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The relation of morals to politics is discussed in the ontological, axiological, and sociological aspects. The principle antinomies of the two are pointed out, namely, that of liberty and obligation, that of individual will and common will, and that of person and society. Morals and politics are said to exist as relatively independent phenomena. That is why the unclear separation of the two is theoretically inconsistent and practically harmful. The author of the paper holds that the relative autonomy of the two phenomena as well as their interrelations to a great extent are rooted in the very contradictiveness of the social relations. ; Straipsnyje dorovės ir politikos santykiai atskleidžiami trimis lygmenimis: ontologiniu, aksiologiniu ir socialiniu. Autorius nurodo dorovės ir politikos pagrindines antinomijas: laisvės ir prievartos, individualiosios ir bendrosios valios, žmogaus ir visuomenės, tikslo ir priemonės, pareigos ir egoizmo. Politikoje ryškėja žmonių santykių konfliktiškumas, o dorovėje – žmogiškasis solidarumas. Aptariami dorovės ir politikos pajungimo vienas kitam atvejai socialinės teorijos istorijoje. Teigiama, kad nei mėginimas atskirti dorovę nuo politikos, nei mėginimas jas pajungti vieną kitai neatspindi visos jų tarpusavio santykių realybės. Griežtas šių sferų skyrimas, jų supriešinimas nesiderina su socialinio gyvenimo faktais, rodančiais dorovės ir politikos sąveiką bei dinamiką. Autoriaus nuomone, dorovės ir politikos savarankiškumas bei skirtingi jų tarpusavio ryšiai yra didele dalimi nulemti pačių visuomeninių santykių prieštaravimų.

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.

The article is dedicated to contemporary political situation in Lithuania, emphasizing sociopsychological content of the opposition between different political competitors in modern Lithuania. The article emphasizes the role of intelligentsia as the basic group of politicians, its' forms, intentions of their political activity, and, especially, the motive of their "self-importance". This competetive activity has moral "cover", opponents reveal each other, using the fact, that under the cover of popular slogans they satisfy their own needs and values. As a result, a morality occurs a kind of tool in political game. ; Straipsnyje, atsižvelgiant į profesionalios politinės technologijos atsiradimą visuotiniuose rinkimuose, analizuojami šiuolaikiški Lietuvos politiniai papročiai, įskaitant socialinį psichologinį politinės kovos turinį. Šiomis sąlygomis sąmoningas anoniminės rinkėjų masės "politinis pasirinkimas" įgauna naują prasmę. Èia nagrinėjamos inteligentijos, sudarančios pagrindinį politikų korpusą, politinio aktyvumo formos bei motyvacijos. Politinių konkurentų kova dėl valdžios dažniausiai turi moralinius "rūbus". Oponentai kaltina vieni kitus, kad jų konkurentai į pirmą vietą iškelia privačius savanaudiškus, o ne visuomeninius, interesus. Galiausiai moralė tampa "preke" politinėje rinkoje.

The article is dedicated to contemporary political situation in Lithuania, emphasizing sociopsychological content of the opposition between different political competitors in modern Lithuania.
The article emphasizes the role of intelligentsia as the basic group of politicians, its' forms, intentions of their political activity, and, especially, the motive of their "self-importance". This competetive activity has moral "cover", opponents reveal each other, using the fact, that under the cover of popular slogans they satisfy their own needs and values. As a result, a morality occurs a kind of tool in political game.

The paper deals with the concepts of image and reputation and peculiarities of managing them in the context of politics and public institutions. Substantial stages of image and reputation management development are identified and characterized. The necessity for creating sustainable image and seeking a strong positive reputation, as well as grounding reputation management on the base of holistic approach, is presented. Characteristics and factors driving ones' image and reputation, submitted in the paper, and proposed theoretical issues and practical considerations of managing image and reputation should be considered as guidelines for developing comprehensive image and reputation management system in both politics and public institutions. Exploring such a system is extremely important both in politics, as image-intensive sector, and in public institutions as demand for transparency and power of communication grow increasingly. ; Straipsnyje analizuojama įvaizdžio ir reputacijos koncepcijų raida, aprašomi išskirtiems raidos etapams būdingi įvaizdžio ir reputacijos supratimo bei valdymo bruožai. Jais remiantis pagrindžiama subalansuoto įvaizdžio kūrimo ir stiprios teigiamos reputacijos valdymo svarba bei holistinio požiūrio į šį valdymą būtinumas. Straipsnyje išryškinti veiksniai, darantys įtaką įvaizdžio ir reputacijos formavimuisi, pateiktos įvaizdžio ir reputacijos valdymo teorinės įžvalgos bei praktinės aktualijos gali būti laikomos politiko ir visuomenės institucijų įvaizdžio ir reputacijos valdymo sistemos kūrimo gairėmis. Tokios sistemos taikymo svarbą politikoje, nuo seno vadinamoje "įvaizdžiui imliu sektoriumi", ir visuomeninėse institucijose lemia augantis visuomenės išprusimas, skaidrumo poreikis, komunikacijos galios didėjimas, dinamiška aplinka ir kiti šių dienų aplinkos ypatumus sąlygojantys veiksniai.

Straipsnyje remiamasi Hallin ir Mancini (2004) suformuluotu demokratiniu-korporaciniu modeliu, analizuojant žiniasklaidos rinkas kai kuriose Šiaurės ir Vidurio Europos šalyse, taip pat ir Norvegijoje. Norvegijos žiniasklaidos rinkos pokyčių analizė pateikiama penkiose srityse: žiniasklaidos vartojimo, finansavimo, technologijų, nuosavybės ir teisės. Iš dalies galima patvirtinti vieną svarbiausių Hallin ir Mancinio modelio bruožų, t.y. gana intervencinis Norvegijos valdžios vaidmuo žiniasklaidos sektoriuje. Iš kitos pusės, šiuos procesus veikia intensyvus rinkos sąlygų įsigalėjimas. Apskritai, galima teigti, jog "rinka karaliauja" Norvegijos žiniasklaidoje.Media, market, state and politics in NorwayDr. Robert Vaagan SummaryThe article builds on Hallin & Mancini (2004) who have used a democratic corporatist model to analyze the media markets of several Northern and Central European countries, including Norway. An analysis of the Norwegian media market is presented, focusing on five key issue areas: changes in media usage, financing, technology, ownership and legislation. The analysis partially supports one of the key features of Hallin & Mancini's model, i.e. the fairly interventionist role of the Norwegian authorities in the media sector. This is nonetheless tempered by the high level of marketization in most issue areas examined. Overall, there is therefore some reason to argue that "market is king" in Norwegian media.Keywords: Norwegian media market, media usage, financing, technology, ownership, legislation, marketization

Straipsnyje remiamasi Hallin ir Mancini (2004) suformuluotu demokratiniu-korporaciniu modeliu, analizuojant žiniasklaidos rinkas kai kuriose Šiaurės ir Vidurio Europos šalyse, taip pat ir Norvegijoje. Norvegijos žiniasklaidos rinkos pokyčių analizė pateikiama penkiose srityse: žiniasklaidos vartojimo, finansavimo, technologijų, nuosavybės ir teisės. Iš dalies galima patvirtinti vieną svarbiausių Hallin ir Mancinio modelio bruožų, t.y. gana intervencinis Norvegijos valdžios vaidmuo žiniasklaidos sektoriuje. Iš kitos pusės, šiuos procesus veikia intensyvus rinkos sąlygų įsigalėjimas. Apskritai, galima teigti, jog "rinka karaliauja" Norvegijos žiniasklaidoje.Media, market, state and politics in NorwayDr. Robert Vaagan
SummaryThe article builds on Hallin & Mancini (2004) who have used a democratic corporatist model to analyze the media markets of several Northern and Central European countries, including Norway. An analysis of the Norwegian media market is presented, focusing on five key issue areas: changes in media usage, financing, technology, ownership and legislation. The analysis partially supports one of the key features of Hallin & Mancini's model, i.e. the fairly interventionist role of the Norwegian authorities in the media sector. This is nonetheless tempered by the high level of marketization in most issue areas examined. Overall, there is therefore some reason to argue that "market is king" in Norwegian media.Keywords: Norwegian media market, media usage, financing, technology, ownership, legislation, marketization

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. ; Straipsnis grindžiamas keturių pasaulio tikroviškumo sampratų idėja. Pripažįstami keturi skirtingi tikrovės suvokimo būdai – praktika, mokslas, menas ir mistika. Pastaroji nėra vien religinis fenomenas, bet šiame straips­nyje daugiausia kalbama apie jos religinį variantą. Politinis liberalizmas reikalauja atskirti viešus ir privačius įsitikinimus, tarp kurių atsiduria ir reli­giniai įsitikinimai. Tačiau mistinis tikrovės suvokimas nėra aiškiai suformu­luotų įsitikinimų sistema. Galima kalbėti apie liberalizmo ir mistinio tikrovės suvokimo konfliktą, kurį sąlygoja dvilypė liberalizmo politinės filosofijos prigimtis. Liberalizmas nėra vien tik politinį neutralumą propaguojanti dok­trina, bet veikia kartu su tam tikra kultūros samprata, nukreipta prieš mistinį pasaulio tikroviškumo suvokimą.

While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities. ; Sprendžiant visuomenėje ir ekonomikoje kylančiais sudėtingas problemas ir siekiant užtikrinti tvarų socialinį ir ekonominį valstybės vystymąsi, tradiciniais laikyti viešojo valdymo modeliai ir metodai tapo neveiksmingi. Straipsnyje aptariama viešojo valdymo modelio, kuris leistų sumaniai veikti dinaminėje aplinkoje sprendžiant kompleksines problemas, paieškos ir pagrindimas. Straipsnyje, remiantis viešojo valdymo iššūkiais ir pagrindinėmis reformų kryptimis, yra pateikta sumanaus viešojo valdymo koncepcija ir išskirtos dimensijos. Sumanus viešasis valdymas įvardijamas kaip valdymo modelis, pasižymintis suinteresuotųjų dalyvavimu ir tinklaveika grįsta veikla, kai, remiantis savalaike ir kompleksine informacija, priimami sąlygas atitinkantys racionalūs sprendimai, pasirenkamos jų įgyvendinimo struktūros ir procesai, technologijos ir priemonės. Tam sumanaus viešojo valdymo dimensijos – strateginis judumas, horizontalus valdymas, bendradarbiavimas sąveikoje ir įgalintas pilietiškumas – turi būti integruotos į sistemos struktūras ir procesus bei reikštis per bendrą etosą ir kultūrą.