November - 2019
H K S C P S V
  01 02 03
04 05 06 07 08 09 10
11 12 13 14 15 16 17
18 19 20 21 22 24
25 26 27 28 29 30  

Vezetéstudomány 2008. július-augusztus



PÁSZTOR Miklós
A magyar közszolgáltatások stratégiai problémái
2. - 13. oldal

A magyar közigazgatási és közszolgáltatási rendszer modernizálása halaszthatatlan. A közintézmények vezetőinek új, de a piaci életben már megszokott fogalmakkal és vezetői módszerekkel kell megismerkedniük. Ehhez ad segítséget a szerző a dolgozatában bemutatott vizsgálat elemzésével.

Joyce LIDDLE
Leading citizen- driven governance:
Collective regional and sub-regional leadership in the UK
14. - 30. oldal

Across Europe, and notably in some Scandinavian countries, urban leaders are mobilising diverse networks of actors, in agenda setting, resource mobilisation, task accomplishment and performance management and measurement (Back – Haus - Heinhelt - Stewart, 2003). Citizen Driven Governance is therefore not a new phenomenon, as witnessed in some Nordic countries with ‘free commune experiments’, or in Eastern and Central Europe where autonomous local government has been reconstructed. Both illustrate decentralisation of tasks and responsibilities from central to local state level, and even in highly fragmented southern European states or the Federal states of Belgium, Germany and Switzerland, central and local government relationships are altering with the advent of privatisation, contracting out or greater mimicry of the private sector. The role of local leadership and the re-orientation of state and non-state forms, together with various initiatives to strengthen the role of citizens (local referenda in Germany, consultation panels in Denmark, Citizens’ Juries in the UK) have all challenged the representative nature of local governance and are affecting local leadership.
It is within this backdrop of global changes to local leadership that this paper will examine the important and relevant gaps in knowledge over how to lead the vital change processes in local and regional regeneration to the benefit of all stakeholders. In a January 2006 speech to the New Local Government Network (NLGN), David Miliband, the then UK Minister for Communities and Local Government made the case for the practice of empowerment, which was a follow up to a 2005 speech in which he had stressed the importance of the politics of empowerment. Both are seen as challenges to the improvement of local services and bridging the gap between citizens and the democratic processes. Underpinning proposals for new and improved mechanisms for neighbourhood renewal are the notions that citizens can influence service delivery by articulating choice, having improved voices, and re-invigorating local democratic processes.  The substantive argument is based on five key elements, thus (i) there is a power gap between what people can do and what the system allows them to do, (ii) decision making should be devolved beyond the town hall to neighbourhoods and individual citizens, (iii) subsidiarity is the primary driver of reform, (iv) empowerment takes many forms, and finally (v) all four, aforementioned elements are dependent on the nature of the relationship between the central and local state.
This paper takes each of the five elements in turn by examining some of the potential difficulties that could arise in the creation of new forms of UK neighbourhood leadership and management. It also draws on findings from recent Government reports and White Papers, in particular the 2006 White Paper ‘Strong and prosperous communities‘ much of the content of which was absorbed into the Sustainable Communities Act and the Local Government and Public Health Involvement Act, 2007and the introduction of Local Area Agreements (LAAs) and Multi Area Agreements (MAAs) to examine some of key problems that need addressing if the aspirations of political leaders are to match the potential realities for those communities they seek to engage. It is argued that decision makers will need to fuse local, sub-regional and regional objectives and appreciate the spatial aspects of service delivery and democratic legitimacy of decisions if localities are to be transformed and prosper.

Markku SOTARAUTA
Leadership in Promotion of Regional Development -
An Empirical Analysis of Power and Influence Tactics in the Finnish Regional Development Activity
31. - 45. oldal

It is always easier to find out the elements of success and/or failure in retrospect than to find new development paths for the future and new modes of action in the middle of uncertain and open-ended situations. True leadership is becoming more and more important and hence there seems to be a need to direct attention also towards studying power and competences needed in promotion of economic development of regions. When aiming to bring human agency back to regional development studies, one way to do it is to ask how people engaged in promotion of regional development actually influence complex processes and networks, how they influence other actors and what kind of power they have. It might also provide us with additional analytical leverage if we understood better the consequences of the choices made and the actions taken by powerful individuals and core coalitions formed by them.
The research questions discussed here are: a) what kind of sources of power are used by regional development officers; and b) how regional development officers aim to influence the course of events? The empirical research is based on data gathered a) through 41 interviews of Finnish actors responsible for the promotion of economic development in city governments, technology centres, regional development agencies, and ministries and other national bodies, and b) through internet survey of development officers at local, regional and national levels (531 respondents, response rate 51.8 %). The survey was designed to solicit information about power, influence tactics and competences in the context of regional development. In addition various bottlenecks in the daily work were probed.
The empirical analysis shows, for example, how interpretive power and network power are more important for regional development officers than institutional and resource power, and how indirect influence tactics surpass the direct ones.

POÓR József
Az átalakuló román közszolgálati emberierőforrás-menedzsment
46. - 60. oldal

A jelen cikkben arra vállalkozik a szerző, hogy a román közszolgálati (központi és a helyi közigazgatás) humánerőforrás-menedzselés modernizációjának tapasztalatait ismertesse. Modern értelemben közszolgálatról 1866 óta beszélhetünk Romániában. Ekkor lépett trónra a Hohenzollern-Sigmaningen királyi családból származó I. Károly, és kiáltotta ki az alkotmányos monarchiát (Constitutunea, 1866). Az idők folyamán több esetben is változott a román alkotmány (1923, 1948) és az ország közszolgálati rendszere (Ghilezan, 2007). Az első királyi alkotmány által kijelölt központi közigazgatás és a megyerendszer keretei mind a mai napig fennmaradtak Romániában. Az európai egyesülés folyamata és Románia EU-csatlakozása egyértelműen erősítette az európai standardok alkalmazását az ország közszolgálatban.


SZÁNTÓ Richárd
A telepítési döntések árnyoldalai
61. - 72. oldal

Az új létesítmények elhelyezéséről szóló döntések általában kiemelt fontosságúak a vállalatok, az állami szervek vagy más szervezetek életében. A pozitív hatások felemlegetése mellett ritkábban hallani a telepítési döntések árnyoldalairól: azok sokszor a helyi közösségek hangos ellenállásába ütköznek. A helyi érintett csoportok számára ugyanis a létesítmények a legtöbb esetben új kockázatok és tényleges negatív hatások megjelenését is jelentik. A tanulmány ezeknek a különböző kockázatpercepciók kialakulását magyarázza, és kísérletet tesz a telepítési döntések körüli konfliktusok megoldási lehetőségeinek vázolására is az eltérő megközelítések szemüvegein keresztül.

NYIRI Zoltán
Tréningek és eredményességük mérésének problémái - Kutatás narratív módszerrel
73. - 82. oldal

A hazai közép- és nagyvállalatok minden évben milliós nagyságrendű összegeket költenek nehezen mérhető eredményeket produkáló csapatépítő- és kommunikációs tréningekre. A szerző cikkében bemutatja a leggyakoribb okokat, melyek miatt a készségfejlesztő tréningek eredményessége nehezen mérhető, és röviden beszámol a Szegedi Tudományegyetem Gazdaságtudományi Karán folyó kutatásról, amelynek keretében narratív interjúkkal próbálják felderíteni, hogy a tréningeket követően a résztvevők milyen – a képzésnek tulajdonított – változásokat észlelnek a munkavégzés során.


RADÓ András
Empirikus döntéshozatali vizsgálatok tapasztalatai
83. - 89. oldal

Jelen tanulmány középvezetői készségfejlesztő tréningek résztvevőinek véleményeit dolgozza fel a vezető döntések előkészítéséről, a döntések meghozataláról és a végrehajtás irányításáról. A vizsgálatba bevont minta 247, véletlenszerűen kiválasztott középvezető. Meglátásaikat a szerző nominál csoport módszerrel gyűjtötte 2003 augusztusa és 2007 októbere között. A tanulmány célja elsősorban felső vezetőknek megmutatni a jellegzetes véleményeket. Nagy valószínűséggel ezek egy részével eleve tisztában vannak ők, ám a szerző reményei szerint találkoznak az újdonság erejével ható meglátásokkal is, hiszen a felmérés során a véleményalkotók kockázatmentesen adhattak hangot véleményüknek.


______________


Budapest Management Review  Vol. 39. July-August, 2008


Pásztor, Miklós
Strategic problems of the Hungarian public services
pp. 2- 13.

Modernisation of the Hungarian public management and public service sector is urgent. The leaders of the public institutions have to acquaint with new but  in the market sector already well-known ideas and management methods. The author gives help to it with analysis of the presented research in his paper.


Joyce Liddle
Leading citizen- driven governance:
Collective regional and sub-regional leadership in the UK
pp. 14 - 30.

Across Europe, and notably in some Scandinavian countries, urban leaders are mobilising diverse networks of actors, in agenda setting, resource mobilisation, task accomplishment and performance management and measurement (Back – Haus - Heinhelt - Stewart, 2003). Citizen Driven Governance is therefore not a new phenomenon, as witnessed in some Nordic countries with ‘free commune experiments’, or in Eastern and Central Europe where autonomous local government has been reconstructed. Both illustrate decentralisation of tasks and responsibilities from central to local state level, and even in highly fragmented southern European states or the Federal states of Belgium, Germany and Switzerland, central and local government relationships are altering with the advent of privatisation, contracting out or greater mimicry of the private sector. The role of local leadership and the re-orientation of state and non-state forms, together with various initiatives to strengthen the role of citizens (local referenda in Germany, consultation panels in Denmark, Citizens’ Juries in the UK) have all challenged the representative nature of local governance and are affecting local leadership.
It is within this backdrop of global changes to local leadership that this paper will examine the important and relevant gaps in knowledge over how to lead the vital change processes in local and regional regeneration to the benefit of all stakeholders. In a January 2006 speech to the New Local Government Network (NLGN), David Miliband, the then UK Minister for Communities and Local Government made the case for the practice of empowerment, which was a follow up to a 2005 speech in which he had stressed the importance of the politics of empowerment. Both are seen as challenges to the improvement of local services and bridging the gap between citizens and the democratic processes. Underpinning proposals for new and improved mechanisms for neighbourhood renewal are the notions that citizens can influence service delivery by articulating choice, having improved voices, and re-invigorating local democratic processes.  The substantive argument is based on five key elements, thus (i) there is a power gap between what people can do and what the system allows them to do, (ii) decision making should be devolved beyond the town hall to neighbourhoods and individual citizens, (iii) subsidiarity is the primary driver of reform, (iv) empowerment takes many forms, and finally (v) all four, aforementioned elements are dependent on the nature of the relationship between the central and local state.
This paper takes each of the five elements in turn by examining some of the potential difficulties that could arise in the creation of new forms of UK neighbourhood leadership and management. It also draws on findings from recent Government reports and White Papers, in particular the 2006 White Paper ‘Strong and prosperous communities‘ much of the content of which was absorbed into the Sustainable Communities Act and the Local Government and Public Health Involvement Act, 2007and the introduction of Local Area Agreements (LAAs) and Multi Area Agreements (MAAs) to examine some of key problems that need addressing if the aspirations of political leaders are to match the potential realities for those communities they seek to engage. It is argued that decision makers will need to fuse local, sub-regional and regional objectives and appreciate the spatial aspects of service delivery and democratic legitimacy of decisions if localities are to be transformed and prosper.

Markku Sotarauta
Leadership in Promotion of Regional Development - An Empirical Analysis of Power and Influence Tactics in the Finnish Regional Development Activity
pp. 31 - 45.

It is always easier to find out the elements of success and/or failure in retrospect than to find new development paths for the future and new modes of action in the middle of uncertain and open-ended situations. True leadership is becoming more and more important and hence there seems to be a need to direct attention also towards studying power and competences needed in promotion of economic development of regions. When aiming to bring human agency back to regional development studies, one way to do it is to ask how people engaged in promotion of regional development actually influence complex processes and networks, how they influence other actors and what kind of power they have. It might also provide us with additional analytical leverage if we understood better the consequences of the choices made and the actions taken by powerful individuals and core coalitions formed by them.
The research questions discussed here are: a) what kind of sources of power are used by regional development officers; and b) how regional development officers aim to influence the course of events? The empirical research is based on data gathered a) through 41 interviews of Finnish actors responsible for the promotion of economic development in city governments, technology centres, regional development agencies, and ministries and other national bodies, and b) through internet survey of development officers at local, regional and national levels (531 respondents, response rate 51.8 %). The survey was designed to solicit information about power, influence tactics and competences in the context of regional development. In addition various bottlenecks in the daily work were probed.
The empirical analysis shows, for example, how interpretive power and network power are more important for regional development officers than institutional and resource power, and how indirect influence tactics surpass the direct ones.

Poór, József
Human Resource Management under Changes in Romanian Civil Service
pp. 46 - 60.

The European consolidation process and the accession of Romania to the EU have unambiguously strengthened the application of European standards in the public service of the country. Empirical evidence shows that the centralized Romanian civil services need certain modification towards more efficient and less politics driven practice. Accordingly, traditional human resource (HR) management approaches no longer work. This paper seeks to address the gap by reporting the results of consulting and research work of the author on the Romanian civil service.

Szántó, Richárd
The dark side of siting decisions
pp. 61 - 72.

Siting decisions are strategically important for companies, state agencies, and other organizations. Although the establishment of new facilities like industrial sites, highways or commercial centers usually generates benefits to the local communities where they are located (by creating new jobs and additional tax revenues), these initiatives in many cases trigger the opposition of local stakeholders. Beyond the positive effects the new facilities usually impose certain risks onto the local people and bring some negative consequences to them (such as the possible degradation of the natural environment or the transformation of the local culture). The article investigates different risk perceptions of the stakeholder groups and the decision makers, and also explores the opportunities to resolve the siting conflicts.

Nyiri, Zoltán
Measuring problems of trainings – A research with narrative methods
pp. 73 - 82.

Seeing the sudden environmental changes and stiff market competition, more and more organization realize the significance to put effort on shaping, developing and handling individual and collective organizational knowledge. As a part of this program members of organizations can take place in different educational communication trainings and gain knowledge, expertise, practical attitude and its sharing during work. The aim of the analysis is to introduce narrative interviews in order to show the scope of changes during work in the case of training participants. All kinds of human experiences can be expressed in narrative forms. Based on narrations one can explain what happened, scheduling experience, giving possible explanations and lamenting on individual and social parts of the happenings of our life. Narration opens up the psychological perspective of happenings, ie. it introduces us with different perspectives of the participants. Through this one can get to know not simply the concrete story, but human initiatives, opinions, experiences and consequences.


Radó, András
Experiences of the empirical decision making examinations
pp- 83 - 89.

The author studied decision preparation, decision making and ways of control of decision implementation and their relation to to concept of structure of managerial authority.  The study was conducted on a group of 247 mid-managers from 5 different companies.  The method applied was that of Nominal Group.
Main findings within the given managerial circle:

• Decision preparation is in most cases based on positional power
• Decision making is more characterised by co-operative managerial attitude
• Views regarding control of implementation are strongly polarised and not enough in focus.  It is quite common to make a new decision in case of on-the-course changes or other „objective” barriers versus getting the original decision through.
• Mid managers consequently find their authority structures closer to ideal than that of their superiors.

Utolsó frissítés: 2019.03.11.