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This paper analyzes the process of the services market integration in the context of Services Directive and the national preferences of member states towards this document in particular and towards the process of services liberalization in general. The methodological guidelines for the research are provided by one of the contemporary theories of EU integration – liberal intergovernmentalism, as developed by Andrew Moravcsik in his prominent book The Choice for Europe. The main argument of this author is that "European integration can be best explained as a series of rational choices made by national leaders."(A. Moravcsik: 18) What follows as the main hypothetical proposition is that the integration of services market in the European Union rests upon national preferences of member states, which are shaped by domestic economic interests groups and upon relative bargaining powers of these member states. According to A. Moravcsik's argumentation, it is assumed in this paper that it suffice to analyze three major member states – Germany, France and United Kingdom (UK). The analysis of this paper proved the relative interdependence between gains and bargaining power. It was showed, that UK has more competitive services providers, especially those providing professional services, then France and Germany. It is the reason why the service market opening could bring more benefits to British providers. This situation led UK to have less persuading arguments and made them make concessions. It was also proved that due to strong national concerns the Commission lacked ability to act as intermediate or shape national preferences towards its own position. In that case it was demonstrated, under A. Moravcsik terms, that the supranational body is irrelevant in EU policy making. It was partly vindicated that the governments pay more attention to the business interests. It was particularly true in UK, where the business interests were taken count of more then the interests of professional associations or consumer groups. But regarding the cases of France and Germany, the proposition of A. Moravcsik begs some reservations: when strong corporate culture thrives, well organized professional associations can counterweight the business interests, especially when the important referendums or elections are here to come. Lastly, it was impossible scientifically to test the validity of the statement, that UK strategically made concessions regarding the Services Directive, in order to gain more in other important issues, which were to be the beginning of Turkey accession talks, and the setting of financial perspective for the years 2007-2013. Such kind of evidence is possible only after some time, when the researcher can glance in to the archives. For the time being, the main hypothetical explanation could be the fact, that all those bargains were conducted during the period of British presidency in EU. The Services Directive case is a challenge for this paper in testing the explanatory capabilities of liberal intergovernmentalism. This theory is best in explaining "big" bargains, where only member states have a right to decide. The Services Directive is a piece of daily EU legislation, conducted under the co-decision procedure, where the European Parliament and the Council has an equal say. The paper showed that indeed some reservations should be made according to the institutional arena. Regarding the future of Services market integration, the research in this paper showed, that most probably the answer lies behind the member states. If their domestic interests groups see the process beneficial, and governments take that in to account, then there will be nothing that will stop Services Directive to be fulfilled to the greatest scale. Therefore the current, diluted version of this document should be considered as the second best solution for EU, and a marker for the future.

This paper analyzes the process of the services market integration in the context of Services Directive and the national preferences of member states towards this document in particular and towards the process of services liberalization in general. The methodological guidelines for the research are provided by one of the contemporary theories of EU integration – liberal intergovernmentalism, as developed by Andrew Moravcsik in his prominent book The Choice for Europe. The main argument of this author is that "European integration can be best explained as a series of rational choices made by national leaders."(A. Moravcsik: 18) What follows as the main hypothetical proposition is that the integration of services market in the European Union rests upon national preferences of member states, which are shaped by domestic economic interests groups and upon relative bargaining powers of these member states. According to A. Moravcsik's argumentation, it is assumed in this paper that it suffice to analyze three major member states – Germany, France and United Kingdom (UK). The analysis of this paper proved the relative interdependence between gains and bargaining power. It was showed, that UK has more competitive services providers, especially those providing professional services, then France and Germany. It is the reason why the service market opening could bring more benefits to British providers. This situation led UK to have less persuading arguments and made them make concessions. It was also proved that due to strong national concerns the Commission lacked ability to act as intermediate or shape national preferences towards its own position. In that case it was demonstrated, under A. Moravcsik terms, that the supranational body is irrelevant in EU policy making. It was partly vindicated that the governments pay more attention to the business interests. It was particularly true in UK, where the business interests were taken count of more then the interests of professional associations or consumer groups. But regarding the cases of France and Germany, the proposition of A. Moravcsik begs some reservations: when strong corporate culture thrives, well organized professional associations can counterweight the business interests, especially when the important referendums or elections are here to come. Lastly, it was impossible scientifically to test the validity of the statement, that UK strategically made concessions regarding the Services Directive, in order to gain more in other important issues, which were to be the beginning of Turkey accession talks, and the setting of financial perspective for the years 2007-2013. Such kind of evidence is possible only after some time, when the researcher can glance in to the archives. For the time being, the main hypothetical explanation could be the fact, that all those bargains were conducted during the period of British presidency in EU. The Services Directive case is a challenge for this paper in testing the explanatory capabilities of liberal intergovernmentalism. This theory is best in explaining "big" bargains, where only member states have a right to decide. The Services Directive is a piece of daily EU legislation, conducted under the co-decision procedure, where the European Parliament and the Council has an equal say. The paper showed that indeed some reservations should be made according to the institutional arena. Regarding the future of Services market integration, the research in this paper showed, that most probably the answer lies behind the member states. If their domestic interests groups see the process beneficial, and governments take that in to account, then there will be nothing that will stop Services Directive to be fulfilled to the greatest scale. Therefore the current, diluted version of this document should be considered as the second best solution for EU, and a marker for the future.

The practical relevance of the research. Strong and competent non-governmental organizations represent the country in international organizations, promote volunteering, increase civic and corporate social responsibility, raise funds from private donors and international foundations and organizations, or engage in commercial activities, thus creating social and economic value for the state. NGOs stem from the civic initiative and a desire to address pressing issues and needs that cannot be met by the government and the business sector. There is a shortage of talented leaders, so it is necessary to create a new generation of leaders and support current and future leaders. Leadership development programs for NGO leaders must incorporate best practices and existing practices, rather than applying traditional leadership training methods. Scientific relevance of the research. The current global environment for NGOs is defined by the uncertainty of fundraising, the effects of climate change, growing economic inequality, changing geopolitical dynamics, and greater interaction through the use of the Internet (Green, 2015). A review of the scientific literature shows that the level of implementation of strategic planning had a positive relationship with organizational effectiveness in social service organizations in Portugal (Ferreira, Proenca, 2015). The factors implementing the strategy influencing the effectiveness of the project in the NGO were leadership, culture, resource allocation, and structure (Ramadan, 2015). In addition, a recent study focusing on the impact of strategy drivers on project effectiveness in Warsaw, Poland, found supportive leadership and leadership to ensure NGO success (Okorley, Nkrumah, 2012). The above-mentioned research reveals the novelty of the research on the expression of leadership and the impact on the development of NGO activities in the field of social work. The research problem is defined by a problematic question: how is the leadership that develops the activities of NGOs in the ...

The article analyses the complexity of human resource management in the context of business globalization. The problem is the balancing of the global trends in HRM with the influence of national cultures. The general aim of the article is to explore the problem of balancing the seemingly opposing forces (such as thinking global – acting local, decentralization–centralization, differentiation–integration, etc.) and to identify trends and values in HRM. The article shows that such opposing forces should be considered not as binary either / or decisions, but as complementary forces that need to be balanced. The analysis is supported by examining the changing practice of HRM in the United Kingdom, France, the USA and Japan. This review shows the main trends and the principal tasks faced by HRM professionals in the 21st century. HRM changes that have taken place in the UK are a reflection, primarily, of changing regulation arising both from the UK government and from membership in the EU, globalization and strong pressures to drive costs downwards. French HR managers are striving to adapt French organizations to the environment by relying on unique practices or practices similar to those implemented in other countries. In late 2000s, the US economy is slowing. Though workers may become easier to find in general, recruitment continues to be challenging in the areas where skill shortages exist. The US workforce will continue to become more diverse. Firms are likely to continue experimenting with variable compensation and high performance work systems to enhance productivity. The change of HR practices in Japanese companies seems to be slow and incremental, carefully avoiding traumatic breaks with the past. Japanese managers have a strong sense of corporate obligation to provide jobs, income and security. On comparing changes in the patterns of HMR in the UK, France, the USA and Japan, the article analyses the peculiarities of HMR in Lithuania as a representative country of the post-soviet bloc. The practice of HRM in Lithuania during 1990–2008 may be separated into two periods. Each period was influenced by controversial groups of factors: traditions that came into being under the soviet regime and the new traditions still undergoing formation. In the first period dominated the so-called "hard" HRM, with the focus on employee control, utmost exploitation of their potential and obtaining the maximum benefit from them, neglect of employees' needs. The lack of qualified workers, increasing emigration and the growing competition in the second period urge the managers to shift attention to "soft" HRM, i.e. to the needs of their employees as one of the key resources of the competitive advantage.

The article analyses the complexity of human resource management in the context of business globalization. The problem is the balancing of the global trends in HRM with the influence of national cultures. The general aim of the article is to explore the problem of balancing the seemingly opposing forces (such as thinking global – acting local, decentralization–centralization, differentiation–integration, etc.) and to identify trends and values in HRM. The article shows that such opposing forces should be considered not as binary either / or decisions, but as complementary forces that need to be balanced. The analysis is supported by examining the changing practice of HRM in the United Kingdom, France, the USA and Japan. This review shows the main trends and the principal tasks faced by HRM professionals in the 21st century. HRM changes that have taken place in the UK are a reflection, primarily, of changing regulation arising both from the UK government and from membership in the EU, globalization and strong pressures to drive costs downwards. French HR managers are striving to adapt French organizations to the environment by relying on unique practices or practices similar to those implemented in other countries. In late 2000s, the US economy is slowing. Though workers may become easier to find in general, recruitment continues to be challenging in the areas where skill shortages exist. The US workforce will continue to become more diverse. Firms are likely to continue experimenting with variable compensation and high performance work systems to enhance productivity. The change of HR practices in Japanese companies seems to be slow and incremental, carefully avoiding traumatic breaks with the past. Japanese managers have a strong sense of corporate obligation to provide jobs, income and security. On comparing changes in the patterns of HMR in the UK, France, the USA and Japan, the article analyses the peculiarities of HMR in Lithuania as a representative country of the post-soviet bloc. The practice of HRM in Lithuania during 1990–2008 may be separated into two periods. Each period was influenced by controversial groups of factors: traditions that came into being under the soviet regime and the new traditions still undergoing formation. In the first period dominated the so-called "hard" HRM, with the focus on employee control, utmost exploitation of their potential and obtaining the maximum benefit from them, neglect of employees' needs. The lack of qualified workers, increasing emigration and the growing competition in the second period urge the managers to shift attention to "soft" HRM, i.e. to the needs of their employees as one of the key resources of the competitive advantage.

The article analyses the complexity of human resource management in the context of business globalization. The problem is the balancing of the global trends in HRM with the influence of national cultures. The general aim of the article is to explore the problem of balancing the seemingly opposing forces (such as thinking global – acting local, decentralization–centralization, differentiation–integration, etc.) and to identify trends and values in HRM. The article shows that such opposing forces should be considered not as binary either / or decisions, but as complementary forces that need to be balanced. The analysis is supported by examining the changing practice of HRM in the United Kingdom, France, the USA and Japan. This review shows the main trends and the principal tasks faced by HRM professionals in the 21st century. HRM changes that have taken place in the UK are a reflection, primarily, of changing regulation arising both from the UK government and from membership in the EU, globalization and strong pressures to drive costs downwards. French HR managers are striving to adapt French organizations to the environment by relying on unique practices or practices similar to those implemented in other countries. In late 2000s, the US economy is slowing. Though workers may become easier to find in general, recruitment continues to be challenging in the areas where skill shortages exist. The US workforce will continue to become more diverse. Firms are likely to continue experimenting with variable compensation and high performance work systems to enhance productivity. The change of HR practices in Japanese companies seems to be slow and incremental, carefully avoiding traumatic breaks with the past. Japanese managers have a strong sense of corporate obligation to provide jobs, income and security. On comparing changes in the patterns of HMR in the UK, France, the USA and Japan, the article analyses the peculiarities of HMR in Lithuania as a representative country of the post-soviet bloc. The practice of HRM in Lithuania during 1990–2008 may be separated into two periods. Each period was influenced by controversial groups of factors: traditions that came into being under the soviet regime and the new traditions still undergoing formation. In the first period dominated the so-called "hard" HRM, with the focus on employee control, utmost exploitation of their potential and obtaining the maximum benefit from them, neglect of employees' needs. The lack of qualified workers, increasing emigration and the growing competition in the second period urge the managers to shift attention to "soft" HRM, i.e. to the needs of their employees as one of the key resources of the competitive advantage.

The article analyses the complexity of human resource management in the context of business globalization. The problem is the balancing of the global trends in HRM with the influence of national cultures. The general aim of the article is to explore the problem of balancing the seemingly opposing forces (such as thinking global – acting local, decentralization–centralization, differentiation–integration, etc.) and to identify trends and values in HRM. The article shows that such opposing forces should be considered not as binary either / or decisions, but as complementary forces that need to be balanced. The analysis is supported by examining the changing practice of HRM in the United Kingdom, France, the USA and Japan. This review shows the main trends and the principal tasks faced by HRM professionals in the 21st century. HRM changes that have taken place in the UK are a reflection, primarily, of changing regulation arising both from the UK government and from membership in the EU, globalization and strong pressures to drive costs downwards. French HR managers are striving to adapt French organizations to the environment by relying on unique practices or practices similar to those implemented in other countries. In late 2000s, the US economy is slowing. Though workers may become easier to find in general, recruitment continues to be challenging in the areas where skill shortages exist. The US workforce will continue to become more diverse. Firms are likely to continue experimenting with variable compensation and high performance work systems to enhance productivity. The change of HR practices in Japanese companies seems to be slow and incremental, carefully avoiding traumatic breaks with the past. Japanese managers have a strong sense of corporate obligation to provide jobs, income and security. On comparing changes in the patterns of HMR in the UK, France, the USA and Japan, the article analyses the peculiarities of HMR in Lithuania as a representative country of the post-soviet bloc. The practice of HRM in Lithuania during 1990–2008 may be separated into two periods. Each period was influenced by controversial groups of factors: traditions that came into being under the soviet regime and the new traditions still undergoing formation. In the first period dominated the so-called "hard" HRM, with the focus on employee control, utmost exploitation of their potential and obtaining the maximum benefit from them, neglect of employees' needs. The lack of qualified workers, increasing emigration and the growing competition in the second period urge the managers to shift attention to "soft" HRM, i.e. to the needs of their employees as one of the key resources of the competitive advantage.