the concept of creativity and its benefits to organizations. Objectives are to identify the benefits of creativity to the organization and to reveal the practice of application of creativity in Klaipeda organizations.
In the analysis of the scientific literature, these techniques have been applied: systematic and logical analysis, comparative analysis, graphical representation. A qualitative research method of semi-structured interview has been used for empirical research. In order to determine the application of creativity in real life, the qualitative exploratory study has been performed. Semi-structured interview with experts has been selected. Experts – managers of various small and medium organizations – have been invited to participate in this research. The study has been conducted in April 2014 in Klaipeda. The aim was to involve managers-experts from different sectors (services, manufacturing, marketing or educational areas) in order to be able to discern certain trends or directions depending on the organization or the organization’ size or even a different leadership experience. Management experience of experts is very diverse, from 1 year to 36 years.
The study found out that although experts have identified unambiguously that creativity is essential in our daily work, it appears that its application possibilities are not exhausted in practice and most have not showed interest or practical application of a variety of creative methods. Experts do not apply creative approaches in their work, they feel instinctively how to behave or to show creativity, but in reality, it is a serious theoretical gap. The results suggest that the development of creativity is yet neglected because neither managers nor employees are encouraged for creative solutions.
Professional activation is an important part of the economy, in particular local and regional authorities. Properly initiated entrepreneurship significantly affects, among other things, the direct development of the region, including local businesses and the investment opportunities of local government units. Improving competitiveness and the socio-economic image of the region can be seen by taking direct economic initiatives (also in cooperation with economic entities and/or scientific research units) and by implementation of innovation, the use of various forms of external financing, but primarily through new jobs and business activity. The aim of the study is an attempt to present the issue of professional activation of disabled people in the former Central Pomeranian province, in the county Słupsk. The study public opinion poll (own questionnaire study) was conducted at the turn of 2013–2014y. Survey was also conducted in Polish and English literature. In the years 2007–2015 local government organizations implemented 7 projects in the region of Słupsk and also activities are constantly supported by District Labour Office (PUP) activation, which provides services to 97 % of respondents.
To manage competitiveness, an objective assessment tool is required. An error in choosing a measurement method can lead to the adoption of erroneous management decisions. The purpose of the article is to assess the competitiveness of light industry enterprises in Ukraine, to identify factors ensuring their competitiveness, and to develop recommendations for determining the feasibility of investing in the procurement and implementation of modern innovative technologies. The article summarises the views of the scientific community on features of the development of industrial enterprises in current market conditions, and the need to attract modern innovative technologies as a component in increasing their competitiveness. In determining the level of competitiveness of enterprises, it has been suggested to take into account factors determining the level of information reliability and weapons. To evaluate the individual component competitiveness of the enterprise, it is proposed to calculate an integral assessment based on the use of taxonomic analysis. An analysis of the innovative activities of Ukrainian industrial enterprises has been carried out. A flow chart determining the feasibility of purchasing innovative specialised equipment has been developed; it will simultaneously maximise the likelihood of attracting investment capital, with the simultaneous establishment of business cooperation with state authorities and local government.
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 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.
In recent years, relationship-based theories and research have gained momentum resulting in emergence of numerous studies dealing with various aspects of leadership. Rapid changes in the business environment are associated with development of managerial competencies and improvements of leadership within organisations.The topic of the article owes its relevance to the fact that leadership development is seen as an increasingly important strategic imperative of an organisation; moreover, in order to survive and succeed in the present day’s turbulent and highly competitive environment organisations need to develop leadership at all levels of the organisational structure. The research findings indicate that long-term success of New Leadership development initiatives depends on managerial competencies, two-way interaction between leaders and other members of the organisation, reciprocity and feedback.