Suchergebnisse

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.

In consultative sector, when knowledge becomes the property whitch is available to exploit, it is extremely important to use existing knowledge and to obtain economic benefits. Knowledge management aspects have been examinated by Lithuanian and foreign authors but research of consultations have not been carried out sufficiently enought, as the knowledge management, it is tendencies are the new branches of the management sciense. In most cases, the management of knowledge is examined on various aspects of the service sector, but not in the consultation field. Therefore, perspective of knowledge management is relevant task in consultation organizations. Work item - the effectiveness of knowledge management in advisory organizations. Project tasks: to examine the knowledge and understanding of their classification and the use of the business sector. Describe the concept of knowledge management and processes in the organization, significance of the system and models in the organization, examine the barriers of knowledge management and to review their solutionsfor this problem, discuss the knowledge and expertise down the role of competence in consultation organization, consider the knowledge management aspects in Lithuanian and foreign advisory organizations, basing on the theoretical aspects of knowledge management, empirically investigate the effectiveness of knowledge management.f ollowing analysis of data give evaluation of the results and basing on the assessment of knowledge management, and to develop a theoretical model. The main results of the study: Knowledge management in advisory firms is not popular. Consulting firms, recognizing the significance of knowledge management and the benefits still do not apply to knowledge management projects (models, strategy). Leaders of consultancy business understand technology as a key component of knowledge management. Knowledge management advisory firms to set up separate subsidiaries to apply the European Union recognized knowledge management techniques. Work structure and scope: The work consists of three parts, the findings. The paper contains 16 tables and 28 images, 2 annexes. Literary sources, the list of 55 sources.

In consultative sector, when knowledge becomes the property whitch is available to exploit, it is extremely important to use existing knowledge and to obtain economic benefits. Knowledge management aspects have been examinated by Lithuanian and foreign authors but research of consultations have not been carried out sufficiently enought, as the knowledge management, it is tendencies are the new branches of the management sciense. In most cases, the management of knowledge is examined on various aspects of the service sector, but not in the consultation field. Therefore, perspective of knowledge management is relevant task in consultation organizations. Work item - the effectiveness of knowledge management in advisory organizations. Project tasks: to examine the knowledge and understanding of their classification and the use of the business sector. Describe the concept of knowledge management and processes in the organization, significance of the system and models in the organization, examine the barriers of knowledge management and to review their solutionsfor this problem, discuss the knowledge and expertise down the role of competence in consultation organization, consider the knowledge management aspects in Lithuanian and foreign advisory organizations, basing on the theoretical aspects of knowledge management, empirically investigate the effectiveness of knowledge management.f ollowing analysis of data give evaluation of the results and basing on the assessment of knowledge management, and to develop a theoretical model. The main results of the study: Knowledge management in advisory firms is not popular. Consulting firms, recognizing the significance of knowledge management and the benefits still do not apply to knowledge management projects (models, strategy). Leaders of consultancy business understand technology as a key component of knowledge management. Knowledge management advisory firms to set up separate subsidiaries to apply the European Union recognized knowledge management techniques. Work structure and scope: The work consists of three parts, the findings. The paper contains 16 tables and 28 images, 2 annexes. Literary sources, the list of 55 sources.

The goal of every health care institution (HCI) is to provide safe and highquality services to patients, but sometimes the provision of health care (HC) services result in unavoidable adverse events (AE). AE can harm and cause irreversible health problems to the patient, so patient safety and AE remain a global concern worldwide. Recently there has been a growing number of researches both locally and worldwide on how to ensure patient safety (PS), how to deliver quality services in HC sector, and how to reduce the number of AE. Council of Europe has issued recommendations on how to improve HC services, but according to the results of the survey conducted in 2014, AE remain a big problem in EU countries. Later in 2017, it has been noted that the recommendations were insufficiently implemented at a national level. The European Commission has pointed out some shortcomings: lack of cooperation between EU countries, deficiencies in safety culture implementation, lack of knowledge and skills in analyzing AE. This article analyzes the success of AE policy implementation in Lithuania, why Lithuania and the EU countries have created a mandatory AE register, but the registration of these events is slow, most of them are still unreported, their real number and frequency are still hidden, and their causes are not analyzed. Based on a case study and qualitative study in one large hospital, attempts are made to identify the factors of AE management that constitute a barrier to effective AE management policy in healthcare institutions. Prerequisites for successful AE management consist of electronisation of AE reporting system, development and control of quality standards, strategic, continuous and ongoing leadership of HC administration and staff involvement and their motivation, also adjusted training, creating organizational culture of confidentiality and learning from mistakes. Some shortcomings were also noted: lack of knowledge and skills, overcoming fears of being punished and humiliated, lack of feedback, lack of national AE IT system. This limits the efficiency of the AE management process both nationally and locally. Successful choice of AE management model directly depends on the internal policies, operations, and leadership of HC institution. Well-planned, organized and controlled measures, based on European recommendations, help to achieve the objectives by monitoring and evaluating their results in a consistent and long-term manner. It is confirmed, that AE registration and continuous analysis is key to prevent future AE. Therefore, the basis of EU countries' AE management policy is choosing the right AE management model according to the maturity of the system, which includes the implementation of the reporting system in HC institutions and, most importantly, the analysis and development of prevention actions. This helps to share experience, constantly analyze, learn from mistakes, and shape a new approach and PS culture. ; Kiekvienos asmens sveikatos priežiūros įstaigos (toliau – ASPĮ) tikslas suteikti saugias ir kokybiškas paslaugas pacientams, tačiau kartais teikiant sveikatos priežiūros (toliau – SP) paslaugas susiduriama su nepageidaujamais įvykiais (toliau – NĮ), kurių nepavyksta išvengti. NĮ gali pakenkti pacientui ir sukelti negrįžtamas sveikatos problemas, todėl pacientų sauga ir NĮ medicinoje išlieka globalinė problema visame pasaulyje. Pastaruoju metu mūsų šalyje ir pasaulyje gausėja tyrimų, įrodančių, kaip užtikrinti pacientų saugą (toliau – PS), kaip teikti kokybiškas paslaugas SP sektoriuje ir sumažinti NĮ skaičių. Europos Taryba 2009 m. pateikė rekomendacijas, kaip tobulinti PS, tačiau 2014 m. atlikto tyrimo rezultatai rodo, kad NĮ išlieka ASPĮ problema Europos Sąjungos (toliau – ES) šalyse.1 Kiek vėliau, 2017 m., nuspręsta, kad pateiktos rekomendacijos nacionaliniu lygiu nepakankamai įgyvendintos. Europos Komisija įvertino, kad vis dar yra trūkumų: bendradarbiavimo stoka tarp ES šalių, saugos kultūros įgyvendinimo, žinių ir įgūdžių analizuojant NĮ trūkumai. Straipsnyje analizuojama, kaip sekasi Lietuvoje įgyvendinti NĮ politiką, kodėl Lietuvoje ir ES šalyse patvirtintas privalomų registruoti nepageidaujamų įvykių sąrašas, tačiau šių įvykių registravimas vyksta vangiai, apie daugumą jų nepranešama, slepiamas jų realus skaičius ir dažnis, neanalizuojamos priežastys. Per praktinį didelės ligoninės pavyzdį atliekant atvejo studiją ir kokybinį tyrimą bandoma identifikuoti NĮ valdymo veiksnius, kurie yra barjeras veiksmingai vykdyti NĮ valdymo politiką SP įstaigose. Įžvelgiamos prielaidos sėkmingam NĮ valdymui: NĮ pranešimų sistemos elektronizavimas, kokybės standartų sukūrimas ir jų kontrolė, strateginė, tęstinė ir nuolatinė SP įstaigos administracijos lyderystė bei viso personalo įtraukimas jį motyvuojant, pritaikyti padalinio reikmėms mokymai, organizacinės kultūros laikantis konfidencialumo ir mokymosi iš klaidų palaikymas. Taip pat pastebėti ir trūkumai: žinių ir įgūdžių stoka, baimės būti nubaustam ir pažemintam įveikimas, grįžtamojo ryšio trūkumas, nacionalinės NĮ IT sistemos nebuvimas. Tai riboja NĮ valdymo proceso efektyvumą ir nacionaliniu, ir įstaigos mastu. Sėkmingas NĮ valdymo pasirinkimas tiesiogiai priklauso ir nuo vidinės tinkamos ASPĮ politikos, veiklos ir lyderystės. Nuosekliai ir ilgalaikėje perspektyvoje remiantis europinėmis rekomendacijomis planuojamos, organizuojamos ir kontroliuojamos priemonės stebint ir vertinant jų rezultatus padeda pasiekti tikslus. Dar kartą patvirtinta, kad, norint išvengti NĮ ateityje, būtina juos registruoti ir nuolat analizuoti. Todėl ES šalių NĮ valdymo politikos pamatas – tinkamo NĮ valdymo modelio, priklausomai nuo sistemos brandos, pasirinkimas; valdymo modelis apima pranešimų sistemos diegimą ASPĮ, jų analizavimą ir prevencijos veiksmų sudarymą bei įgyvendinimą. Tai padeda dalytis patirtimi, nuolat analizuoti, mokytis iš klaidų ir formuoti naują požiūrį ir PS kultūrą.

Recently, the necessity to apply education management elements in the activities of pre-school educational institutions is becoming more prominent. As stated in the Law on Education of the Republic of Lithuania, it is crucial to master the knowledge, skills and abilities of education management. Managing an educational institution is not limited to setting out the goals and objectives, planning and organizing work, but also includes purposeful targeting of technical, social, pedagogical, psychological and biological processes seeking optimal results, while taking into account the peculiarities of these processes. To explore the importance of education management in pre-school educational institutions it has been decided to analyze how the heads of pre-school educational institutions organize work in the institutions they lead, which managerial features are present there, what leadership styles are used during administrative work and how the chosen leadership style impacts the cooperation between the head of the pre-school educational institution and the community. The objective of the study is to examine the theoretical aspects of education management in pre-school educational institutions, to show the current leadership and behavior situation of the heads of particular institutions and to provide guidelines for improving performance. The object of the study – pre-school educational institutions. Hypothesis: an inappropriate leadership style has a negative impact on the cooperation between the heads of pre-school educational institutions and community members. The theoretical study of the problem has revealed that a pre-school educational institution is a group of people in which all its members are closely linked to one another. These links must be improved and the activity process must be managed. Therefore, the organization needs a head. Leadership is one of the key factors affecting the quality of education, and a leadership style has an impact on cooperation, which is part of democratic life and means tolerance, mutual aid, ability to work, teamwork and options of opinion compatibility. The empirical part states that heads of the nurseries - kindergartens "Pipiras", "Drugelis" and "Vaidilutė" are different in terms of personality, leadership principles and leadership style. An in-depth method of interviews provides more opportunities to analyze the managerial situation and existing problems at pre-school educational institutions and to identify the managerial characteristics. The in-depth study revealed that heads of pre-school educational institutions have more responsibilities than heads of schools; the co-operation between the head and parents "begins from the cradle"; children are accepted by the municipality, not by the institution itself etc.

Recently, the necessity to apply education management elements in the activities of pre-school educational institutions is becoming more prominent. As stated in the Law on Education of the Republic of Lithuania, it is crucial to master the knowledge, skills and abilities of education management. Managing an educational institution is not limited to setting out the goals and objectives, planning and organizing work, but also includes purposeful targeting of technical, social, pedagogical, psychological and biological processes seeking optimal results, while taking into account the peculiarities of these processes. To explore the importance of education management in pre-school educational institutions it has been decided to analyze how the heads of pre-school educational institutions organize work in the institutions they lead, which managerial features are present there, what leadership styles are used during administrative work and how the chosen leadership style impacts the cooperation between the head of the pre-school educational institution and the community. The objective of the study is to examine the theoretical aspects of education management in pre-school educational institutions, to show the current leadership and behavior situation of the heads of particular institutions and to provide guidelines for improving performance. The object of the study – pre-school educational institutions. Hypothesis: an inappropriate leadership style has a negative impact on the cooperation between the heads of pre-school educational institutions and community members. The theoretical study of the problem has revealed that a pre-school educational institution is a group of people in which all its members are closely linked to one another. These links must be improved and the activity process must be managed. Therefore, the organization needs a head. Leadership is one of the key factors affecting the quality of education, and a leadership style has an impact on cooperation, which is part of democratic life and means tolerance, mutual aid, ability to work, teamwork and options of opinion compatibility. The empirical part states that heads of the nurseries - kindergartens "Pipiras", "Drugelis" and "Vaidilutė" are different in terms of personality, leadership principles and leadership style. An in-depth method of interviews provides more opportunities to analyze the managerial situation and existing problems at pre-school educational institutions and to identify the managerial characteristics. The in-depth study revealed that heads of pre-school educational institutions have more responsibilities than heads of schools; the co-operation between the head and parents "begins from the cradle"; children are accepted by the municipality, not by the institution itself etc.

Though the Ministry of Transport and Communications of the Republic of Lithuania pursues Lithuanian secure traffic and the reduction of the adverse effects in the environment from the transport sector however the sustainable transport management in Lithuania is still new approach though old European Union (EU) member states have sophisticated sustainable transport policies ranging from strict command and control methods, state support to public transport to a broad voluntary initiatives. The strict emission caps established by Thematic Strategy on Air Pollution will have serious implications for the transport sector therefore it is important to investigate experience of old EU member states in dealing with transport pollution problems and to define the main tools and measures for sustainable transport management in Lithuania. The main task of the paper is to develop measures to enhance sustainable transport management in Lithuania underlying the importance of voluntary and informative measures. The subject of research is Lithuanian public transport. The period of research is one month. The volume of the paper is 70 pages including 12 tables and 11 illustrations.

Though the Ministry of Transport and Communications of the Republic of Lithuania pursues Lithuanian secure traffic and the reduction of the adverse effects in the environment from the transport sector however the sustainable transport management in Lithuania is still new approach though old European Union (EU) member states have sophisticated sustainable transport policies ranging from strict command and control methods, state support to public transport to a broad voluntary initiatives. The strict emission caps established by Thematic Strategy on Air Pollution will have serious implications for the transport sector therefore it is important to investigate experience of old EU member states in dealing with transport pollution problems and to define the main tools and measures for sustainable transport management in Lithuania. The main task of the paper is to develop measures to enhance sustainable transport management in Lithuania underlying the importance of voluntary and informative measures. The subject of research is Lithuanian public transport. The period of research is one month. The volume of the paper is 70 pages including 12 tables and 11 illustrations.

This article analyses main public management doctrines (traditional administration, NPM and post-NPM), assesses the doctrinal basis of public management reforms in the 2004–2010 period, provides suggestions concerning principles, directions and process of future public management reforms in Lithuania. Despite different political views and terms of various Governments, important decisions of public management reforms were based on the party logic, whose purpose is to strengthen political authority of the government in office. The implementation of the 'bureaucratic' public administration strategy, whose content was informed by the ideas of post-NPM, was initially unsuccessful because of limited political ownership and the legalistic approach. The XV Lithuanian Government undertook wide public management reforms based on the managerial doctrine with prevailing NPM characteristics. A mix of the party logic and the NPM doctrine could be contradictory and risky in Central and Eastern European countries. Also, the NPM has not yielded good results in continental Europe, its solutions do not match Lithuania's problems and there is no solid empirical evidence about its effectiveness in Lithuania. Therefore, its application should be limited and selective during Lithuania's public management reforms. Post-NPM is the best doctrine for future public management reforms, whose implementation in Lithuania should be supported by broader political consensus, better inter-institutional cooperation and a more managerial implementation approach.

This article analyses main public management doctrines (traditional administration, NPM and post-NPM), assesses the doctrinal basis of public management reforms in the 2004–2010 period, provides suggestions concerning principles, directions and process of future public management reforms in Lithuania. Despite different political views and terms of various Governments, important decisions of public management reforms were based on the party logic, whose purpose is to strengthen political authority of the government in office. The implementation of the 'bureaucratic' public administration strategy, whose content was informed by the ideas of post-NPM, was initially unsuccessful because of limited political ownership and the legalistic approach. The XV Lithuanian Government undertook wide public management reforms based on the managerial doctrine with prevailing NPM characteristics. A mix of the party logic and the NPM doctrine could be contradictory and risky in Central and Eastern European countries. Also, the NPM has not yielded good results in continental Europe, its solutions do not match Lithuania's problems and there is no solid empirical evidence about its effectiveness in Lithuania. Therefore, its application should be limited and selective during Lithuania's public management reforms. Post-NPM is the best doctrine for future public management reforms, whose implementation in Lithuania should be supported by broader political consensus, better inter-institutional cooperation and a more managerial implementation approach.

This article analyses main public management doctrines (traditional administration, NPM and post-NPM), assesses the doctrinal basis of public management reforms in the 2004–2010 period, provides suggestions concerning principles, directions and process of future public management reforms in Lithuania. Despite different political views and terms of various Governments, important decisions of public management reforms were based on the party logic, whose purpose is to strengthen political authority of the government in office. The implementation of the 'bureaucratic' public administration strategy, whose content was informed by the ideas of post-NPM, was initially unsuccessful because of limited political ownership and the legalistic approach. The XV Lithuanian Government undertook wide public management reforms based on the managerial doctrine with prevailing NPM characteristics. A mix of the party logic and the NPM doctrine could be contradictory and risky in Central and Eastern European countries. Also, the NPM has not yielded good results in continental Europe, its solutions do not match Lithuania's problems and there is no solid empirical evidence about its effectiveness in Lithuania. Therefore, its application should be limited and selective during Lithuania's public management reforms. Post-NPM is the best doctrine for future public management reforms, whose implementation in Lithuania should be supported by broader political consensus, better inter-institutional cooperation and a more managerial implementation approach.

This article analyses main public management doctrines (traditional administration, NPM and post-NPM), assesses the doctrinal basis of public management reforms in the 2004–2010 period, provides suggestions concerning principles, directions and process of future public management reforms in Lithuania. Despite different political views and terms of various Governments, important decisions of public management reforms were based on the party logic, whose purpose is to strengthen political authority of the government in office. The implementation of the 'bureaucratic' public administration strategy, whose content was informed by the ideas of post-NPM, was initially unsuccessful because of limited political ownership and the legalistic approach. The XV Lithuanian Government undertook wide public management reforms based on the managerial doctrine with prevailing NPM characteristics. A mix of the party logic and the NPM doctrine could be contradictory and risky in Central and Eastern European countries. Also, the NPM has not yielded good results in continental Europe, its solutions do not match Lithuania's problems and there is no solid empirical evidence about its effectiveness in Lithuania. Therefore, its application should be limited and selective during Lithuania's public management reforms. Post-NPM is the best doctrine for future public management reforms, whose implementation in Lithuania should be supported by broader political consensus, better inter-institutional cooperation and a more managerial implementation approach.

The problem of the research: What kind of assumptions is necessary for cyber security in public management of Lithuania? The aim of the research is to analyse assumptions of cyber security in public management. The objectives of the research: 1. To substantiate e-services development as one of the preconditions for the modernization of public management in theoretical level. 2. To reveal cyber security issues in public management. 3. To assess cyber security in public management. Research object is cyber security in public management. Research methods: literature and content analysis of documents; qualitative and quantitative data collection methods. There are analysed the legislation of Lithuanian republic on cyber security; Public Audit Report, Management of State Information Resources (2013); Public Audit Report, Management of Information recourses of the Ministry of Agriculture (2013); Public Audit Report, Management of Information recourses of the Ministry of Justice (2013).