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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.

...ld not be forgotten that the regional office will always be under the care of the main company and will be obliged to report on its activities. ...office territory. However, such a person must not only be at a high level of personnel [[management]] skills, but must also express the willingness to r

'''[[Risk]] [[management]]''' involves a range of activities, such as identifying and analyzing risks, developing strategies ...d have a significant impact on their operations. This is an essential part of any successful business and should not be ignored. By taking the time to as

...m internal documents regarding the cooperation of various functional areas of the [[organization]], to documents flowing from the [[environment]]. ...IT solutions in the field of document management are already in the phase of maturity, they have been present on the [[market]] for a long time. Many or

...ed as the rows of the matrix. The columns of the matrix are the equivalent of regular, repetitive functions similar to functions in [[functional structur ...through detailed demarcation of responsibility, high flexibility and ease of adaptation to new goals, improved [[communication]].

The '''[[matrix structure]]''' is a type of [[organizational structure]] in which the reporting relationships are set u ...t of contact between different departments. It also allows for the pooling of resources from different departments in order to ensure that a project is c

...engage in. Cultural audit primarily includes discussions between managers of how employers see company's culture and how it can be improved and develope The cultural audit consists of such '''questions''' as<ref>G. Bohlander, S. Snell 2006, p. 58-59</ref>:

...culture is a kind of language, identity of the [[company]], dress code for employees, interior design, specific activities or its trademark. ==Organizational structure as a determinant of culture==

...free time in a comfortable hotel travelling around country. QWL is an idea of creating work [[environment]] as friendly as possible(Inda S.S. 2013, p. 1- ==Functions of Quality of Worklife==

...[[unemployment]] and increase occupational and geographical mobility among employees as well as adaptation to industrial changes through [[training]] and profes ...es the development of human resources potential, as well as the activation of women in the labor [[market]] and equality. It also focuses on promoting ha

...[management]] and employees perceive the mutual relations and [[behavior]] of these two parties in mutual contacts. ...easily noticeable symptom. Most importantly, it determines the development of the [[company]].

...employees, which consists of e.g. dental of vision insurance. It's a kind of preventive care, not only acting when problems occur. ...ould [[interest]] them. Thanks to a reliable diagnosis of the expectations of employed persons, it is possible to identify benefits that will have a real

...The name "spaghetti" is used due to the fact that the diagram shows a lot of resemblance to noodles. ...ing Profits through the Integration of Lean, [[Six Sigma]], and the Theory of Constraint''s, Productivity Press, 2012, p. 60-61</ref>.

...between the effect obtained due to the cooperation and the combined effect of the factors isolated and separated (in the opposite case, when this differe ==Sources of synergy==

'''[[Cost]] advantage''' over competitors is the result of the low costs strategies, and require significant [[cost reduction]], [[mar ...rises with a dominant position on the market. They therefore play the role of a [[price]] leader in the sector. These strategies are used when the produc

...e [[Internet]] of Things (IoT), and the cloud, to optimize the performance of industrial processes. ...nd [[process]] quality''': Quality 4.0 enables the collection and analysis of real-time data from products and processes, which can be used to identify a

...dDuTEUa0rNWjNf8-hVHGyeh3Sw Business Capabilities as configuration elements of value added networks]. [[Production]] Engineering, 1(2), 187-192.</ref>: * unique competences of employees and managers

...related to employment and [[training]] of a new [[employee]] and the cost of employing a deputy for the time when the position is not filled. When a [[c ==Three main elements related to the cost of turnover==

...rove business operations and performance. It also involves the integration of knowledge into the organization's operations, processes, and practices to e ==Example of management of knowledge==

* type of offered products and services, * '''External''' business drivers are usually out of business control (for example regulations, economic conditions, weather con

...elopment of the economy and society. Development is based on intensive use of [[knowledge and experience]], it can develop faster than others, because it ...[[education and training]] significantly contribute to increasing the pace of economic growth.

...Parker Follett''' was an American [[economist]], known also as the "mother of the modern [[management]]". She was renowned for emphasizing collaboration ...society as a whole, direct democracy increases the authority and capacity of citizens and society as a whole for self-regulation ( Nelson, 2017).

...are the modified version of [[7 wastes of lean]] adjusted to requirements of [[Lean software development]]. They were described by M. Poppendieck and T. ...at least customer won't pay for it. Adding extra feature is only beginning of the waste. The feature has to be tracked, compiled, integrated, tested.

...e risky and expensive, as they involve a lot of upfront capital. This type of growth requires careful [[management]] and [[planning]], as it requires a [ ==Example of inorganic growth==

...quality and [[cost]] competition play a key role in determining the place of the company's products on the European market. ...an appropriate quality strategy does require to take into account a number of factors:

...imilarity of the acts performed by them as well as around a common subject of the [[work]]. In addition to above mentioned two basic criteria for groupin ...s may be too narrowly focused on their organizational units and lose sight of the whole system.

...teamwork]]. It has an influence on cooperation, [[efficiency]] and results of the company (''Schwarcz D.'', 2013). '''Lack of transparency''' is major ethical problem in [[management]] and leadership i

...[[system]] of rules and procedures to manage the actions and [[behaviour]] of people in organization. It often requires costly information systems and co Main advantage of this type of control is clear goals and responsibilities, main disadvantage is high [[co

...term objectives of the [[company]]. Such actions require an [[evaluation]] of human potential, answering to the following questions: * Whether staff implement the values, [[goals and objectives]] of the company, if so, to what extent?

[[Innovation]] is key to staying ahead of the [[competition]] in the business world. But, what drives innovation? The ...y, a company’s culture and values, access to resources, and the ability of employees to come up with new ideas can all drive innovation. Externally, changes in

...orm of [[work]] [[organization]], which we understand as a specific degree of organizational team members' [[teamwork]] in the [[work]] [[process]] neede ...arried out in teams, and they have been commissioned individually for each of them.

...a long-term approach that requires [[continuous improvement]] in all areas of [[organization]]. The lean management is about values, not ideas. That mean The origin of lean management was [[Toyota production system]], which has evolved into [[

...tial component of any organization’s digital infrastructure. With the rise of cyber-attacks, malicious actors, and ever-changing regulatory requirements, Fortunately, there are a number of security measures that organizations can implement to ensure that their sys

...and other outcomes. Business simulation games typically use a combination of graphical user interfaces and quantitative models to create realistic scena ==Example of business simulation game==

...D program are increase of [[innovation]] (even 10x) and increase of number of new products (4-5 times). ==Principles of lean product development==

...w [[strategic solutions]]. All businesses have access to an extensive pool of knowledge, but the most important is the way the company uses this knowledg Knowledge in every area of economic processes is important because:

...[information]] between members of organisation who are on different levels of its [[hierarchy]]. It can be used both in a downward and upward direction. In general, there are four types of communication:

...owing and wise in his responsibility. So there is no theoretical advantage of centralization over decentralization. ==Example of Centralized organizational structure==

...tors in the [[market]].The most important conditions in the implementation of the strategy:<ref>Mišankováa M., & Kočišováa K. (2013)</ref> * Institutionalization of strategy

...quette (business ''savoir vivre'') is very important for successful growth of a [[company]]. Too many meetings, lack of preparation, no follow-up and the [[absence]] of employees desire and input are among the typical problems.

'''Organizational structure''' as set of elements of an system with established connections between them, should be created acco [[File:organizational_structure.png|400px|right|thumb|Fig.1. Elements of the organizational structure]]

...f [[organization]] for [[continuous improvement]], allowing transformation of it into a [[learning organization]]. ...e methods (algorithms) for processes of control, design and implementation of changes in the company. They constitute a new, perfect conditions for the o

...efined objectively and subjectively as the future, desired state or result of the [[organization]]'s operation, possible and foreseen to be achieved, wit ...rmal, planned and anticipated [[project]] resulting from the own [[needs]] of the [[system]] ([[company]]) and the [[environment]] in which it operates.

...on]] [[system]]''' is an '''executive support system''', which is composed of resources and information [[needs]] connected by [[communication]] [[subsys * performs the functions of [[identification]], diagnostics, and problem solving,

...anaging the transition to ensure successful outcomes. OCM is a key element of effective [[organizational management]], as it helps to ensure that organiz ==Example of organizational change management==

...best practices to strategic management. Strategic management with the use of these principles leads to better results, faster development and strong [[m ...] of the [[company]], effective [[action]] while respecting the principles of [[business ethics]].

...table to operate. It is a [[strategic decision]] which sets out the amount of risk that the company is willing to accept in order to achieve its objectiv ==Example of risk appetite statement==

All the companies in the market have competitors. Usually the number of competitors depends on the success achieved by the [[company]]. The more th ==Types of competitors==

...often used as a tool for the restructuring of the company. Main objectives of tactical [[outsourcing]] are: * elimination of need to invest in resources used in the processes transferred to the [[serv

...tc. Is should also contain comprehensive [[stakeholder]] analysis. Context of the organization is then used to make strategic implementation decision and ...]]. The idea is to determine the requirements that affect the [[planning]] of the [[quality management]] system.

...a [[production cycle]]. The end result of a production line can be result of: processing, handling, [[transport]], packaging, etc. * complex of machines

...ting]], into manufacturing operations. This concept has been gaining a lot of attention lately, as many businesses are looking to capitalize on its poten ...dditionally, it can help businesses keep up with the ever-changing demands of the [[market]].

...y, as the transaction allows it to gain [[market]] share with the services of the smaller company. Usually, after the acquisition, the smaller company ca ==Types of company acquisition==

'''[[Market]] metrics''' are a key indicator of how well the [[marketing]] efforts for the single [[product]] or [[service] ...riods, different [[customer]] and [[stakeholder]] segments and a multitude of purposes. Each [[market research]] [[firm]] supplies data efficiently, acco

...o the tasks of developing new products. Very often they develop prototypes of new product solutions for themselves and also for their communities (E. Kel ...tion]] goals of the [[company]]. Also, wide anchoring reduces the [[risk]] of problems resulting from the fact that external solutions for the company ar

...goal of IT management is to maximize the [[efficiency]] and effectiveness of IT operations while minimizing costs. ==Example of information technology management==

'''Phases of team creation''' are steps undertaken by managers before introducing [[team The basis is the definition of what the [[company]] wants to obtain by creating a team, what are the speci

...includes work commissioned to contractors providing a preview of the scope of the project. This is the final schedule of a given project, which includes the start date, intermediate stages, and en

...one of several [[management]] subsystems of [[company]]. It works in close integration with other subsystems in areas such as: financial [[management]], personnel ...nagement]]. Based on this, managers acquire [[knowledge]] of main elements of the system.

...erate]]s, trusts, community of interests, cartels, syndicates and chambers of [[commerce]]. ...rators (multi-plant companies, joint ventures, joint enterprises), a group of entities with established management center.

...h cultural, legal, and political differences, and to manage the complexity of multiple project teams working in different locations. ==Example of global project management==

...tion of managers should be adequate to assess the strengths and weaknesses of the [[organization]]. ...mportant to ensure internal consistency of goals. It is possible that some of the objectives are mutually exclusive, for example: high [[profit]] margin

...ogical development in modern economy requires quick and flexible reactions of managers to better adapt and to survive in turbulent [[competitive environm ...apid advancement of digital technologies and the widespread [[availability of information]] through the [[internet]] and other digital platforms. Some te

...alers, predictions, strategic plans, [[production capacity]], availability of machines and human resources, etc<ref>Grubbström, R. W., & Thuy Huynh, T. ...st needed to produce each individual [[finished product]]. The calculation of this number is based on market analysis, [[customer]] orders and wholesaler

...ties, Threats. They are analytical categories filling in particular fields of the SWOT matrix <ref>E. Gürel, M. Tat,2017, pp.995 998</ref>. ==Specificity and types of opportunities==

...new possibilities are explored, a Reality Phase in which the consequences of those actions are felt, and a Feedback Phase in which the lessons learned a ...s are tested. Experiments have to be done in order reveal the consequences of that idea. It can also be simply having the courage and the resources to ac

...'s objective is to create a product/software that will fulfil requirements of users. ==General principles of lean development==

...to improve the situation of the company. Management (as well as employees of the company) should actively seek opportunities that can be used to improve Types of opportunities can be divided depending on the nature of the [[environmental]] factor which is their source.

'''Cost element''' is a part of charges, that during the budgeting and expenses management [[process]] is a ...dary Cost Elements and Revenue Cost Elements. Main use of cost elements is integration between financial accounting and controlling as all the expense accounts in

...e same group of customers. May provide similar services to a similar group of customers, but it will do so in a different geographical location. These st ==Goal of strategic buyer==

...perfect for setting measurable goals from the lowest to the highest level of teaching. These goals should be transparent, realistic and achievable for t Bloom's taxonomy consists of three spheres of educational activities:

...[[marketing]] for acquiring basic [[information]] about customer or groups of customers. It involves basic steps<ref>Khajvand, M., 2011, pp. 57-63</ref>: * [[identification]] of customers

...are development]] processes and methods of measuring results. The creators of the approach are Jeff De Luca and Peter Coad, who, working together on a la ==5 processes of Feature-Driven Development==

...words: '''Strengths''', '''Weaknesses''', '''Opportunities''' (the chances of potential or positive change occurring in the [[environment]]) and '''Threa ==The origins of SWOT analysis==