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...certain amount of information in the possession of the [[company]] and its employees, used for [[work]] and making [[strategic decisions]]. Resources other than ...nation and use of information so that it can be applied to the development of humanity. In the information society, everything comes down to creating kno

We can distinguish following forms of '''boundaries of the [[enterprise]]''': * limits to the integration of up-stream flows (upstream integration boundary) is tied up to decisions to make or buy materials or resources, wh

...management]] model is a set of rules and activities needed to provide best employees when they are required. We can distinguish the following strategic [[human ...aforementioned areas as well as integration with the general [[strategy]] of the [[organization]].

...l preserved. Both old and new employers are required to inform and consult employees affected directly or indirectly by the transfer. Transfer of Undertakings Protection of Employment (TUPE) means that:

...the assets, the acquirer is allowed to make decisions without the approval of the other shareholders. So, by doing an acquisition, it doesn’t create a ...d acquisitions]] directly impact the company’s culture, ownership, and way of doing things <ref>Ghosh Ray, (2010)</ref>.

...cost]]-effective manner. It requires strategic [[planning]] and monitoring of resources, materials, and information from suppliers to customers. It also ==Examples of global supply chains==

...and development of knowledge assets of a given [[organization]]. The goal of Knowledge Management is to give access to experience and expertise, which s * Enable a boost of [[Innovation process|innovativeness in the organization]] by giving access

'''Effects of culture''' is the way of thinking, feeling and acting of all employees in order to achieve measurable benefits by the company. ...ursuit of joint action in the area of the mission, vision and [[strategy]] of the organization.

...ices. It is built upon the fundamental assumption that the human resources of an [[organization]] play a strategic role in its success (Armstrong M., 201 ...ty for an organisation's productive use and constructing dealings with its employees (Ivanovic A., Colin P., 2015).

...All the goals in the development perspective form base for implementation of the objectives contained in the other three perspectives. They determine, t ...importance of investing not only in traditional areas such as. development of technologies, but also in organizational infrastructure, people, systems an

...Western European countries, with particular emphasis on joint coordination of coal and steel [[production]]. ...t]] for coal, iron and steel. The treaty expired in 2002. The competencies of the dismantled institution were taken over by the European Community.

...stablished in a given [[company]]. Working part-time gives the possibility of flexible hours and work in shifts. They might be rotational. ...less than 30 per week<ref name="p1"> Fagan C. et al., (2014), ''In search of good [[quality]] part-time employment'', "International Labour Office-Genev

...to the central processing unit to enable tracking and detailed accounting of calls <ref>McGregor, Donald S., and Gregory M. McGregor. 29 Apr. 1997 ''Mob ==Background of the invention==

...anagement style classification]] of R. Blake and J.S. Mouton, on the basis of which he created his own called Reddin's box. He describes three basic dimensions (three types of management styles):

...es patterns of conduct, [[behavior]] and responses of workers in a variety of situations. ...of the [[company]], and adapting its strategies to the changing conditions of the [[environment]].

...teams must embrace the principles of innovation 4.0, allowing for the use of new technologies, data analytic techniques and algorithms to develop new id ==Example of innovation 4.0==

'''Work environment is a material and psychosocial set of factors with which [[employee]] meets at [[work]].''' Factors can pose a th * air humidity - The optimum amount of water vapor contained in the air depends on the temperature, but it ranges

...es, suppliers, customers and all others who are within reach of the impact of the [[organization]]. ==Origins of management by wandering around (MBWA)==

...allocation of funds depending on the changing market situation (conditions of the [[environment]] and [[competition]]) <ref> Alireza A., Mahdi D., Minoo '''Importance of [[marketing]] [[strategy]]''' is very high in contemporary [[company]]. Goo

...decisions and take risks to achieve [[company]] goals. It involves giving employees the authority to make decisions about their work and giving them the resour ...e their goals. This can lead to better [[communication]] and trust between employees and management.