Suchergebnisse

Regioninė politika yra viešosios politikos dalis, kuria siekiama sumažinti socialinius ir ekonominius skirtu­mus tarp regionų. Galima išskirti Europos Sąjungos ir Lietuvos nacionalinę regioninę politiką. Europos Sąjungos regioninės (dar vadinamos struktūrine) politikos priemonėmis siekiama sumažinti gerovės lygio (vertinant pagal bendrąjį vidaus produktą, tenkantį vienam gyventojui) skirtumus tarp stipriausių ir silpniausių ES regionų. ES regioninės (arba sanglaudos) politikos požiūriu Lietuva laikoma vienu regionu, kurio artėjimo prie vidutinio ES ekonominio išsivystymo lygio yra siekiama. Pagrindinė ES regioninės politikos įgyvendinimo priemonė – struktūriniai fondai.

Article analyzes military officers¢ career management in the context of global human resources management trends. Nowadays careers of majority of employees of public and private sector organizations are becoming more individualized and flexible, employees are entitled more responsibility in career decision making. However it remains unclear how changes in career management polices and practice have to affect army structures, what and how career expectations of military offices have to be developed and satisfied within the military system. Military officers' careers can not just happen due to uncontrolled reasons or due to expression of private interests as this could hurt the security of the country. Military careers has to be systemically, rationally and transparently regulated taking into consideration the needs of the military structures also clearly defining the merits, competencies, qualifications and values of the military officers which have to be taken into consideration in career decision making.

Article analyzes military officers¢ career management in the context of global human resources management trends. Nowadays careers of majority of employees of public and private sector organizations are becoming more individualized and flexible, employees are entitled more responsibility in career decision making. However it remains unclear how changes in career management polices and practice have to affect army structures, what and how career expectations of military offices have to be developed and satisfied within the military system. Military officers' careers can not just happen due to uncontrolled reasons or due to expression of private interests as this could hurt the security of the country. Military careers has to be systemically, rationally and transparently regulated taking into consideration the needs of the military structures also clearly defining the merits, competencies, qualifications and values of the military officers which have to be taken into consideration in career decision making.

On the grounds of contemporary understanding of emergency management and basing on the general interdisciplinary approach, the article examines competencies necessary for nowadays emergency managers. In the contemporary changing world, individual, community and the state permanently encounter a variety of threats and possible threats. The states, as the main interested parties, responsible for emergency management on different levels of management, are most interested in qualitative and effective management of such situations on all the levels. Using interdisciplinary approach towards 'extreme situations' management, the authors state that in order to successfully manage the threats and the consequences raised by them, different levels of emergency managers have to be competent and the competency model applied to them must be composed of the main two components: the whole of managerial knowledge and leadership skills. Managerial knowledge should be composed of a wide range of managerial subjects relevant to emergency situations, which would enable to effectively manage the situations in the whole range of possible situation. Emergency leadership skills are important in undefined situations, requiring immediate and adequate decisions. Only the managers possessing such competencies will correspond to contemporary requirements and will be able to manage them properly.

Career development is an inseparable part of the system of human resource management of any civil service. While forming a new conception of the Lithuanian civil service, it is necessary to pay more systemic attention to career development as the means to strengthen the managerial potential in the service. Many theoretical considerations were developed and much of empirical material was collected in respect of the separate components and processes of career development systems: on one hand, related to individual career development having a long history and rich theoretical base, and, on the other hand, dealing with human resource development, a relatively young field of study, which is still creating and renewing its theoretical base. However, it has to be stressed that quite a big gap is still noticeable between these areas of scientific study, thus, they are often considered to be separate, not generating united theoretical and research ideas. Therefore, in the present article an attempt is made to suggest certain solutions for the mentioned practical and theoretical problems by considering the main principles of the functioning of effective career development systems and, with reference to that, constructing the model of the career development system for the civil service integrating individual and organizational levels. A systemic analysis of theoretical conceptions, a comparative analysis and an analysis of the best career development practices in public and private organizations were used as the methods for modelling the career development system. ; Darbuotojų karjeros vystymas yra sudėtinė valstybės tarnybos žmogiškųjų išteklių valdymo sistemos dalis. Lietuvos valstybės tarnybos pertvarkymo koncepcija ir strategija nebus visapusiška, jei žmogiškųjų išteklių vadybinių aspektų plėtrai bus skiriama nepakankamai dėmesio. Šiuo metu jau yra sukaupta pakankamai daug empirinės medžiagos bei išleista metodinių rekomendacijų dėl atskirų karjeros vystymo sistemos organizavimo komponentų – nuo požiūrio į individualios karjeros vystymą iki organizacijos lygmens, kai sprendžiami bendri žmogiškųjų išteklių vystymo klausimai. Tačiau reikia pripažinti, kad iki šiol pastebimas gana didelis teorinis atotrūkis tarp šių sričių, jos dažnai yra laikomos atskiromis ir negeneruojančiomis abi jas vienijančių tyrimo ir teorinių idėjų. Autoriai aptaria pagrindinius efektyvios karjeros vystymo sistemos funkcionavimo principus ir tuo pagrindu konstruoja karjeros vystymo sistemos individo ir organizacijos lygmenis integruojantį modelį. Modeliuojant karjeros vystymo sistemą buvo taikoma sisteminė teorinių koncepcijų, lyginamosios bei geriausių pasaulinių karjeros vystymo praktikų privataus ir viešojo sektoriaus organizacijose analizės metodologija.

The aim o f this paper is to analyze the theoretical foundations and practices of parliamentarians' qualification development for a successful functioning of the Parliament and to introduce the empirical research related to the attitudes the Lithuanian parliamentarians towards training and participation in educational programs. The empirical research showed that qualification development of the Lithuanian parliamentarians is not systematic and the attitudes of the Lithuanian parliamentarians towards qualification development are ambiguous: from considerations that such activities are a waste of tax payers' money to taking personal responsibility and active involvement in qualification development. The system of qualification development of the Lithuanian parliamentarians should be improved. Special attention should be paid to the parliamentarians' consciousness, ability to understand their own limitations and readiness to learn.

The aim o f this paper is to analyze the theoretical foundations and practices of parliamentarians' qualification development for a successful functioning of the Parliament and to introduce the empirical research related to the attitudes the Lithuanian parliamentarians towards training and participation in educational programs. The empirical research showed that qualification development of the Lithuanian parliamentarians is not systematic and the attitudes of the Lithuanian parliamentarians towards qualification development are ambiguous: from considerations that such activities are a waste of tax payers' money to taking personal responsibility and active involvement in qualification development. The system of qualification development of the Lithuanian parliamentarians should be improved. Special attention should be paid to the parliamentarians' consciousness, ability to understand their own limitations and readiness to learn.

This article analyses the assumption for establishing senior civil service in Lithuania in the course of reforms of civil service system directing much attention to the conceptualizations of senior civil service in contemporary strategic human resource management theory and research where the need for establishing senior civil service is grounded by stressing the differentiated approach to human resources. A special attention is paid to highly valued and unique human resources, capable of leading the institutions and the sector as a whole. The data of the empirical research indicate that the idea of establishment of the senior civil service in Lithuanian is accepted ambiguously within the system of civil service. The authors, noting highly contextual nature of the issue, conclude that the decisions on the concrete design of senior civil service in Lithuania should be based on consideration of noticeable tendencies of developments of senior civil services in the democracies of the world. ; Straipsnyje analizuojamos aukštesniosios valstybės tarnybos steigimo prielaidos Lietuvoje reformuojant valstybės tarnybos sistemą. Didžiausias dėmesys skiriamas aukštesniosios valstybės tarnybos poreikio analizei strateginio žmogiškųjų išteklių valdymo teorijoje, aukštesniosios kategorijos valstybės tarnautojų ir įstaigų personalo vadovų požiūrio į aukštesniosios valstybės tarnybos steigimą vertinimui ir aukštesniosios valstybės tarnybos sistemų užsienio šalyse vystymosi tendencijoms. Atkreiptas dėmesys, kad strateginio žmogiškųjų išteklių valdymo teorijoje ir tyrimuose akcentuojamas diferencijuotas požiūris į skirtingos vertės ir unikalumo žmogiškuosius išteklius, į lyderystės ir vadovavimo gebėjimais pasižyminčius darbuotojus. Autorių atliktas tyrimas – aukštesniųjų kategorijų valstybės tarnautojų ir įstaigų personalo vadovų apklausa - rodo, kad aukštesniosios valstybės tarnybos steigimo Lietuvoje idėja yra vertinama nevienareikšmiškai: aukštesniųjų kategorijų valstybės tarnautojai yra linkę tam pritarti labiau nei žemesniųjų. Atsižvelgiant į tai, daroma išvadą, kad požiūris į aukštesniosios valstybės tarnybos steigimą priklauso nuo konkrečios šalies politinio, ekonominio ir socialinio konteksto, ir todėl, projektuojant aukštesniąją valstybės tarnybą valstybės tarnybos sistemoje, būtina atsižvelgti į aukštesniosios valstybės tarnybos vystymo tendencijas įvairiose pasaulio šalyse.

Innovation in the public sector is inseparable from the political, administrative and technological components and stages of public administration systems development. Purpose of the article is to analyse and define the emerging concept of collaborative innovation in the public sector and indicate the major challenges relating to their generation and implementation. Benchmarking, generalisation and synthesis will be used as the methods in order to achieve the purpose of the article. Contemporary challenges of public governance lead to the change of the concept and operational principles of public sector organisations and encourage the need for innovation. The traditional, hierarchical innovation development conception is changed by collaborative innovation, which is characterised by networking, promotion of creativity and unification of resources. Significant principles for effective collaborative innovation become inter-organisational trust, knowledge sharing, informal leadership, ensuring the necessary resources and conditions for experimentation. Application of collaborative innovations requires adaptation to the changing positions of power and transformation of traditional roles of public sector employees. ; Dabartinė viešojo administravimo sistemų evoliucija neatsiejama nuo įvairių praeities ir dabarties iššūkių. Inovacijos viešajame sektoriuje kaip reiškinys yra itin kompleksinis ir sudėtingas, nes jis yra neatsiejamas tiek nuo politinių, administravimo ir technologinių dedamųjų, skirtingų viešojo administravimo vystymosi etapų. Straipsnyje yra siekiama apibrėžti naujai besiformuojančią bendradarbiavimu grįstų inovacijų koncepciją viešajame sektoriuje bei identifikuoti esminius jų generavimo ir plėtros iššūkius. Tikslui pasiekti taikomi lyginamosios analizės, apibendrinimo ir sintezės metodai. Šiuolaikiniai viešojo valdymo iššūkiai sąlygoja viešojo sektoriaus organizacijų sampratos ir veiklos principų kaitą ir skatina inovacijų poreikį. Tradicinį, hierarchinį supratimą apie inovacijų kūrimą ir įgyvendinimą keičia naujajam viešajam valdymui būdinga bendradarbiavimų grįsta inovacijų kūrimo koncepcija, pasižyminti tinkline sąveika, kūrybiškumo skatinimu ir resursų suvienijimu. Reikšmingais principais siekiant veiksmingo bendradarbiavimu grįstu inovacijų kūrimui tampa tinkamos teisinės ir politinės aplinkos formavimas, tarp-organizacinis pasitikėjimas, žinių dalijimasis, neformali lyderystė, reikiamų resursų užtikrinimas ir sąlygų eksperimentavimui sudarymas. Esminiais iššūkiais bendradarbiavimu grįstų inovacijų kūrimui ir įgyvendinimui laikytini valstybės tarnautojų ir kitų viešojo sektoriaus darbuotojų pasipriešinimas pokyčiams, baimė prisiimti riziką, skirtingos suinteresuotų pusių dalyvaujančių inovacijų kūrime motyvacijos, organizacinė kultūra, tinkamų žmogiškųjų išteklių stoka, abstraktūs ar net konfliktuojantys tikslai. Viešojo sektoriaus vadybininkams sudėtinga prisitaikyti prie kintančių galios pozicijų ir jų vaidmens transformacijų, kuomet bendradarbiavimu grįstų inovacijų kontekste jie neužima dominuojančios pozicijos.

Innovation in the public sector is inseparable from the political, administrative and technological components and stages of public administration systems development. Purpose of the article is to analyse and define the emerging concept of collaborative innovation in the public sector and indicate the major challenges relating to their generation and implementation. Benchmarking, generalisation and synthesis will be used as the methods in order to achieve the purpose of the article. Contemporary challenges of public governance lead to the change of the concept and operational principles of public sector organisations and encourage the need for innovation. The traditional, hierarchical innovation development conception is changed by collaborative innovation, which is characterised by networking, promotion of creativity and unification of resources. Significant principles for effective collaborative innovation become inter-organisational trust, knowledge sharing, informal leadership, ensuring the necessary resources and conditions for experimentation. Application of collaborative innovations requires adaptation to the changing positions of power and transformation of traditional roles of public sector employees.

Specifics of leadership in municipalities is significantly influenced by the complexity of municipal management, which is happening in multi-layer administration environment, with various interested parties and administrative actors involved at the same time. Formalized strategic planning system in Lithuanian municipalities assures the implementation of governmental and regional strategies, however, certain inner strategic problems of the municipalities remain unsolved. The purpose of this article is to reveal the peculiarities of strategic management in Lithuanian municipalities and to define leadership competences in strategic management processes. Benchmarking, generalisation and synthesis are used as the research methods here. The model of leadership competences suggested by the authors can be used by Lithuanian municipalities seeking to establish more transparent selection of candidates for municipal posts, more objective evaluation of their activities, accurate identification of personnel professional development needs. The most important result of proper leadership application is more efficient and effective functioning of strategic planning processes at the municipal level as leadership enables filling in the gaps between formalized structures and procedures, it also opens new opportunities for strategic planning.

Specifics of leadership in municipalities is significantly influenced by the complexity of municipal management, which is happening in multi-layer administration environment, with various interested parties and administrative actors involved at the same time. Formalized strategic planning system in Lithuanian municipalities assures the implementation of governmental and regional strategies, however, certain inner strategic problems of the municipalities remain unsolved. The purpose of this article is to reveal the peculiarities of strategic management in Lithuanian municipalities and to define leadership competences in strategic management processes. Benchmarking, generalisation and synthesis are used as the research methods here. The model of leadership competences suggested by the authors can be used by Lithuanian municipalities seeking to establish more transparent selection of candidates for municipal posts, more objective evaluation of their activities, accurate identification of personnel professional development needs. The most important result of proper leadership application is more efficient and effective functioning of strategic planning processes at the municipal level as leadership enables filling in the gaps between formalized structures and procedures, it also opens new opportunities for strategic planning.

Innovation in the public sector is inseparable from the political, administrative and technological components and stages of public administration systems development. Purpose of the article is to analyse and define the emerging concept of collaborative innovation in the public sector and indicate the major challenges relating to their generation and implementation. Benchmarking, generalisation and synthesis will be used as the methods in order to achieve the purpose of the article. Contemporary challenges of public governance lead to the change of the concept and operational principles of public sector organisations and encourage the need for innovation. The traditional, hierarchical innovation development conception is changed by collaborative innovation, which is characterised by networking, promotion of creativity and unification of resources. Significant principles for effective collaborative innovation become inter-organisational trust, knowledge sharing, informal leadership, ensuring the necessary resources and conditions for experimentation. Application of collaborative innovations requires adaptation to the changing positions of power and transformation of traditional roles of public sector employees.