Suchergebnisse

This paper determines that cultural tourism in Lithuania is significantly influenced by various different agencies which activities are not sufficiently integrated. The paper also analyses the theoretical models for strategic decision-making and possibilities of alternative strategic decisions in the area of tourism. A classification of strategic plans based on the current Lithuanian strategic planning system and the integration of the activities of separate agencies in the area of tourism is proposed. A new model for strategic decision-making based on the classical definition of strategic hierarchies and the specificities of cultural tourism as a business is then proposed.

This paper determines that cultural tourism in Lithuania is significantly influenced by various different agencies which activities are not sufficiently integrated. The paper also analyses the theoretical models for strategic decision-making and possibilities of alternative strategic decisions in the area of tourism. A classification of strategic plans based on the current Lithuanian strategic planning system and the integration of the activities of separate agencies in the area of tourism is proposed. A new model for strategic decision-making based on the classical definition of strategic hierarchies and the specificities of cultural tourism as a business is then proposed. ; Straipsnyje nustatyta, kad kultūrinį turizmą Lietuvoje ženkliai veikia skirtingos žinybos, kurių veikla nėra pakankamai integruota. Išanalizuoti teoriniai modeliai strateginiams sprendimams priimti turizmo srityje bei strateginių sprendimų alternatyvų galimybės. Pateikta strateginių planų klasifikacija remiantis esama Lietuvos strateginio planavimo sistema ir atskirų žinybų veiklos integracija kultūrinio turizmo srityje. Siūlomas naujas modelis strateginiams sprendimams priimti kultūrinio turizmo srityje, remiantis klasikine strategijų hierarchijos samprata ir kultūrinio turizmo kaip verslo specifika.

The most important measures for solving the problems in project creation in the municipality of Širvintai are: more rational distribution of funds for different spheres, better justifications for the projects, better management of finances and securities, trainings for the specialists and more active involvement of society into the project drafting process. The main problems behind the implementation of projects in the municipality of Širvintai are: complex implementation procedures, lack of own funds for creating and managing projects, lack of project implementers for their respective fields of competence, the quantity of coordinated projects does not correlate with imperfect and incompatible legislation, time consuming procurement procedures, "miscommunication" between agencies and ministries. It has also been observed, that the main measures used to remove problems of project implementation in the municipality of Širvintai are: improving the project planning process, by justifying and basing the projects more with the resources and opportunities of the municipality, by more widely involving society in the planning process, as well as improving the coordination of human resources, more effective monitoring and control. It is proposed to improve the legislation regarding procurement procedures by allowing awards based not only on the lowest possible price, but also on more flexible ways, as well as making appeal procedures stricter.

The most important measures for solving the problems in project creation in the municipality of Širvintai are: more rational distribution of funds for different spheres, better justifications for the projects, better management of finances and securities, trainings for the specialists and more active involvement of society into the project drafting process. The main problems behind the implementation of projects in the municipality of Širvintai are: complex implementation procedures, lack of own funds for creating and managing projects, lack of project implementers for their respective fields of competence, the quantity of coordinated projects does not correlate with imperfect and incompatible legislation, time consuming procurement procedures, "miscommunication" between agencies and ministries. It has also been observed, that the main measures used to remove problems of project implementation in the municipality of Širvintai are: improving the project planning process, by justifying and basing the projects more with the resources and opportunities of the municipality, by more widely involving society in the planning process, as well as improving the coordination of human resources, more effective monitoring and control. It is proposed to improve the legislation regarding procurement procedures by allowing awards based not only on the lowest possible price, but also on more flexible ways, as well as making appeal procedures stricter.

Regional development planning and revision methodology is used in local government strategic development planning, and the Republic of Lithuania approved strategic planning methodology is used in strategic planning, although this methodology is not adapted to local governments. The two methodologies are not compatible and do not reflect special features of local governments. It is advisable to utilize the structure of Oxford local plan for 2001-16 in preparing the methodology for Lithuanian local governments' development planning. The main components of Lithuanian local governments' development plan could be main policies, such as the strategic goals of the plan and analysis areas that correspond to the programs implemented in local governments' three-year plans. In this way, compatibility of development and action plans could be achieved in local governments. It is recommended to develop a unified community strategy in local governments, which would be integral part of the development system. Unified development strategy should be prepared not by local governments, but based on local partnerships. This strategy may be primarily used for establishing goals and visions, not for implementation. The analysis areas in unified community strategy may vary across local governments and depend on each local government specifics. If unified community strategies are not developed in Lithuania, an alternative solution is to specify the provisions of community involvement and strategic document availability to the public in the law.

When developing human resource policy, the paper recommends designing systems for evaluation of organisation internal factors and external environment future trends, which help to determine quantitative and qualitative personnel needs. It is suggested to establish organisational values, which will be given priority in the future, and the methods for setting value parameters. It is recommended to design the system of individual and organisational goal matching. It is determined that local government personnel have weak skills in development and modernisation of electricity and informational infrastructures. Personnel task understanding and implementation speed is acceptable in these areas. The responsibility is evaluated as good. In most cases local government personnel have average skills in establishing rural community organisations and supporting community projects and initiatives for improvement of road quality and building of new roads. Personnel responsibility is good in these areas, too. In most cases local government personnel understand the tasks of agricultural training and consulting. However, they lack skills; therefore, the implementation speed is only acceptable. In many cases, support for innovative business projects in rural areas is considered to be average according to all criteria. Local government personnel lack skills in facilitating the initiatives of rural community training and consulting; therefore, the training and consulting processes stall. However, the personnel do not evade responsibility in this activity area, which is rated as average. According to the responsibility criteria, personnel is rated the highest in design and development of the systems of information provision for rural community.

Regional development planning and revision methodology is used in local government strategic development planning, and the Republic of Lithuania approved strategic planning methodology is used in strategic planning, although this methodology is not adapted to local governments. The two methodologies are not compatible and do not reflect special features of local governments. It is advisable to utilize the structure of Oxford local plan for 2001-16 in preparing the methodology for Lithuanian local governments' development planning. The main components of Lithuanian local governments' development plan could be main policies, such as the strategic goals of the plan and analysis areas that correspond to the programs implemented in local governments' three-year plans. In this way, compatibility of development and action plans could be achieved in local governments. It is recommended to develop a unified community strategy in local governments, which would be integral part of the development system. Unified development strategy should be prepared not by local governments, but based on local partnerships. This strategy may be primarily used for establishing goals and visions, not for implementation. The analysis areas in unified community strategy may vary across local governments and depend on each local government specifics. If unified community strategies are not developed in Lithuania, an alternative solution is to specify the provisions of community involvement and strategic document availability to the public in the law.

When developing human resource policy, the paper recommends designing systems for evaluation of organisation internal factors and external environment future trends, which help to determine quantitative and qualitative personnel needs. It is suggested to establish organisational values, which will be given priority in the future, and the methods for setting value parameters. It is recommended to design the system of individual and organisational goal matching. It is determined that local government personnel have weak skills in development and modernisation of electricity and informational infrastructures. Personnel task understanding and implementation speed is acceptable in these areas. The responsibility is evaluated as good. In most cases local government personnel have average skills in establishing rural community organisations and supporting community projects and initiatives for improvement of road quality and building of new roads. Personnel responsibility is good in these areas, too. In most cases local government personnel understand the tasks of agricultural training and consulting. However, they lack skills; therefore, the implementation speed is only acceptable. In many cases, support for innovative business projects in rural areas is considered to be average according to all criteria. Local government personnel lack skills in facilitating the initiatives of rural community training and consulting; therefore, the training and consulting processes stall. However, the personnel do not evade responsibility in this activity area, which is rated as average. According to the responsibility criteria, personnel is rated the highest in design and development of the systems of information provision for rural community.

The compliance of local government personnel with strategic requirements in the development of tourism and recreation services is average in many cases based on four personnel success factors: establishment and expansion of entertainment centres; preparation of the recreational sport development programmes (and their implementation coordination); reconstruction, restoration, and adaptation for tourism of the local government cultural heritage objects; preparation and implementation coordination of touristic route programmes. Personnel apprehension, activities, and skills in the development of uniform tourism information system in the local governments are sufficient.

It is recommended to design the system of individual and organisational goal matching. It is determined that Lithuanian local government personnel is responsible for eliminating differences in information infrastructure at different localities; however, the personnel skills in this area are not adequate; therefore, task implementation is stalling. Personnel task comprehension of this activity is only average. Local governments' personnel are assessed poorly according to task comprehension, implementation speed, and skills in integration of information and public services. The personnel responsibility is assessed better. The local government personnel performs best in understanding and responsibly implementing the tasks in utilization of information technologies in utilities, even though the skills are average in this activity. Local government personnel are assessed poorly according to all criteria in the design of evaluation and control systems of provided social services. Local government personnel's compliance with strategic requirements in the creation of monitoring systems of socially vulSocialinių mokslų studijos. 2010, 4(8): 109–123. 123 nerable people groups is assessed satisfactorily. Nevertheless, the skills are acceptable in this area. Local government personnel comprehend the tasks of analyzing patient attitudes to the quality of provided services well and responsibly; however, they are performed slowly, because the skills are lacking. The preparation of education institutions' network development plans is satisfactory, although responsibility is assessed as average.

The compliance of local government personnel with strategic requirements in the development of tourism and recreation services is average in many cases based on four personnel success factors: establishment and expansion of entertainment centres; preparation of the recreational sport development programmes (and their implementation coordination); reconstruction, restoration, and adaptation for tourism of the local government cultural heritage objects; preparation and implementation coordination of touristic route programmes. Personnel apprehension, activities, and skills in the development of uniform tourism information system in the local governments are sufficient.

The article presents the concept of personnel strategic management, analyzes the models of personnel strategy design, and performs an analysis of Lithuanian local governments' compliance with strategic requirements in development of agriculture and alternative activities. The analysis covers two local government activity area s: 1) improvement of agricultural production competitiven ess, and 2) development of the alternative to agriculture activities. The paper identifies major personnel strategy implementation factors, which are evaluated according to four criteria: understanding of the task, implementation speed, skills, and responsibility. [.]

The article presents the concept of personnel strategic management, analyzes the models of personnel strategy design, and performs an analysis of Lithuanian local governments' compliance with strategic requirements in development of agriculture and alternative activities. The analysis covers two local government activity area s: 1) improvement of agricultural production competitiven ess, and 2) development of the alternative to agriculture activities. The paper identifies major personnel strategy implementation factors, which are evaluated according to four criteria: understanding of the task, implementation speed, skills, and responsibility. [.]

It is recommended to design the system of individual and organisational goal matching. It is determined that Lithuanian local government personnel is responsible for eliminating differences in information infrastructure at different localities; however, the personnel skills in this area are not adequate; therefore, task implementation is stalling. Personnel task comprehension of this activity is only average. Local governments' personnel are assessed poorly according to task comprehension, implementation speed, and skills in integration of information and public services. The personnel responsibility is assessed better. The local government personnel performs best in understanding and responsibly implementing the tasks in utilization of information technologies in utilities, even though the skills are average in this activity. Local government personnel are assessed poorly according to all criteria in the design of evaluation and control systems of provided social services. Local government personnel's compliance with strategic requirements in the creation of monitoring systems of socially vulSocialinių mokslų studijos. 2010, 4(8): 109–123. 123 nerable people groups is assessed satisfactorily. Nevertheless, the skills are acceptable in this area. Local government personnel comprehend the tasks of analyzing patient attitudes to the quality of provided services well and responsibly; however, they are performed slowly, because the skills are lacking. The preparation of education institutions' network development plans is satisfactory, although responsibility is assessed as average.

The methods for change detection and management published in the scientific literature are often of empirical nature and are not suitable for the analysis of the particular situations, whereas local governments are a specific object of analysis. Furthermore, many scholars interpret the content of a strategic change quite differently. This shows that the methodology of strategic change analysis is not fully developed. Therefore, further issues of strategic change management, which would consider the specifics of an organization, are very important. The aim of the article is to discuss the specifics of the strategic changes in local governments (local government institutions), describe their types, and evaluate the operational changes. The paper presents the concept of strategic change and distinguishes the levels of strategic changes according to their importance for the local governments. It describes strategic changes in the local governments and their need on the political, organizational potential development, and action levels. The article evaluates the strategic changes in the local governments at the level of their activities. The local governments can implement the strategic changes on the political and action levels. They are not procedural, but oriented to activity. Organizational potential development and functional changes are more common at the local government institutions. These changes are procedural and can be strategic and operational. It is not possible to. [to full text]