THE 10 DON’TS TO MANAGER’S EFFICIENCY

The study of human history reveals that all authorities share a common attribute (feature) – the pursuit to consolidate, preserve and reproduce their power. This principle applies to the behavior of managers, too, since they need to ensure the efficient performance of the organisations they are in charge of and survive as the heads of those organisations. When approached from a broader perspective, issues are further complicated by the intervention of the ego. Managers’ behavior is still rational and acceptable when the influence of their ego is within reasonable limits. Going beyond those limits may result in dictatorship and bureaucracy in the effort to retain their power. There are some fundamental rules which, if observed during the management process, could help managers and their teams avoid serious trouble

THE INFORMAL TRUTHS AND THE FORMAL REALITIES IN THE REALIZATION OF THE MANAGEMENT PROCESS

This paper deals with issues connected with the normative base as a formal reality and deviations arising from it as informal truths. The reasons for the discrepancies are analyzed and new approaches are suggested to change their regulation within acceptable limits. New forms of control are proposed, which are associated with employees’ behavior and motivation, so that the management process can be consistent both with formal realities and informal truths

SELF-AWARENESS AND BEHAVIOUR WITHIN SOCIAL STRUCTURES

The article closely reviews the structural components of self-awareness – self-observation, self-analysis, and self-control. A connection has been made between an individuals’ self-awareness, their past and future and their potential at present. The importance of the value system to an individual’s morals and conscience has been analysed, as well as the way they react in different situations. Self-awareness is also reviewed in terms of laws governing the order followed by social processes. In conclusion, a set of ten rules has been synthesized which might be helpful in the pursuit of self-control and self-analysis

ON THE SYNDROME OF MANDATEBASED THINKING AND TIME HORIZON

The article studies specific features of human factor’s behaviour related to mandates and time horizon. It links results, change and goals within a mandate and on this basis establishes dependences between mandate-based behaviour, behaviour in the past and projective behaviour. It also discusses the degrees of overlapping in the mental model of the mandatee between self-assessment and external behaviour, which determine the content of mandate-based behaviour. The reasons for the current problems and broken interaction in the mandate team are analyzed in depth. The motives for choosing certain mandate-based behaviour are justified

CO-ACTIVITY THROUGH THE PRISM OF SOCIAL ACTIVITY, BEHAVIOURAL INDEFINITENESS AND MANAGERIAL INSIGHT

This article looks at the relationship between success, the role of personal and professional quality and the group, on the one hand, and the significance of a co-activity environment on the other. The final result, which in practice is the achieved objective, is heavily dependent on the components of a co-activity system. Furthermore, even if a high grade is awarded for personal and professional qualities and efficient group activity, the end result might deviate from the expected result to a certain extent. The reasons for this are to be found in a co-activity environment. It is a source of social activity because it can provoke actors to act in a variety of ways. Depending on which of its components have been activated, there may be prerequisites for active or passive behavior. The article also discusses the types of behavior which create an atmosphere of indefiniteness and characterise social activity in relation to co-activity environment and as behavioural dependency over time

VALUES AND ASYMMETRY IN INDIVIDUAL AND GROUP BEHAVIOUR

The article studies issues related to individual and group behaviour in terms of hierarchy of values. Active favorability is viewed as a form of behaviour arising from asymmetry in values and lack of stability in their hierarchy. A connection is made between morality and law as sources of human factor’s behaviour and the need of correlation between moral and legal norms of individual and group behaviour is defined

THE SYSTEM

This article reviews the philosophy of systems thinking and insightfulness as success factors. It also analyses and describes the characteristics of systems in which people are involved. Furthermore, it suggests ideas for establishing the relationship which binds systems thinking to systems analysis and insightfulness and results achieved in the course of time. The importance of co-active environment for achieving efficient end results is determined, the focus being on establishing corresponding projective behaviour. The advantages and disadvantages of ‘life’ within a system have been identified. Finally, the conclusion has been made that a system creates a sense of security and sets the pace of activities, which are a substantial advantage as opposed to the lack of clearly set obligations and mode of behaviour

ROUND TABLE DISCUSSION “CHALLENGES TO ECONOMIC THOUGH IN THE NEW CENTURY”: Asymmetry in Managerial Process - Advantages and Disadvantages

Organisational-structural and behavioural discrepancies in the implementation of the managerial process have been discussed. Specific situations of a discrepancy have been analysed, as well as the relation between them. It is pointed out that there will be always asymmetry. However, the possibilities for developing the human potential and the results from the realisation of the managerial process will depend on the extent to which specific discrepancies are known and controlled.

On the Chronic Management Deficiency Syndrome

The management process is not aimless. It is directed towards the object of management for the achievement of certain goals. Various reasons are possible as well as the influence of various factors leading to deviation from the set goals. Thus, they can be achieved or only partially fulfilled and even if their achievement is ensured it has to be at the expense of the accelerated exhaustion of resource potential. The possible deviations from the goals are always accompanied by specific problems. Generally they can be defined as problems that emerge ad hoc and are active for a short period and problems that act for a longer periods of time. The latter are related to the chronic management deficiency (CMD). However, this does not mean that the former could not be transformed into long-term if not resolved in time and completely.

Some Aspects of the Behaviour of Informal Economy

The problems inherent to the informal economy are dealt and analysed by representatives of various institutions. They are focused by scientists, syndicate leaders, politicians and even by the actors therein. Due to the interrelation between the informal economy and the human factor behaviour an answer should be given to various issues concerning the formal facts and the informal truths about the personality, the motivations for involvement and the conditions, creating a suitable environment for the “gray” economy. The concept of the informal economy as a function of human factor behaviour enables the revelation of the importance of the system of values to motivate a specific conduct. The established link between the informal economy and various forms of behaviour and market discrepancies makes it possible to look for compatible methods and instruments to restrict it.