In this paper an attempt is made by the author to assess whether the Self-management Industrial Relations System defined institutionally as a non-conflict pattern has the potentiality to regulate the industrial conflict undoubtedly existing in Yugoslav enterprises; and whether it is in its potentiality for conflict management matched to the American system of industrial relations based on the collective bargaining. Comparative theoretical analysis of the two systems on a number of major dimensions leads to the conclusion that the self-management system is inferior in regard to the potentialities for conflict management than Collective bargaining. This conclusion is even more valid if the great discrepancies between the real self-management organizations and the self-management pattern are taken into consideration. But, the available evidence on strikes in Yugoslavia during the last decade lends no support to such theoretical expectations. It is evident that some forms of conflict management do exist, although the institutional pattern has no built-in mechanisms of regulations at the level of manifest functions. In an attempt to explain the variance between the real course of the industrial conflicts and the theoretical expectations, the author formulates the main hypothesis: the self-management institutional pattern regulates the conflict on the level of latent functions. This central hypothesis is further elaborated into six particular hypotheses issuing form the specific properties of the self-management institutional pattern. These properties are: lack of legitimacy of managerial power and insecurity of managers' status, »political management«, insufficient revindicative orientation of syndicate, co-option of the potential worker leaders into management and the horizontal principle of organization. Examining the efficiency of conflict management at the level of latent functions the author points out some important qualifications: (1) possibility of the omission of catharsis effects after the strike, (2) such a "type of regulation does not lead to the systematic resolving of problems which are at the root of the conflict, (3) conflict management at the level of latent functions does not involve conflict resolving directly at the Working places. In accordance with these qualifications the author does not perceive such a type of regulation of conflict as a possible alternative to the institutionalization of conflict in modern industrial society. Nevertheless it has a great significance for the stability and survival of the global social system such as the one existing in Yugoslavia.
Ideja menadžmenta ima u stanovitom smislu univerzalno značenje zbog čega se primjena te ideje široko rasprostranila, a našla je mjesto i u institucijama odgoja i obrazovanja, i to najviše kao organizacijski menadžment, menadžment ljudskih potencijala, menadžment razina (1. najviša — ciljevi, dugoročno planiranje i organizacija, 2. srednja — kontrola operativnih postupaka i programi potpore ciljevima, 3. najniža — interpretacija ciljeva, politika programa), strategijski menadžment (dugoročno), i menadžment funkcija (koliko funkcija toliko menadžment programa). Menadžerske funkcije odnose se na ono što valja postići, a to su najčeπće planovi, strategije, dobra organizacija, kvalitetno vođenje i uspješna kontrola. Slijedi da se na pedagoški menadžment može gledati kao na upravljanje mrežom i hijerarhijom sustava (vrtić, grupa — škola, razred). Posebnost vođenja i upravljanja odgajatelja, razrednika i nastavnika može se razmatrati kao pedagoška uloga odgajatelja u vođenju i upravljanju, pedagoška uloga razrednika u vođenju i upravljanju, administrativni poslovi, planiranje i programiranje rada voditelja tima (razrednika), pripremanje i vođenje sjednica vijeća, suradnja s ostalim članovima vijeća, suradnja s roditeljima i sl. ; The idea of management in a certain way has a universal meaning, causing the wide spreading of this idea, which also found its place in the educational institutions, primarily as organizational management, human resources management, levels management (1. the highest level — objectives, long-term planning and organization; 2. the intermediate level — the control of operative procedures and objective supporting programs; 3. the lowest level — objectives interpretation, program policy), strategic management (long-term) and function management (the number of functions corresponding to the number of management programs). The management functions concern the purposes to be achieved, which are usually plans, strategies, good organization, quality leadership and successful control. Therefore, it follows that the educational management can be viewed as management of the system network and hierarchy (kindergarten, group — school, class). The specificity of leadership and management in case of kindergarten teachers, form-masters and teachers can be discussed as the pedagogical role of the kindergarten teacher in the leadership and management, the pedagogical role of the form-master in the leadership and management, administrative work, the team leader's (form-master's) work planning and programming, preparation and chairing of teaching-staff conferences, cooperation with other teaching-staff members, cooperation with parents, etc. ; Die Idee des Menagements hat im gewissen Sinne eine universelle Bedeutung, weshalb die Anwendung dieser Idee weit verbreitet ist und ihren Platz auch in den Bildungs-und Erziehungsanstalten fand. Dabei handelt es sich meistens um Organisationsmanagement, Management von menschlichen Potenzialen, Management von Ebenen (1. höchste — Ziele, langfristige Planung und Organisation, 2. mittlere — Kontrolle der Operatiomalisierungsverfahren und Programme zur Unterstützung der Zielsetzungen, 3. niedrigste — Interpretation von Zielsetzungen, Programmpolitk), strategisches Management (langfristig) und funktionales Menagement (für jede Funktion ein Managementprogramm). Die Funktionen des Managements beziehen sich auf das zu Erreichende, und das sind am häufigsten Pläne, Strategien, gute Organisation, gute Leitung und erfolgreiche Kontrolle. Daraus folgert, dass das pädagogische Management als eine Art der Verwaltung von Netzen und hierarchisch aufgebauten Systemen (Kindergarten, Gruppe — Schule, Klasse) betrachtet werden kann. Die Besonderheit der Führungs-und Leitungsrolle von Erziehern, Klassenlehrern und Lehrern kann unter verschiedenen Gesichtspunkten besprochen werden: pädagogische Erzieherrolle in der Leitung und Verwaltung, pädagogische Klassenlehrerrolle in der Leitung und Verwaltung, administrative Aufgaben, Planung und Programmierung der Arbeit von Teamleitern (Klassenlerern), Planung und Leitung von Sitzungen der Lehrerkonferrenz, Mitarbeit mit anderen Mitgliedern der Lehrerkonferrenz, Mitarbeit mit den Eltern usw.
The purpose of this paper is to develop theoretical framework that can be applied in the analysis and empirical research on school management efficiency in the Croatian context. The paper contains explanations of significant dimensions based on which it is possible to monitor the practice of school management at the local level, and provides discussions regarding modalities of measures for strengthening school and student capacities that are implemented in certain local self-governments. A review of available data reveals that investment priorities of local self-government units in various types of interventions significantly vary in different local environments and that the possibility of investing in programmes that are thought to be connected with strengthening the achievements of schools and students depends on how developed the existing material prerequisites for the smooth operation of schools are. Guidelines for using efficient support mechanisms in cooperation between local management authorities (school founders) and school institutions are also analysed and proposed. ; Svrha je ovog rada razvijanje teorijskog okvira koji se može primijeniti za analizu i empirijska istraživanja učinkovitosti upravljanja školama na lokalnoj razini u hrvatskom kontekstu. U radu su eksplicirane bitne dimenzije prema kojima je moguće pratiti praksu upravljanja školama na lokalnoj razini, i komentirani su primjeri modaliteta mjera jačanja školskih i učeničkih kapaciteta koje se provode u određenim lokalnim samoupravama. Pregled dostupnih podataka pokazuje da prioriteti ulaganja jedinica lokalne samouprave u različite tipove intervencija bitno variraju u različitim lokalnim zajednicama, a mogućnost ulaganja u programe za koje postoje indicije da su povezani s jačanjem školskih i učeničkih postignuća ovisi o tome koliko su otprije razvijene osnovne materijalne pretpostavke za nesmetano funkcioniranje škola. Analizirane su i predložene smjernice za korištenje učinkovitih mehanizama potpore na relaciji suradnje između lokalnih instanci upravljanja (osnivača škola) i školskih ustanova.
Svrha je ovog rada razvijanje teorijskog okvira koji se može primijeniti za analizu i empirijska istraživanja učinkovitosti upravljanja školama na lokalnoj razini u hrvatskom kontekstu. U radu su eksplicirane bitne dimenzije prema kojima je moguće pratiti praksu upravljanja školama na lokalnoj razini, i komentirani su primjeri modaliteta mjera jačanja školskih i učeničkih kapaciteta koje se provode u određenim lokalnim samoupravama. Pregled dostupnih podataka pokazuje da prioriteti ulaganja jedinica lokalne samouprave u različite tipove intervencija bitno variraju u različitim lokalnim zajednicama, a mogućnost ulaganja u programe za koje postoje indicije da su povezani s jačanjem školskih i učeničkih postignuća ovisi o tome koliko su otprije razvijene osnovne materijalne pretpostavke za nesmetano funkcioniranje škola. Analizirane su i predložene smjernice za korištenje učinkovitih mehanizama potpore na relaciji suradnje između lokalnih instanci upravljanja (osnivača škola) i školskih ustanova. ; The purpose of this paper is to develop theoretical framework that can be applied in the analysis and empirical research on school management efficiency in the Croatian context. The paper contains explanations of significant dimensions based on which it is possible to monitor the practice of school management at the local level, and provides discussions regarding modalities of measures for strengthening school and student capacities that are implemented in certain local self-governments. A review of available data reveals that investment priorities of local self-government units in various types of interventions significantly vary in different local environments and that the possibility of investing in programmes that are thought to be connected with strengthening the achievements of schools and students depends on how developed the existing material prerequisites for the smooth operation of schools are. Guidelines for using efficient support mechanisms in cooperation between local management authorities (school ...
Na osnovi podataka iz pretkliničkih i kliničkih ispitivanja farmaceutska kompanija koja želi staviti lijek na tržište Europske unije predlaže plan upravljanja rizicima koji agencija za lijekove odobrava neposredno prije stavljanja lijeka na tržište. Plan upravljanja rizicima definira mjere koje kompanija poduzima pri praćenju i minimizaciji rizika povezanih s lijekom. Mjere praćenja lijeka na tržištu mogu biti osnovne, tj. rutinske (prijavljivanje nuspojava, pisanje periodičkih izvješća, detekcija i analiza signala) te dodatne (dodatne studije). Sigurnu primjenu lijeka koju provode zdravstveni djelatnici i pacijenti omogućavaju rutinske mjere minimizacije rizika (prenošenje informacije o lijeku putem sažetka ili upute o lijeku) te dodatne mjere (poput edukacijskih materijala, pisma liječnicima ili programa prevencije trudnoće). Plan upravljanja rizicima ažurira se tijekom životnog ciklusa lijeka na osnovi novih informacija kako bi se osigurao pozitivan omjer koristi i rizika od lijeka te njegova sigurna primjena koju provode zdravstveni djelatnici i pacijenti. Osim toga,farmaceutska kompanija i agencija za lijekove mogu poduzeti i druge mjere edukacije zdravstvenih djelatnika i pacijenata radi smanjenja rizika povezanih s lijekovima. ; Based on non-clinical and clinical findings pharmaceutical companies needs to agree on a Risk Management Plan (RMP) with the authority at the time of drug approval in the European Union. RMP defines measures that a company needs to implement to collect more information and mitigate risk related to drug use. Measures are defined as either routine pharmacovigilance (reporting of adverse events, periodic reports, safety signal detection) or as additional measures (post-authorization safety studies). Safe drug use by healthcare providers and patients is assured by routine risk minimization measures (communication of information through the summary of products characteristics and patient information leaflet) and additional measures (such as educational materials, letters to healthcare providers and pregnancy prevention programs). RMP is updated during product life-cycle based on new information to assure positive benefit/risk of the drug and safe drug use by healthcare providers and patients. Pharmaceutical companies and health authorities may also take other actions to educate healthcare professionals and patients in order to decrease risks related to drug use.
Model novog javnog menadžmenta sadrži javne politike za tržišno usmjerene institucionalne reforme. Zemlje koje su primijenile ovaj model općenito su među prvih dvadeset na globalnim ljestvicama vezanima uz ljudski razvoj, ljudsku slobodu, ekonomsku slobodu, lakoću poslovanja, deregulaciju tržišta, konkurentnost, antikorupcijsku transparentnost i liberalnu demokraciju. Dok su nordijske zemlje uvele vanjsko ugovaranje usluga (outsourcing) i tržišno natjecanje unutar svojih sustava države blagostanja, a Njemačka se snažno usmjerila na privatizacije, anglosaksonske zemlje, a posebice Sjedinjene Države, ugovaraju čak i dijelove nacionalne sigurnosti s privatnim vojnim i obavještajnim pružateljima. Međutim, model novog javnog menadžmenta ne zanemaruje ulogu države, već potiče njezino smanjivanje i otvaranje za tržišno natjecanje, privatizaciju, deregulaciju i transparentnost. Dok je Novi javni menadžment uključiv prema zajednicama i tržištima, primjena ovog modela može poboljšati institucije i upravljanje stvaranjem pretežito horizontalnih struktura, koje osiguravaju veze među različitim dijelovima organizacije i koherentan okvir javnih politika. U konačnici, reforme javnog upravljanja ovise o kritičkom razmišljanju, temeljem multidisciplinarne ekspertize, koja doprinosi inovativnim i inkluzivnim institucijama usmjerenim na rješavanje problema, s dovoljnom razinom građanskih vrlina i društvenog povjerenja. ; The New Public Management model contains public policies for market-driven institutional reforms. Countries that applied this model are generally among the TOP 20 in global rankings concerning human development, human freedom, economic freedom, ease of doing business, market deregulation, competitiveness, anti-corruption transparency and liberal democracy. While the Nordic countries introduced outsourcing and competition within their welfare systems, and Germany strongly focused on privatizations, the Anglo-Saxon countries, and especially the United States, outsource even parts of their national security to private military and intelligence contractors. However, the New Public Management model does not undermine the role of government, but encourages its downsizing and opening for competition, privatization, deregulation and transparency. While the New Public Management is inclusive toward communities and markets, the application of the model can improve institutions and governance by creating predominantly horizontal structures, which ensure connections between different parts of organization and coherent public policy framework. Finally, public management reforms depend on critical thinking, based on the multidisciplinary expertise, which contributes to innovative and inclusive problem-solving institutions, with sufficient level of civic virtues and social trust.
Cilj je rada istražiti stabilnost koalicijskih vlada u Hrvatskoj 2000. – 2020. te se polazi od teze da je nestabilnost vlada uvjetovana nedovoljno obuhvatnim koalicijskim sporazumima i neučinkovitim mehanizmima rješavanja koalicijskih sukoba. U radu se prvo analiziraju koalicijski sporazumi s obzirom na veličinu i sadržaj koji je u njima zastupljen, a zatim se istražuju stvarni procesi koalicijskog upravljanja koji se događaju unutar "crne kutije" identificiranjem najčešćih sukoba i mehanizama s pomoću kojih se oni nastoje riješiti. U analizi se upotrebljavaju izvorni empirijski podaci prikupljeni intervjuima s bivšim članovima koalicijskih vlada, kao i koalicijski sporazumi, vladini programi, arhivska građa dviju dnevnih novina te arhivske baze vlade i parlamenta. Rezultati istraživanja doveli su do glavnog zaključka da zbog nedovoljno razrađenih i formaliziranih koalicijskih sporazuma koalicijske stranke nisu uspješne u upravljanju koalicijskim sukobima, stoga pribjegavaju ad hoc mehanizmu neformanog i vrlo personaliziranog odlučivanja koje se izgrađuje u malom gremiju čelnika koalicijskih stranaka. ; The aim of this paper is to explore the stability of coalition governments in Croatia in the period 2000–2020, starting with the premise that cabinet instability is influenced by the limited scope of coalition agreements and ineffective conflict resolution mechanisms. The paper first analyses coalition agreements with regard to their scope and content, and goes on to explore the actual processes of coalition governance that occur within the "black box" by identifying the most common conflicts and the mechanisms which are used to resolve these. The analysis uses original empirical data collected through interviews with former members of coalition governments, as well as coalition agreements, government programmes, the archives of two daily newspapers, and archival databases of the government and parliament. Research results have led to the main conclusion that due to insufficiently developed and formalised coalition agreements, coalition parties are not successful at managing coalition conflicts, so they resort to the ad hoc mechanism of informal and highly personalised decision-making which is generated by a small group of coalition leaders.
U prošlome smo se dvobroju Šumarskoga lista, obilježavajući 250. obljetnicu hrvatskoga šumarstva, osvrnuli na tekstove iz prvih godina njegovog tiskanja, povlačeći paralelu s današnjicom. Zbog uvida u povijesni slijed šumarske struke i interesantnost, pa i aktualnost tekstova, u ovome se dvobroju osvrćemo na tri teksta iz 1880. i 1881. god. vezana uz naslov. Prvi tekst odnosi se na "Naredbu c. k. ministarstva za poljodjelstvo od 13. veljače 1875, B 129/A. M., R.-G.-Bl. Br. 9, koja se odnosi na ispit za tehničko službovanje u državnoj šumskoj upravi" (po toj su Naredbi državni ispit polagali državni službenici u resornim ministarstvima u Pešti i Beču, da bi bili osposobljeni za rad u državnoj službi). Drugi tekst odnosi se na "Dopis od 3. studena 1880. Br. 24509, kojim poziva Visoka kralj. Zemaljska vlada ravnateljstvo Kralj. šumarskoga i gospodarskog učilišta u Križevcih, da sastavi posebno povjerenstvo koje bi imalo čim prije izraditi osnovu za preustrojstvo vladine naredbe od 10. siečnja god. 1850. tičuće se šumarskih državnih ispita u obće". Tako je Osnovu nove naredbe o polaganju državnog ispita za samostalnu šumarsku upravu u Hrvatskoj i Slavoniji, sačinilo povjerenstvo u sastavu: F. Ž. Kesterčanek, Dragutin Hlava i Vladimir Kiseljak, a ona se kao i naredba iz 1875. ponajprije temelji na spomenutoj Naredbi od 16. siječnja iz 1850. god. I iskustvima susjednih zemalja. Ispit se održava svake godine u svibnju. Kandidat mora imati završen odgovarajući studij šumarstva, s dobrim ocjenama iz glavnih predmeta i najmanje trogodišnju praksu. Ispit je pismeni i usmeni, a provjerava se znanje iz predmeta: a) Šumogojstvo, b) Zaštita šuma i šumsko redarstvo, c) Šumska tehnologija i uporaba, d) Geodezija, e) Ustanovljivanje šumskih obhodnja, gospodarskih osnova . . . , f) Šumarska taksacija……s osobitim obzirom na proračunanje vriednosti šuma, šumarsko-financijsko gospodarenje…, g) Šumarsko graditeljstvo (šumski putovi i prometila kao i po šumarstvo važne gradjevine……h) Državno šumarsko upravoslovlje (šumski zakon, naredbe), i sl.), i) Odnošaj privatnog prava prema šumarstvu i lovstvu, j) Temeljna načela neposrednog oporezovanja, k) Obća načela lovstva, l) Obći pregled ratarstva". Nakon 8-satnog pismenog, drugi dan je dvosatni javni usmeni ispit za svakog kandidata, a potom nakon nekoliko dana slijedi konačni "u obližnjoj kojoj šumariji ili šumi". Kandidat se nakon ispita "može proglasiti "odlično" ili pako samo "jednostavno osposobljenim", a nesposobnim pronadjeni kandidat može ispit ponoviti u roku , što mu ga ispitno povjerenstvo (od tri člana) ustanovi". U Naredbi iz 1875. posebno smo uočili dio paragrafa u kojemu se kaže: "Ispitni povjerenik, koji je s kojim kandidatom u rodu ili u tastbinstvu, ne smije kod izpita istoga kandidata prisutan biti", a interesantno je napomenuti da se za prijavu ispita, uz diplomu i potvrdu o radnom stažu u struci, traže i stručne primjedbe i zabilješke koje je kandidat vodio tijekom radnoga staža. U ova dva teksta cilj nam je bio prikazati već tadašnju potrebu, propis, način polaganja i obujam materije za polaganje državnog ispita, a u trećemu (vežući ga usputno za današnje političko kadroviranje), nalazimo odgovor na pitanje naslovljeno u članku:"Usposobljuje li položeni drž. šumarski ispit za samostalno vodjenje službe i za najviše šumarske službe?" Ako ga sami sebi postavimo, odgovor bi bio "da", no ako stavimo ruku na srce i budemo iskreni "pa ćemo morati priznati, da je ipak velika razlika biti šumarskim upraviteljem ili ravnajućim visokim činovnikom. Tko vidi, što se dan na dan zbiva, naći će, da ima vrlo mnogo šumara, koji su pod nadzorom vrstnoga i svjesnoga nadčinovnika ne samo najbolji upravni činovnici, već kadkad upravo odlično postupaju u poslovanju; nu ako se oni odmaknu od svoje svere ili im se obzirom na dosadanje poslovanje predaje vrhovna uprava, pokazuju ovi inače toli vješti činovnici toliku nespretnost i počimaju obično tako naopako gospodariti, te se mora i proti volji pomisliti, da su potpuno nevješti. Ne ima svatko sposobnosti, da ono bude, što hoće, i uz najbolju volju može se dogoditi, da komu njegove vlastite naravne sposobnosti reknu: dovde i ne dalje. Ne treba tumačenja, da uslied ovakovih pogriešaka trpi ponajprije šuma". U daljnjem tekstu sugerira se umjerenost, spoznaja vlastitih sposobnosti i napredovanje pojedinca kroz praksu, korak po korak "do one časti, kojoj može po svojih sposobnostih najbolje zadovoljavati". Glede stanja nakon položenog državnog ispita i cijeloživotnog obrazovanja, kritički se osvrće na "izpitane šumare. Većina njih, osvjedočena, da je "svoju svrhu postigla", ne radi ništa, knjige bacila na stranu, na slavohlepnost je zaboravila, svi su postali prosti i dobroćudni građani, koji u miru sade svoj kupus, i samo nuzgredno obavljaju svoju službu kao šumari, što već davno i nisu. Drugi su opet nemirne glave, puni ideja, od kojih se pako ni jedna ne obistinjuje, jer kakove imadu hire, tako im se mijenjaju i osnove; . progutaju sve knjige, ali malo od toga čestita zapamte, .njihov je rad kadkad izvrstan, nu nikad trajan. i rietko kad komu koristi. Baš od ovih polaze naši, toli slabo "cienjeni veleumi!" Treći dio napokon, i to najmanji, jest cviet šumogojaca. Ugled njihova zvanja, koje su odabrali, im je prvo. Oni ne ostaju na stepenu časti, koju su postigli položivši državni ispit, već znajući, da sad tek počima pravi študij njihove struke, i da se u životu ništa ne uči, da se vremenom opet zaboravi, pomnožuju svoje znanje i izobrazuju se kao muževi, svjestni si svoje svrhe. No, i među tom elitom šumarske struke nisu svi jednaki, i oni imaju svaki svoj limit, pa "gdjekoji obnašaju časti, koje im ne pripadaju, niti bi ih postigli da se je gledalo njihovo znanje." Želeći dobro šumarskoj struci, "kad napokon neće biti kod naše struke prepoznanih veleuma, već gdje će svaki pripadnik šumarske struke sam si stvoriti službu, dokle već sižu njegove sposobnosti. To vrieme bit će zora sjajnoj budućnosti šumoznanstva!" Uredništvo ; In the last double issue of Forestry Journal, which was dedicated to the 250th anniversary of Croatian forestry, we reviewed the texts from the first years of its printing and drew a parallel with the present. In order to gain an insight into the historical sequence of the forestry profession and the interesting and contemporary nature of the texts, this double issue will focus on three texts from 1880 and 1881 dealing with the subject title. The first text refers to the "Instruction of the Ministry of Agriculture of February 13, 1875, B 129/A. M., R.-G.-Bl.No.9, dealing with the exam for technical service in the state forestry administration (according to this Instruction, state exams were taken by civil servants in the competent ministries in Budapest and Vienna, which qualified them for work in the public service). The second text refers to the "Letter of November 3, 1880, No. 24509, in which the High Royal Government invites the Administration of the Royal Forestry and Agriculture College in Križevci to form a special commission for the purpose of drawing up a basis for the reformation of the governmental instruction of January 10, 1850, relating to forestry state exams in general". The Basis of the new instruction for state exams for independent forestry administration in Croatia and Slavonia was drawn up by a commission consisting of F. Ž. Kesterčanek, Dragutin Hlava and Vladimir Kiseljak. Like the instruction of 1875, the new instruction was also primarily based on the already mentioned Instruction of January 16, 1850, as well as on the experience from neighbouring countries. The exam was held in May every year. A candidate had to have completed a study of forestry and received good grades in the main subjects, and had to have at least three years of working experience. The exam was in written and oral form, and the subjects included: a) Silviculture, B) Forest protection and forest service, c) Forest technology and use, d) Geodesy, e) Establishment of forest control, Management plans, ., f) Forest inventory . with particular reference to the calculation of forest value, forest-financial management ., g) Forest civil engineering (forest roads and vehicles, as well as forest structures ., h) State forest legislation (forest laws, instructions), and similar), i) Relationship between private rights on forestry and hunting, j) Basic principles of direct taxation, k) General principles of hunting management, and l) General review of farming". The 8-hour written part of the exam was followed by a two-hour public oral exam for each candidate. Several days later the final exam was taken in a "nearby forest office or a forest". After the exam, the candidate might receive the following grades: "excellent" or "just competent", while those found incompetent could retake the exam on a date set by a three- member examining board". The Instruction of 1875 contains a part of the paragraph stating the following: "An examiner who is a candidate´s blood relative or a relative-in-law must not be present at the exam of the said candidate". It is interesting to note that in order to take the exam, the candidates had to submit not only their diploma and a document confirming their work in the profession, but also professional comments and notes they kept in the course of work.These two texts show that the method of taking state exams and the amount of the matter examined were regulated very early. The third text (related to the present politically-based appointments) gives an answer to the question raised in the article:"Does passing the state forestry exam qualify a candidate for an independent running of the highest forestry service?" If we answer the question ourselves, the answer is "yes", but if we are honest, "we must admit that there is a great difference between being a forest manager and a managing high servant. Those who are aware of what is happening day by day will find that there are very many foresters who, supervised by a competent and conscientious superior servant, become not only the best managing servants but also the best workers; however, if removed from their sphere or if appointed to run the highest administration, those otherwise competent servants display such ineptitude and begin to manage in such an inappropriate manner that one cannot help but conclude that they are utterly incompetent. Not everybody is capable of being what he wants to be; try as hard as one might, one´s own natural abilities tell you: you can get no further than this. Needless to say, it is the forest that suffers most in the aftermath of such errors". The text goes on to recommend moderation, an awareness of one´s own abilities and individual advancement through practical work, step by step, "up to that honourable position which can be best fulfilled by one´s abilities". As for the status after passing the state exam and lifelong learning, the text critically reviews "foresters that have passed the state exam. The majority of them, satisfied with the fact that "they have achieved their purpose", do nothing, throw away the books, forget ambition and turn into simple and well-meaning citizens who plant their cabbage in peace and only carry out their service as foresters in passing. Others, on the other hand, are restless and full of ideas, of which none are realized; their whims are followed by their changing priorities; . they avidly read all the books but remember hardly anything, . their work is sometimes excellent but never of long lasting . and is rarely useful for anybody. This is where the majority of our, so badly "appreciated geniuses" originate. The third part, the smallest one, is the crown of forest managers. The reputation of the profession which they have chosen is their utmost priority. They do not bask in the glory of passing the state exam, but, knowing that this is where the true study begins and that the things learned at one time are usually forgotten later on, broaden their knowledge and educate themselves as men with a purpose firmly in mind". Yet, there are differences even among this elite of the forestry profession. Each of them has their own limit, so "some are in honourable positions that do not rightfully belong to them, nor would they achieve them if their knowledge was the foremost criterion." Our profession will advance and benefit "when we finally do away with the geniuses of the profession, and when every member of the forestry profession creates the service himself according to their abilities. This moment will mark the dawn of a splendid future of the forestry science!" Editorial Board
U radu je predstavljena tema utjecaja upravljanja znanjem na konkurentsku prednost poduzeća. Naglasak je stavljen na učinkovito upravljanje znanjem u poduzeću što dovodi do iskorištenosti punog potencijala znanja koja imaju svi zaposlenici poduzeća. Glavni cilj istraživanja bio je utvrditi doprinosi li upravljanje znanjem konkurentskoj prednosti poduzeća i kako te utvrditi postoji li razlika u upravljanju znanjem kod menadžera iz javnog i privatnog sektora. Za potrebe obrade ove teme provedena su dva istraživanja. Prvo istraživanje obuhvaćalo je prikupljanje i obradu različite stručne literature, a drugo provođenje empirijskog istraživanja. Istraživanje je provedeno metodom intervjua u 6 poduzeća na uzorku od 12 ispitanika tj. menadžera. Prvu skupinu obuhvaćali su ispitanici privatnog, a drugu ispitanici javnog sektora. Ispitanici su intervjuirani uživo i anonimno, a sve u svrhu dobivanja što vjerodostojnijih rezultata. Rezultati istraživanja potvrdili su utjecaj upravljanja znanjem na konkurentsku prednost poduzeća. Dokazano je da poduzeća koja imaju implementiran sustav upravljanja znanjem (dalje KM sustav) ostvaruju konkurentsku prednost u odnosu na ona koja tu praksu ne primjenjuju. Istraživanje je pokazalo da nema značajnih razlika u upravljanju znanjem u poduzećima koja dolaze iz različitih djelatnosti i sektora. U poduzećima u kojima nije implementiran KM sustav ili je on implementiran djelomično, prisutan je utjecaj politike na donošenje svih odluka, uključujući i odluke vezane uz upravljanje znanjem. S obzirom na to da je istraživanjem dokazano kako je utjecaj politike ključna prepreka, nužno je promijeniti takvu praksu te na odgovorne pozicije zaposliti ljude koji će prepoznati znanje kao najvažniji resurs. ; The topic of this paper is the influence of knowledge management on the competitive advantage of companies. The emphasis is put on effective knowledge management in a company, which leads to utilizing the full potential of the knowledge that all the employees of a company possess. The main objective of the research was to: (a) identify the contribution of knowledge management to the company's competitive advantage and (b) determine whether there is a difference in knowledge management among managers from the public and private sector. The intent of the paper was to determine if and how knowledge management contributes to the competitive advantage of a company. In addition, by empirical research, it was to determine if there are any differences in approach to knowledge management between the public and private sector managers. Two research studies were conducted for the purpose of the elaboration of the topic. The first research study included gathering and analyzing various scientific literature. The second research study was an empirical research based on interviews with 12 sampled respondents, i.e. managers, in six companies. The first group consisted of the respondents from the private sector and the second group from the public sector. The respondents were interviewed in person and anonymously for the purpose of gaining credible results. The results of the study confirmed that there is an influence of knowledge management on the competitive advantage of a company. It was proven that the companies which implement knowledge management system (hereinafter KM system) gain the competitive advantage over the companies which do not implement them. However, the research study showed that there are no significant differences in knowledge management among companies from different industries and sectors. Furthermore, the influence of politics was present in all decision making situations, including those concerning knowledge management, in the companies which had not implemented the KM system or in which it had partially been implemented. Since the study proved that the influence of politics is the key obstacle, it is necessary to change such a practice and employ managers who recognize knowledge as a key resource.
Konflikti su dugi niz godina prisutni u svim segmentima ljudskog života, kako privatnom tako i u poslovnom. Budući da se konflikti često pojavljuju na radnim mjestima, neophodno je pravilno upravljanje, a u cilju pronalaska najboljeg rješenja. U ovom radu je stavljen naglasak na upravljanje konfliktima u organizaciji državne službe. Na početku rada pojašnjeni su osnovni pojmovi organizacije državne službe i općenite definicije konflikta. Zatim su navedeni uzroci konflikta u organizaciji te načini upravljanja i rješavanja konflikta u organizaciji. U praktičnom dijelu rada izvršeno je istraživanje u organizaciji državne službe, o uzrocima nastanka konflikta, stilovima ponašanja ispitanika u rješavanju konflikta, uloga rukovoditelja u konfliktni situacijama, te je li konflikti poželjna ili nepoželjna pojava u organizacijama. ; Conflicts have been present for many years in all segments of human life, both privately and in business. Since conflicts often occur at workplaces, proper management is necessary to find the best solution. This thesis focuses on conflict management in the organization of civil service. At the beginning of the thesis, the basic concepts of the civil service organization and the general definition of conflict are explained. Then the causes of conflicts and the ways of managing and resolving conflicts in the organization are listed. In the practical part of the thesis, a research was conducted in the organization of the civil service, on the causes of conflicts, the behavioural styles of respondents in conflict settlement, the role of managers in conflict situations, and whether conflicts are desirable or undesirable in organizations.
Konflikti su dugi niz godina prisutni u svim segmentima ljudskog života, kako privatnom tako i u poslovnom. Budući da se konflikti često pojavljuju na radnim mjestima, neophodno je pravilno upravljanje, a u cilju pronalaska najboljeg rješenja. U ovom radu je stavljen naglasak na upravljanje konfliktima u organizaciji državne službe. Na početku rada pojašnjeni su osnovni pojmovi organizacije državne službe i općenite definicije konflikta. Zatim su navedeni uzroci konflikta u organizaciji te načini upravljanja i rješavanja konflikta u organizaciji. U praktičnom dijelu rada izvršeno je istraživanje u organizaciji državne službe, o uzrocima nastanka konflikta, stilovima ponašanja ispitanika u rješavanju konflikta, uloga rukovoditelja u konfliktni situacijama, te je li konflikti poželjna ili nepoželjna pojava u organizacijama. ; Conflicts have been present for many years in all segments of human life, both privately and in business. Since conflicts often occur at workplaces, proper management is necessary to find the best solution. This thesis focuses on conflict management in the organization of civil service. At the beginning of the thesis, the basic concepts of the civil service organization and the general definition of conflict are explained. Then the causes of conflicts and the ways of managing and resolving conflicts in the organization are listed. In the practical part of the thesis, a research was conducted in the organization of the civil service, on the causes of conflicts, the behavioural styles of respondents in conflict settlement, the role of managers in conflict situations, and whether conflicts are desirable or undesirable in organizations.
Zbog specifične izgradnje bolnice i njezina smještaja, hrvatska je vlada odlučila da će Klinička bolnica Dubrava u potpunosti biti pretvorena u ustanovu za liječenje pacijenata oboljelih od bolesti COVID-19 za sjevernu Hrvatsku. U ožujku 2020. godine transformacija je započela stavljajući brojne izazove pred zaposlenike, posebno medicinske sestre. Transformacija je započela prilagodbom prostora i razvojem mnogih protokola, smjernica i radnih uputa vezanih za kretanje pacijenata i bolničkog osoblja unutar ustanove, pravilnu upotrebu osobne zaštitne opreme i rješavanje različitih situacija povezanih s COVID-19 bolesti. Operacijske medicinske sestre imale su velik doprinos u ovoj borbi radom u promijenjenim uvjetima, dislociranim operacijskim dvoranama, edukacijom medicinskog i nemedicinskog bolničkog osoblja o ispravnoj upotrebi osnovnih zaštitnih sredstava (OZS) te upravljanjem i raspolaganjem s OZS-om. Na valovima pandemije COVID-19 izazovno je brzo se prilagođavati učestalim promjenama u smjernicama i pratiti potrebe pacijenata te se istovremeno pripremati za mogući treći val pandemije i slične buduće scenarije. ; Due to the specific construction of the hospital and its location, the Croatian government decided that Clinical Hospital Dubrava will be fully converted into an institution for the treatment of COVID-19 positive patients for Northern Croatia. In March 2020 the transformation began bringing many challenges in front of employees, especially nurses. The transformation started with the conversion of space and the development of many protocols, guidelines, and work instructions related to the movement of patients and hospital staff within the institution, proper use of PPE, and dealing with various situations related to COVID-19. Operating nurses largely contributed to this fight by working in changed conditions, in dislocated operating rooms, by educating medical and non-medical hospital staff to correct use of PPE and management and disposition of PPE. In the time of the COVID-19 pandemic, it is challenging to adapt quickly to frequent changes in guidelines and monitor patient needs while preparing for a possible third pandemic wave and similar future scenarios.
The EU Marine Strategy Directive (2008/56/EC) proposes four marine regions as a political geographic framework for implementation of the Community's environmental policy. This study critically analyzes the state-based approach, which the Directive uses to outline the regions' boundaries. It suggests that environmental sustainability of marine odies strongly depends on the geographic congruence between their watersheds and the borders of the respective environmental management system, i.e., marine regions have to be environmentally managed within their watersheds. The proposed watershed-based approach also takes into consideration all elements – water, land, and air – of marine regions, which is a conditio sine qua non for their integrated and sustainable management. In the case of the Black Sea region in particular, the borders of a watershed-based environmental management system include a much wider set of stakeholder countries and enable a higher level of environmental cooperation among them. ; Direktiva marinske strategije Europske unije (2008/56/EC) predlaže četiri marinska područja kao političko geografski okvir za primjenu politike o zaštiti okoliša u Europskoj uniji. Ovaj rad kritički analizira pristup koji se temelji na državnim granicama, a kojim se Direktiva koristi za određivanje granica regija. Autor također smatra da održivost okoliša u marinskim područjima uvelike ovisi o geografskom podudaranju između pojedinih sljevova i granicama njihovih sustava upravljanja okolišem, tj. okolišem u marinskim područjima treba upravljati unutar njihovih sljevova. Predloženi pristup koji se temelji na granicama sljevova također u obzir uzima sve elemente marinskih sustava (voda, zemlja i zrak), koji su conditio sine qua non za integralno i održivo upravljanje. Crno more je dobar primjer u kojem sustav upravljanja okolišem koji je određen granicama slijeva uključuje puno veći broj zemalja dionika te omogućuje višu razinu suradnje među zemljama vezano uz upravljanje okolišem.
