Tiltai

The article presents the evaluation of organizational culture of SC „Klaipėdos kartonas“. The employees’ attitude towards the importance and influence of OK, values, symbols, history, heroes, traditions and communication is evaluated by questioner created by authors of article. The survey revealed that employees appreciate their OK positively. They are guided by the values of organization in their work. The employees know the values and their impact, the history of organization, and have their heroes-employees. Common traditions are prevalent in organization. The communication in organization is business-like. Statistically important difference was revealed: managers of all levels expressed more agreement for statements about all elements of OK; meanwhile employees without subordinates expressed less agreement or disagreement. It is suggested to involve employees without subordinates in processes of formation and implementation of OK more actively.

In the article, the author empirically approbates the structural scheme for the evaluation of the territorial state of development elaborated previously assessing territorial state of development of the statistical regions of Latvia. The scheme comprises four objective social economic elements and two subjective elements. The average values of normalized objective and subjective indicators for each region were calculated applying the most appropriate indicator of the statistical regions available in the national statistical database of Latvia to the each element of the scheme and normalizing the values of the selected indicators. Allocation of the statistical regions of Latvia in accordance with the normalized objective and subjective indicators was performed using the W. Zapf’s matrix, which provides a possibility to consider the territorial state of development not just in a quantitative but as well in a qualitative aspect, i.e., within the framework of the pluralistic territorial development paradigm suggesting a parallel existence of diverse development natures (qualities) in the global environment instead of applying a single quantitative scale to all territories being studied. In the result of the approbation of the structural scheme for the territorial state of development evaluation, it is not possible to single out a distinct statistical region of Latvia in accordance with its highest or lowest development level, rather it could be merely stated that each of the regions is developed in a different quality since each region has its own nature of development.

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.

Assessment of the first level managers only in respect of their compliance with the requirements set for a particular job position isnot sufficient. A tool facilitating identification of the relevance of the first level managers in certain management chain is required asit would ensure effectiveness of their performance and harmony in the management chain. The present article aims at emphasisingthe feasibility of identification of the relevance of the first level managers in the management chain (MLM–FLM–SUB) throughpersonality traits. The research analysed the following members (links) of the management chain: first level managers (FLM), theirdirect supervisors – mid-level managers (MLM) and subordinates (SUB) – working in five furniture manufacturing companies ofthe West Lithuania Region. “The Big Five” method was applied as research instrument to assess personality traits of the first levelmanagers. Quantitative analysis enabled modelling of a graph, which represents a derived mean value of the assessment of thefirst level managers’ personality traits, designated to identify disharmonious chains in companies. When identifying the first levelmanagers’ relevance in the management chain, only individual evaluations performed by the members /links of the chains werereferred to and used as a basis for evaluation of personal traits of particular first level manager only. The obtained data supplementsdirect indicators of FLM performance assessment.

This article sets out to examine the public policy evaluation model, which is applied for evaluating public policy in Lithuania. The data was collected from the papers published by local researchers, official documents available at the ministries and agencies web sites and other printed materials. Qualitative data for this paper was taken from the series of individual interviews with public officials and evaluators (conducted 200–2010). The data was supplemented with quantitative data from the survey about the scope and significance of evaluation in Lithuania (conducted in 2010). It was found that monitoring system was weak designed and required significant reinvention. The reinvention of the monitoring system will built base for the future evaluation of the results. It is suggested that that the greatest demand for the effectiveness, efficiency and productivity in the government leads to the highest use of performance management and evaluation as a tool for decision-making.