Suchergebnisse

Waste management problem in today's relevant for many EU countries to comply with EU waste management policy. Republic of Lithuania yet just takes its first steps in restructuring of the waste management system. Waste management legislation is defined as a tool rather than as a management process. This leads to misunderstandings inside power structures. The main responsibility lies with the municipalities, they implement waste management directly, and the authorities having to address governance issues, duplicating each other's activities does not accept radical solutions, which today are essential. Robust approach to this problem and call for the incineration of waste has been expressed by president Dalia Grybauskaite on 2009 September 2nd at a meeting with Kaunas municipality heads, she called in short time to take action, since it is known that RL is supported by the EU, is committed to the EU. Analyzed directives, laws, plans, reports allows to assert that the rapid decision-making and implementation of the objectives is necessary for managing structures, defining duties and tasks of the authorities more precisely, through the extension of the life cycle of the waste generated, taking the RL state citizens' awareness of waste management (innovation far from gaining ground, and waste builds up quickly).

Waste management problem in today's relevant for many EU countries to comply with EU waste management policy. Republic of Lithuania yet just takes its first steps in restructuring of the waste management system. Waste management legislation is defined as a tool rather than as a management process. This leads to misunderstandings inside power structures. The main responsibility lies with the municipalities, they implement waste management directly, and the authorities having to address governance issues, duplicating each other's activities does not accept radical solutions, which today are essential. Robust approach to this problem and call for the incineration of waste has been expressed by president Dalia Grybauskaite on 2009 September 2nd at a meeting with Kaunas municipality heads, she called in short time to take action, since it is known that RL is supported by the EU, is committed to the EU. Analyzed directives, laws, plans, reports allows to assert that the rapid decision-making and implementation of the objectives is necessary for managing structures, defining duties and tasks of the authorities more precisely, through the extension of the life cycle of the waste generated, taking the RL state citizens' awareness of waste management (innovation far from gaining ground, and waste builds up quickly).

A modern democratic State cannot imagine itself without parties, with which the idea of representation and its practice in society are deeply connected. The legal regulation of parties and the knowledge of its evolution are problems constantly relevant not only because the democracy itself requires a specific legal status of parties, but also because it defines its characteristics. In this thesis, the parties are analysed in the terms of the history of law, in order to reveal their legal status in the context of the development of Lithuania in the "1918–1940" period, as well as to discuss – from the "pre-history" of parties to Lithuanian independence in 1918 – the differences between Lithuanian political movements and political parties and the reasons for which parties were losing public confidence, the democracy which they were establishing has started to lose popularity inside Lithuanian society and the coup of 1926 has significantly limited the activity of parties and their pluralism, so that the structure of the regime of the State has turned into authoritarianism. In 1940 the regime of occupation of Soviet Union has forbidden all parties except the communist one, in a way that not only has interrupted the development of the democratic regulation of the activity of parties, but also has altered their authentic nature. The historical analysis of political life of Lithuania in 1918–1940 take to the conclusion according towhich, even if at the birth of democratic state parties began to raise as interest groups above the public, they – and the representative democracy based on them – have been subjected to crisis of confidence, which, in that time in Lithuania, has ended with the Coup d'Etat of 1926. ; Šiuolaikinė demokratinė valstybė neįsivaizduojama be partijų su kuriomis susijusi pati visuomenės politinio atstovavimo idėja ir jos praktika. Partijos dėl savo specialaus, kartais nevienareikšmiško vaidmens stabilizuojant politinį demokratinės valstybės gyvenimą, tampa kompleksinio tyrimo objektu. Šioje disertacijoje partijos ir jų veikla tiriama teisės istorijos požiūriu, siekiant atskleisti jų teisinį statusą, jo raidą Lietuvoje 1918–1940 metais, taip pat aptarti partijų priešistoriją iki Lietuvos nepriklausomybės paskelbimo 1918 m., skirtumus tarp Lietuvos politinių judėjimų ir politinių partijų, priežastis, dėl kurių partijos ir jų realizuojamas demokratiškumas Lietuvoje ėmė prarasti populiarumą visuomenėje, o 1926 m. įvykęs valstybės perversmas ženkliai apribojo partijų veiklą, jų pliuralizmą, o pačią valstybės santvarką pasuko autoritarizmo link. Sukurta santvarka pasinaudojo 1940 m. Lietuvą okupavę sovietai: jie 1940 m. uždraudė Lietuvoje visas kitas partijas, išskyrus komunistų, sustabdė tolimesnę partijų veiklos demokratinio reglamentavimo raidą ir iškreipė autentiškąją partijų esmę. Atlikta 1918–1940 m. istorinės medžiagos analizė leidžia teigti, kad, jei besikuriančioje demokratinėje valstybėje partijos ima grupinius interesus kelti aukščiau valstybinių, partijas ir jomis besiremiančią atstovaujamąją demokratiją ištinka pasitikėjimo krizė, kuri ano meto Lietuvoje baigėsi 1926 m. valstybės perversmu.

The article is based on an idea that there are four different modes of understanding reality -- practice, science, art and mysticism. Political liberalism demands separation of public and private beliefs. However, mystical understanding of reality is not a system of propositions and beliefs. This is why one can speak of a conflict between liberalism and mystical understanding of reality. Political liberalism imposes a certain understanding of reality on believers. Liberals propose to remove religious convictions from public life and not to treat them as a basis of politics. They forget that mystics have the biggest trouble namely with convictions. To turn the reality of God into words for them is always the hardest task. Mystics find God before words, concepts and discourses. Liberals reduce religion to convictions and demand from mystics to comprehend that, which in their opinion is not comprehensible. There is a tension between liberalism and people who have mystical experiences. Liberals narrow down religious experience to convictions. However, mystical experience is a much broader subject. Behind it stands an understanding of world that has its own standards of reality. Adapted from the source document.

The paper disputes the thesis of Jokubaitis's article "Politics Without Values," that purely political understanding of things is impossible for there are no purely political values. Therefore no decision could be based on purely political values. Razma argues that values as well as politics are not things but phenomena, which together make up a system where the former make its elements & the latter constitute the process. For analytical purposes the system can be dissembled into component parts, but the conclusions of analysis must refer to the systematic nature of the relationship between the parts. The politics as an axiological process is impossible without values, & any value can only gain acknowledgement through the process of politics. Therefore, the politics is always axiological, & common values of any society are always political. Adapted from the source document.

There are no simple answers when it comes to explaining what information technologies would change in public management. Conceptually the electronic government is a rather new research field, therefore it lacks universally accepted definitions & causal models. Therefore this article attempts to make a contribution in theoretical terms: it develops the idea that technologies provide an impetus towards development of a new institutional public management model, which is fundamentally different from the traditional rational bureaucracy & New Public Management. Having defined the main features of the IT-based model, the article discusses the possible mechanism of change -- ie., to what extent within this mechanism the IT can be considered an independent variable? Adapted from the source document.

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.