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Extensive and comprehensive political, economics, technological differences and related crisis have caused organizations to encounter many challenges in directing activities and maintaining their position in a competitive environment. Strategic management is known as an efficient solution for institutes in dynamic environments.Strategic marketing management determines and plans marketing strategies and implements them with a clear understanding of the organization`s mission, the assessment of environmental factors, checking the organization's situation, and exploring opportunities in the market.Strategic management process is a guidance to execute organization activities besides organization type or size. This process can be used by organizations in terms of marketing. The basic steps of strategic marketing management are similar for all types of organizations like organizations related to manufacturing industries, while importance of each step is different to others depending on effective environmental factors on the institute. In the present paper, these steps and some examples of their application are explained.

Switzerland hosted two Olympic Games – in 1928 and 1948. Since then, the size of the Games has grown enormously and is now much bigger than 70 or 90 years ago. Is Switzerland still able to host such an event? This thesis' objective was to research whether Switzerland is able to host a sports megaevent of such size, and which factors need to be considered to achieve success. Furthermore, the thesis examined the difference between project and event management, and what role project management knowledge plays in managing such Events. Switzerland is able to host such an event, however, some aspects should be considered to get the support of the Swiss population and politics. Event management has many similarities to project management; however, some differences could be identified. Nevertheless, this topic remains a matter of opinion and a general answer cannot be given. Project management knowledge supports event management in achieving its objectives and becoming a success. Especially for the planning phase and new events, project management knowledge is recommendable.

Division of risk between a public entity and a private partner is one on the most essential elements of public-private partnership. Improper risk allocation may cause difficulties in implementation of a given undertaking or even prevent its realisation. Proper risk management is significant to avoid such a state and management control is a mechanism facilitating it. The aim of this article is to analyse management control in the scope of risk management in public-private partnership. Therefore, a research problem has been formulated which is to answer the question: is it possible to manage risk in PPP through management control? According to the research hypothesis, management control is an institution which may manage risk in PPP. The article presents management control as a mechanism managing risk in PPP. ; University of Białystok, Poland ; Krystian Jaszczyk – PhD student at the Department of Public Finance and Financial Law, Faculty of Law, University of Bialystok, Poland. The author's specialisation is public-private partnership. He is a member of the Center for Information and Research Organization in Public Finance and Tax Law of Central and Eastern Europe Countries. ; jaszczykkrystian@wp.pl ; 40 ; 44 ; 12-13 ; Gajewski P. (2007), Organizacja procesowa, PWN, Warszawa. ; Kaczurak-Kozak M. (2012), Specyfika systemu kontroli zarządczej na uczelni publicznej, "Finanse, Rynki Finansowe, Ubezpieczenia" no. 53. ; Kieżun W. (1998), Sprawne zarządzanie organizacjami, SGH, Warszawa. ; Kulesza M., Bitner M., Kozłowska A. (2006), Ustawa o partnerstwie publiczno-prywatnym. Komentarz, WoltersKluwer Polska, Warszawa. ; Kupsch P.U. (1975), Risiken als Gegenstand der Unternehmenspolitik, "Wirtschaft und Studium" no. 4. ; Matysek M. (2011), Projektowanie modelu systemu kontroli zarządczej, "Kontrola Państwowa" no. 2. ; Ministerstwo Finansów, Podręcznik wdrożenia systemu zarządzania ryzykiem w administracji publicznej w Polsce [online], www.mf.gov.pl/documents/764034/3349878/20130307_3_zarzadzanie_ryzykiem_w_sektorze_publicznym.pdf, access as of 7 August 2018. ; Petrozolin-Skawrońska B. (1998), Nowy leksykon PWN, PWN, Warszawa. ; Przybyła M. (2003), Organizacja i zarządzanie. Podstawy wiedzy menedżerskiej, Akademia Ekonomiczna im. Oskara Langego, Wrocław ; Rowe W.D. (1977), An Anatomy of Risk, W. D. Rowe John Wiley&Sons, New York. ; Willet A.H. (1951), The Economic Theory of Risk Insurance, University of Pennsylvania Press, Philadelphia. ; Winiarska K. (2012), Pojęcie i klasyfikacja kontroli zarządczej w literaturze zagranicznej, "Zeszyty Naukowe Uniwersytetu Szczecińskiego" no. 52. ; Zarządzanie ryzykiem – ujęcie definicyjne [online], www.audytryzyka.com/index.php?inc=14&id_arty=12867844420224, access as of 7 August 2018. ; Zarządzanie ryzykiem w project finance [online], www.nbp.pl/publikacje/materialy_i_studia/137.pdf, acces as of 7 August 2018. ; Act of 25 July 2005 on public-private partnership (Journal of Laws No. 169, item 1420). ; Act of 19 December 2008 on public-private partnership (Journal of Laws of 2017, item 1834, later amended). ; Act of 27 August 2009 on public finance (Journal of Laws of 2017, item 2077, later amended). ; Regulation of the Minister of economy of 21 June 2006 on risks involved in projects carried out through public-private partnership (Journal of Laws No. 125, item 868).

Shipping list no.: 98-0174-P. ; "6-97." ; Cover title. ; Mode of access: Internet.

Michael Bretschneider-Hagemes beleuchtet diverse Phänomene der Subjektivierung von Arbeit und klärt den unterstellten Gegenstand eines Scientific Management reloaded. Seine Analyse des Kategoriensystems der kapitalistischen Moderne sorgt für deren fundierte Bewertung. So gerahmt können diese als Restaurationsleistungen eines ökonomischen Krisentaumels aufgedeckt werden. Die Wendung der Krise auf das Subjekt wird in der Figur der "Entfremdung zweiter Ordnung" entwickelt. Der Inhalt Subjektivierung von Arbeit: zwischen Vermarktlichung, indirekter Steuerung und Burn-out Kritik und Reflexion des Kategoriensystems der kapitalistischen Moderne: dialektisch-krisendynamische Genese eines sozioökonomischen Bedingungszusammenhangs Reformulierung der Subjektivierung von Arbeit: Entmystifizierung des Post-Fordismus/Taylorismus und Wendung des Krisentaumels auf das Subjekt Die Zielgruppen Dozierende und Studierende aus den Bereichen Soziologie, Psychologie, VWL, BWL und Pädagogik Praktiker aus den Bereichen Management, HR, Beratung, Betriebspsychologie, Arbeitsschutz, Gesundheitsmanagement, Betriebsrat und Gewerkschaft Der Autor Michael Bretschneider-Hagemes ist wissenschaftlicher Mitarbeiter am Institut für Arbeitsschutz. Er leitet das Projekt der Erforschung IT-gestützter Arbeit, setzte sich für die metaanalytische Klärung psychischer Belastungen ein und berät Ministerien und Verbände bzgl. postmoderner und digitalisierter Arbeitssysteme. Als freier Autor publiziert er in gesellschaftskritischen Formaten

The management philosophy of Management by
Holistics (MbH) is addressed, where attention is
paid to achieve a balance between four vital
resources: human, capital, materials and
information. The approach focuses on the fact that
"the whole is greater than the sum of the parts"
and is based on the conviction that everyone in
an organisation needs clear‐cut goals. A model
for the implementation of this management
approach is defined with reference to Swedish
industry.

In a market economy, management is primary tool to accomplish accepted plans with certain level of qualification, authority and responsibility to implement a company's development strategy, such as production volume, profit, profitability, labor productivity. The article describes the role of management in the effective operation of enterprises, the scientific approaches of scientists in this area, evaluation indicators. Recommendations are given to overcome the existing problems in management activities.