Suchergebnisse

Lithuania 's integration into the European Union, a permanent change in the environment leads to new challenges in the education system , and thus the basic education system - the teachers, from a pre-work as a team depends on the young generation with special education (learning) skills needs and future. The aim - to expose teachers and professionals as well commission teamwork educating special needs students' in the main school prospects. The tasks: 1 ) In theory, based on teachers' teamwork specific organization of basic school. 2 ) Discuss the education of children with special needs in the context of teamwork. 3 ) Reveal educators and professionals as well commission teamwork attitude educating special needs students'in the basic school. 4 ) Identify the organization applying teamwork models educating special needs students' in the basic school. The thesis consists of three parts. The first chapter is the issue of teamwork educating children with special needs in the main school of theoretical aspects discussed in the education of children with special needs in the context of teamwork. The second part of the work developed teamwork educating children with special needs in the basic school methodology. The third part, based on the theoretical part of the work and developed the research methodology conducted teamwork educating children with special needs in the main school study of the results obtained suggest that educators and specialists sees a positive outlook , which are linked with the teamwork necessary for educating children with special needs and problem complexity, legislative regulation and a more active involvement of parents, and a negative outlook, in conjunction with parents and teachers, lack of motivation, funding for this area and decrease the negative impact of the educational environment. The results lead to a conclusion that the basic education schools in educating children with special needs prevail interdisciplinary team model. However, sometimes there are teams and multidisciplinary model specific features. At the end of thesis are included conclusions and recommendations.

Public health management The evaluation of patient safety culture in N city clinics Agnė Minickaitė Supervisor name, surname: Loreta Marmienė Faculty of Public Health, Medical Academy, Lithuanian University of Health Science. Kaunas; 2018. 56 p. Aim of the study. Asses primary healthcare centre healthcare workers opinion about patient safety culture. Objectives. 1. Reveal healthcare specialist conflicts, cooperation, teamwork effectiveness for provision services. 2. Assess healthcare workers viewpoint about unwanted events registration and feedback of it. 3. Assess organizational - electronic systems, paper documents quality effect for pacient. Methods. Quantitative instant test. Research period: from 2018 February 05 by 2018 February 23 \"N\" in the personal health care institution. The survey was conducted by 168 respondents. Response rate - 100% Rezults. 59.5 respondents claimed that they neither agree or disagree using teamwork for offering healthcare services to patient. Almost half (47.6%) of respondents said that they didn't have any problems of exchanging information with other clinics. 76.4 percent respondents said that usually conflicts in institution being between health care professionals and patients. 36.5 percent of respondents said that clinic have unwanted event registration system and more than half (99.4%) claimed that patients can feel safe in their institution. 37.1 percent respondents said that they didn't have feedback of unwanted event registration. But 26.9 percent said that doctors and nurses have more problems of using electronic system than others. Conclusion. 1) The results shows that half of the respondents said that they have good work relationship at work. More than half of the respondents said that conflicts are more between healthcare workers and patients. Also noticed that specialist who have 11 years or 20 years work experience can't cooperate with other clinics and their government. In addition to this they less using teamwork than others who's experience shorter or a little bit longer. 2) Doctors and other staff are more informed about unwanted events system than nurses. The feedback about the events unknown. However, more than half of the respondents said that patients can feel safe in their clinic. 3) The results showed that third part of respondents in the last 12 months didn't cope with incorrectly supplemented patient documentation. However, after analyzing the opinion of the respondents about the electronic system ESPBI.IS, showed that doctors and nurses monthly have mismatches than other staff.

Public health management The evaluation of patient safety culture in N city clinics Agnė Minickaitė Supervisor name, surname: Loreta Marmienė Faculty of Public Health, Medical Academy, Lithuanian University of Health Science. Kaunas; 2018. 56 p. Aim of the study. Asses primary healthcare centre healthcare workers opinion about patient safety culture. Objectives. 1. Reveal healthcare specialist conflicts, cooperation, teamwork effectiveness for provision services. 2. Assess healthcare workers viewpoint about unwanted events registration and feedback of it. 3. Assess organizational - electronic systems, paper documents quality effect for pacient. Methods. Quantitative instant test. Research period: from 2018 February 05 by 2018 February 23 \"N\" in the personal health care institution. The survey was conducted by 168 respondents. Response rate - 100% Rezults. 59.5 respondents claimed that they neither agree or disagree using teamwork for offering healthcare services to patient. Almost half (47.6%) of respondents said that they didn't have any problems of exchanging information with other clinics. 76.4 percent respondents said that usually conflicts in institution being between health care professionals and patients. 36.5 percent of respondents said that clinic have unwanted event registration system and more than half (99.4%) claimed that patients can feel safe in their institution. 37.1 percent respondents said that they didn't have feedback of unwanted event registration. But 26.9 percent said that doctors and nurses have more problems of using electronic system than others. Conclusion. 1) The results shows that half of the respondents said that they have good work relationship at work. More than half of the respondents said that conflicts are more between healthcare workers and patients. Also noticed that specialist who have 11 years or 20 years work experience can't cooperate with other clinics and their government. In addition to this they less using teamwork than others who's experience shorter or a little bit longer. 2) Doctors and other staff are more informed about unwanted events system than nurses. The feedback about the events unknown. However, more than half of the respondents said that patients can feel safe in their clinic. 3) The results showed that third part of respondents in the last 12 months didn't cope with incorrectly supplemented patient documentation. However, after analyzing the opinion of the respondents about the electronic system ESPBI.IS, showed that doctors and nurses monthly have mismatches than other staff.

Aim of the study: To evaluate the attitude of personal health care professionals to patient safety and implementation of principles of good management. Objectives: 1. Identify personal health care professionals' attitudes towards patient safety. 2. Identify the approach of personal health care professionals to the implementation of principles of good governance. 3. Identify the links between the approach of personal health care professionals to the implementation of the principles of good governance and the approach to patient safety. Methods. An anonymous questionnaire was conducted by a personal health care institution specialists using a combined Patient Safety Culture (HSOPS) and Good Governance Principle Questionnaire. The one-minute anonymous study was conducted in 2018. January - February. 538 questionnaires were distributed, suitable for data analysis - 341 questionnaires: 57 doctors (16.7 %), 203 nurses (59.5 %), 43 nurses assistants (12.6 %) and 38 other specialists (11.1 %). Response rate - 63.4 percent. Microsoft Office Excel 2010 and IBM SPSS 22.0 software packages were used for statistical data analysis. The study was conducted with the consent of the head of the X health care institution and the permission of the Bioethics Center of the Lithuanian University of Health Sciences 2017-12-01 Nr. BEC - VSV (M) – 37. Results. Almost half of the personal health care professionals consider the level of patient safety in the institution as very good. According to specialists, patient safety is determined by teamwork, feedback and error communication, manager's expectations and actions to promote safety. Specialists, who work for more than 10 years are more likely to have a positive attitude towards the influence of management on patient safety and reports of adverse events. Employees that work more than 40 hours per week more often positively appreciates the handoffs and transitions of a shift. 72.5 percent respondents have not reported any adverse events during the past one year. The evaluation of the principles of good governance implemented in a personal health care facility was distributed as follows: effectiveness/ efficiency (3.88 ± 0.7 points), transparency (3.81 ± 0.8 points), participation (3.76 ± 0.8 points), reporting of patient responses (3.75 ± 0.8 points), impartiality/ equity (3.58 ± 0.8 points), reporting (3.40 ± 0.8 points). Managers, unlike other employees, place more emphasis on the implementation of the principles of transparency and accountability in good health care management. Assessing the links between the approach of personal health care professionals to the implementation of good governance principles and the approach to patient safety, the implementation of the principles of impartiality, participation and transparency enhances the positive attitude of health professionals: the occurrence report and discussion; the impact of teamwork, leadership actions, learning and improvement benefits, shift handoffs and transitions effects, the importance of communication, and the impact of personnel on patient safety; as well as safety management, ensuring this patient need. Only accountability to management reduces the positive attitude of the research participants to the report on adverse events and their discussion; to overall perceptions of patient safety. There was also a weak positive link between the principles of good governance and respondents' opinion of the level of patient safety in their workplace. Conclusions. 1. Two thirds of health care professionals personal consider the level of patients safety in their workplace as very positive (very good or excellent), but the management of adverse events in a personal health care facility is not efficient enough, reported by only 27.5 percent of respondents during the current year. The most important factors in ensuring patient safety are specialist teamwork, feedback and communication about adverse events, manager's expectations / actions to promote safety. The weakest areas of patient health care in a personal health care facility are the wrong response to a mistake; teamwork between departments; openness of communication. 2. The implementation of the principles of good governance, except for reporting, is considered very good in a personal health care institution. The most important principles of good governance are efficiency and transparency. 3. The level of implementation of the principles of good governance shall indicate the assessment of the safety of the patients in the personal health care facility in their units. The positive attitude of healthcare workers to a patient safety culture is particularly enhanced by the implementation of good governance principles such as impartiality, participation, and transparency. The exception is the implementation of the principle of accountability, which reduces the positive attitude of the staff twice towards the occurrence of adverse events and the overall perception of patient safety.

The inter-professional cooperation between pharmacists and physicians is becoming of crucial importance in ensuring safe and appropriate healthcare services. A solid amount of evidences suggests that this collaboration is beneficial for all participants and provide benefits for patient However, this collaboration is facing challenges and obstacles for applying it in wide practice. Nation and international surveys suggest that both physicians and pharmacists do not avail themselves of cooperation opportunities. The aim of the study was to evaluate pharmacists experience and attitude towards collaboration between physicians and pharmacy professionals working in community pharmacies. Methods: The qualitative method with mixed data collection strategy has been used. It has focused on collaboration between pharmacists (with work experience of 15 years and more) and physicians. The focus group discussion has been carried out with four pharmacy professionals constantly cooperating with physicians. The vignette survey was performed with 21 pharmacy professionals. The data collection was performed from December 2014 to September 2015. Results: Our findings suggest that pharmacists are involved in communication with physicians quite often. However, these interactions are sufficiently short and usually limited to a phone call dealing with a wrong prescription or medication dosage prescribed to the patient. It means that the collaboration is still not so efficient and effective teamwork. Physicians communicate with pharmacists for getting information regarding different aspects of medicines, i.e. dosage, international name, manufacturer, etc. It should be noted, that only a small number of pharmacists maintain regular contacts with physicians and regularly discuss developments, legislative changes, medicines and their benefits to the patient. The respondents believe, that effective cooperation between physicians and pharmacists is hampered by professional prejudices, lack of a common goal, underestimation of the pharmacist knowledge and skills, etc. Insights: In summary, the results suggest that current inter-professional collaboration between physicians and pharmacist is not based on the efficient and effective teamwork. However, the majority of interviewed pharmaceutical professionals identified the benefits of cooperation. Moreover, it was mentioned, that the given field requires changes, new approaches and initiatives in order to ensure an efficient and effective service delivery to patients.

The inter-professional cooperation between pharmacists and physicians is becoming of crucial importance in ensuring safe and appropriate healthcare services. A solid amount of evidences suggests that this collaboration is beneficial for all participants and provide benefits for patient However, this collaboration is facing challenges and obstacles for applying it in wide practice. Nation and international surveys suggest that both physicians and pharmacists do not avail themselves of cooperation opportunities. The aim of the study was to evaluate pharmacists experience and attitude towards collaboration between physicians and pharmacy professionals working in community pharmacies. Methods: The qualitative method with mixed data collection strategy has been used. It has focused on collaboration between pharmacists (with work experience of 15 years and more) and physicians. The focus group discussion has been carried out with four pharmacy professionals constantly cooperating with physicians. The vignette survey was performed with 21 pharmacy professionals. The data collection was performed from December 2014 to September 2015. Results: Our findings suggest that pharmacists are involved in communication with physicians quite often. However, these interactions are sufficiently short and usually limited to a phone call dealing with a wrong prescription or medication dosage prescribed to the patient. It means that the collaboration is still not so efficient and effective teamwork. Physicians communicate with pharmacists for getting information regarding different aspects of medicines, i.e. dosage, international name, manufacturer, etc. It should be noted, that only a small number of pharmacists maintain regular contacts with physicians and regularly discuss developments, legislative changes, medicines and their benefits to the patient. The respondents believe, that effective cooperation between physicians and pharmacists is hampered by professional prejudices, lack of a common goal, underestimation of the pharmacist knowledge and skills, etc. Insights: In summary, the results suggest that current inter-professional collaboration between physicians and pharmacist is not based on the efficient and effective teamwork. However, the majority of interviewed pharmaceutical professionals identified the benefits of cooperation. Moreover, it was mentioned, that the given field requires changes, new approaches and initiatives in order to ensure an efficient and effective service delivery to patients.

The main goal of social work is to optimize the client's relationships with his environment. The changes in political, economic and social life, affects the changes in social work and the requirements for social workers skills. Social work organizing reveals in coordinating the actions of social support system participants and services recipients. It is very important to have practical skills, theoretical knowledge and managerial competences. The development of social work organizers managerial competences, continuous change and improvement is very important adjusting to the changing social environment. The main goal of the work is to reveal the need for development of social work organizers managerial competences in the context of the social work changes. The objectives of the research are: to describe the peculiarities of the social work organizing in Lithuania in the context of social work changing; to define the conception of the competence and it's structured and to discern the common competences of the social workers; to discuss the expression of the managerial competences in social work and possibilities of their development; to analyse the practical aspects of the social work organizers managerial competences development. Trying to reveal the need for development of social work organizers managerial competences in the context of social work changing, the qualitative research was taken. The unstructured interview was used to pick data for the research. The research was guided by the constructive point of view. The participants of the research – eight social work organizers from X municipality rural parishes. The data was analysed according the method of topics analysis. The results of the research revealed that the technical skills are the least used in social work practice. In the planning, organizing, management and control of the social work process reveals these managerial competences: knowledge about the client, help planning, strategic thinking, the generating of ideas, creative point of view, ability to define the area of interest, business ethic, oral communication, resource organization, client activation, motivation, empowerment, initiation of change, coaching, leadership, empathy, teamwork, time management, objectives achievement, strategic skills, risk assessment, decision making, responsibility for the decisions, negotiation skills, flexibility, loyalty, the ability to listen, oral communication, conflicts management, achievements, focus to the client, valuable approach. There is insufficiently developed skills coaching, empowerment, vision-making, interinstitutional teamwork, negotiation. The project for development of the managerial competences of the social work organizers in rural areas was developed according the study results.

During last few decades world has irreversibly changed and moved towards globalization, therefore, exploitation of the old-fashioned organizational design methods in social service organizations became ineffective and self-destructive. It means that it is necessary to look for new ways to construct and develop the relations of social worker to clients and institutions that correspond to the conditions of current and future social environment. Networking is a process of establishing a mutually beneficial relationship with other people and institutions in different environments. Networks of social workers, clients, people related to them and institutions begin with an independent cooperation with multilateral obligations and develop long-term relationships based on trust. A social web usually consists of various institutions, including private or governmental organizations of social services, schools, church, clients, families, clubs etc. where they meet to share and exchange informational, financial, material resources and services. After being processed by the part of a coordinating center, accumulated specialized resources, knowledge and skills existing in the center of network are transferred to other members of the network. Social worker as a coordinator of this network has to create conditions for network members' self-realization and efficient communication. Ais requires the additional managerial skills in leadership, motivation, coordination, teamwork fields that social worker should acquire and develop at the same time improving the performance of his/her social services.[.]

During last few decades world has irreversibly changed and moved towards globalization, therefore, exploitation of the old-fashioned organizational design methods in social service organizations became ineffective and self-destructive. It means that it is necessary to look for new ways to construct and develop the relations of social worker to clients and institutions that correspond to the conditions of current and future social environment. Networking is a process of establishing a mutually beneficial relationship with other people and institutions in different environments. Networks of social workers, clients, people related to them and institutions begin with an independent cooperation with multilateral obligations and develop long-term relationships based on trust. A social web usually consists of various institutions, including private or governmental organizations of social services, schools, church, clients, families, clubs etc. where they meet to share and exchange informational, financial, material resources and services. After being processed by the part of a coordinating center, accumulated specialized resources, knowledge and skills existing in the center of network are transferred to other members of the network. Social worker as a coordinator of this network has to create conditions for network members' self-realization and efficient communication. Ais requires the additional managerial skills in leadership, motivation, coordination, teamwork fields that social worker should acquire and develop at the same time improving the performance of his/her social services.[.]

During last few decades world has irreversibly changed and moved towards globalization, therefore, exploitation of the old-fashioned organizational design methods in social service organizations became ineffective and self-destructive. It means that it is necessary to look for new ways to construct and develop the relations of social worker to clients and institutions that correspond to the conditions of current and future social environment. Networking is a process of establishing a mutually beneficial relationship with other people and institutions in different environments. Networks of social workers, clients, people related to them and institutions begin with an independent cooperation with multilateral obligations and develop long-term relationships based on trust. A social web usually consists of various institutions, including private or governmental organizations of social services, schools, church, clients, families, clubs etc. where they meet to share and exchange informational, financial, material resources and services. After being processed by the part of a coordinating center, accumulated specialized resources, knowledge and skills existing in the center of network are transferred to other members of the network. Social worker as a coordinator of this network has to create conditions for network members' self-realization and efficient communication. Ais requires the additional managerial skills in leadership, motivation, coordination, teamwork fields that social worker should acquire and develop at the same time improving the performance of his/her social services.[.]

Object: mobbing in employee relations. Problem: what is mobbing employee relations spread in Lithuanian tourism organizations, and how to minimize the effects of internal organizational context? Goal: to investigate the expression of mobbing employee relations in Lithuanian tourism organizations. Objectives: 1. Review mobbing employee relations conceptual core; 2. Set mobbing employee relations resolution organizations; 3. To develop proposals for reducing the consequences of mobbing. Conclusions: 1. The review of the mobbing conceptual essence revealed severe negative social and economic consequences - mobbing, but can destroy the victim's mental health, depress the material standard of living, can damage reproductive health, cause behavioral problems, going far beyond offending basic human rights. 2. A high level of prevalence of mobbing has been found in the workplace: - both managers and employees, do not fully enjoy privacy and compete against each other, hindering their partnership in the overall work. - most managers do not necessarily cooperate with and assist peers, and are often biased. It was found that managers posted unnecessarily belittling evaluative decisions, do not recognize or try to correct their mistakes and errors. Most managers indifferent to the opinions of others. Workers miss respect from their managers. The results show that Lithuanian tourism sector has not nurtured culture of open communication, characterized by mutual respect, kindness, tolerance, and workplace democracy. 3. The following proposal have been set forth to prevent or mitigate mobbing at the workplace: changing workplace hierarchical relationships from vertical to horizontal, promoting organizations' managers and staff to adhere to the ethical and moral standards or codes of ethics, improving teamwork, creativity, and decision-making skills to promote democratic working environment, as well as creating a positive climate in the organization (esp. between managers and employees).

Object: mobbing in employee relations. Problem: what is mobbing employee relations spread in Lithuanian tourism organizations, and how to minimize the effects of internal organizational context? Goal: to investigate the expression of mobbing employee relations in Lithuanian tourism organizations. Objectives: 1. Review mobbing employee relations conceptual core; 2. Set mobbing employee relations resolution organizations; 3. To develop proposals for reducing the consequences of mobbing. Conclusions: 1. The review of the mobbing conceptual essence revealed severe negative social and economic consequences - mobbing, but can destroy the victim's mental health, depress the material standard of living, can damage reproductive health, cause behavioral problems, going far beyond offending basic human rights. 2. A high level of prevalence of mobbing has been found in the workplace: - both managers and employees, do not fully enjoy privacy and compete against each other, hindering their partnership in the overall work. - most managers do not necessarily cooperate with and assist peers, and are often biased. It was found that managers posted unnecessarily belittling evaluative decisions, do not recognize or try to correct their mistakes and errors. Most managers indifferent to the opinions of others. Workers miss respect from their managers. The results show that Lithuanian tourism sector has not nurtured culture of open communication, characterized by mutual respect, kindness, tolerance, and workplace democracy. 3. The following proposal have been set forth to prevent or mitigate mobbing at the workplace: changing workplace hierarchical relationships from vertical to horizontal, promoting organizations' managers and staff to adhere to the ethical and moral standards or codes of ethics, improving teamwork, creativity, and decision-making skills to promote democratic working environment, as well as creating a positive climate in the organization (esp. between managers and employees).

Object: mobbing in employee relations. Problem: what is mobbing employee relations spread in Lithuanian tourism organizations, and how to minimize the effects of internal organizational context? Goal: to investigate the expression of mobbing employee relations in Lithuanian tourism organizations. Objectives: 1. Review mobbing employee relations conceptual core; 2. Set mobbing employee relations resolution organizations; 3. To develop proposals for reducing the consequences of mobbing. Conclusions: 1. The review of the mobbing conceptual essence revealed severe negative social and economic consequences - mobbing, but can destroy the victim's mental health, depress the material standard of living, can damage reproductive health, cause behavioral problems, going far beyond offending basic human rights. 2. A high level of prevalence of mobbing has been found in the workplace: - both managers and employees, do not fully enjoy privacy and compete against each other, hindering their partnership in the overall work. - most managers do not necessarily cooperate with and assist peers, and are often biased. It was found that managers posted unnecessarily belittling evaluative decisions, do not recognize or try to correct their mistakes and errors. Most managers indifferent to the opinions of others. Workers miss respect from their managers. The results show that Lithuanian tourism sector has not nurtured culture of open communication, characterized by mutual respect, kindness, tolerance, and workplace democracy. 3. The following proposal have been set forth to prevent or mitigate mobbing at the workplace: changing workplace hierarchical relationships from vertical to horizontal, promoting organizations' managers and staff to adhere to the ethical and moral standards or codes of ethics, improving teamwork, creativity, and decision-making skills to promote democratic working environment, as well as creating a positive climate in the organization (esp. between managers and employees).

The competitive environment encourages organizations to find ways to increase the efficiency of their activities. A new approach to A. Comte sociocracy paradigm, which was oriented towards the creation of a new type of state governance, has been transformed and adapted to the practice of improving organizational management. The article analyses the paradigm of sociocracy as a comprehensive management system that enables employees to be involved in the decision-making process to work together. To identify and formulate the nature of sociocracy as a new paradigm for management of organization, the fundamental principles were supported by theoretical research based on scientific literature sources and publications of management practices. The methods of collecting, analysing, comparing and summarising of information as well as logical generation of conclusions were used for the research. The benefit of new management paradigm for organization and its employees, confirming the effectiveness of the practical application of sociocracy was found in the course of the research. The concept of sociocracy was created by the philosopher A. Comte (Auguste Comte 1798–1857) in the context of a new model of state governance (John-Stuart Mill, 2005). On the basis of sociocrasy a new concept holocracy was created in the US, which exaggerates the "benefits" of the organization and calls to forget personal needs and to devote to a higher goal in the US (Hallas, 2013). The Dutch pacifist and educator Kees Bioke (Boeke) (Hall, 2013) has practically implemented a sociocracy management model at the Bilthoven School in the Netherlands, which has existed till nowadays. Beginning around 1970, Gerard Endenburg developed a management and governance method called Sociocracy while managing his electrical engineering corporation, Endenburg Electrotechnik, in the Netherlands. G. Endenberg developed a management system as an alternative to the classical hierarchical management system. The sociocracy decision-making method has grown in cybernetics, systemic thinking organizations that have had a tremendous impact on commercial activity in America (Mirzagitova, 2014). In Lithuania, the developers of the websites "Meetings", "Talent Safari", and "Primum Esse" disseminate the ideas of sociocracy and teach company leaders about the new paradigm of management that enables employees to be involved in the decision-making process. The essence of sociocracy is to allow people to delegate decisions to expert groups. As all groups of professionals have to report to the whole community, and are selected with the consent of each member, the decision-making process takes place both from the bottom to the top and from the top to the bottom. This creates feedback circles, and thus ensures good communication throughout the organization. The groups of experts act as partly independent in discussing all issues in the meetings of their members, in which each member has equal rights. The groups (referred to as small circles, called Endenberg's rings) have frequent meetings for tactical issues. The decisions made in the group must be in line with the general organization policy. Big groups (big rings) rarely meet and deal with only very important issues. The group leader usually organizes decision-making process by taking operational decisions unilaterally. The method of sociocracy enables all members of an organization to be involved in the organization's management process, where everyone can express their opinion. One of the essential aspects of sociocracy is its dynamism, and therefore sociocracy can be called dynamic management, as it emphasizes the abundance of challenges in today's business environment, where the need for quick and just solutions is necessary. The demand for dynamic management creates some important general constraints on any techniques used: speed and coordination. One of the most important tasks of the company is to organize teamwork and decision making in accordance with the principles of dynamic management. Dynamic management logic considers human power to be an essential element of progress, and effective human collaboration is necessary for the results of the organization. Dynamic management is needed in order to be able to respond flexibly and act in each situation (for example, when it comes to changing opinions because new information is received or previous solutions failed) to enable people to act on their own, quickly and independently, in the same harmonious manner with others. The goal of dynamic management is to combine the paradox: to operate in a harmoniously changing environment, while moving forward quickly and dynamically; to save what works and change what does not work immediately as soon as the "voltage" is identified. The following are demonstrated by the dynamic management of the organization: the decentralization of individual areas of activity; human resources realize their potential freely; setting priorities for action; the involvement of members of the organization in decisionmaking. The introduction of sociocracy as a new organizational management paradigm in the business sector would provide the following benefits: improving decision-making quality throughout the organization, problem solving and teamwork communication, enhancing leadership quality, and increasing the efficiency of meetings. The content analysis revealed the fact that autocracy is not suitable for collective bargaining, and voting as a way of democracy does not allow to make good decisions; therefore, the new organizational management paradigm – sociocracy of practical application helps to improve company management and improve effectiveness.

The competitive environment encourages organizations to find ways to increase the efficiency of their activities. A new approach to A. Comte sociocracy paradigm, which was oriented towards the creation of a new type of state governance, has been transformed and adapted to the practice of improving organizational management. The article analyses the paradigm of sociocracy as a comprehensive management system that enables employees to be involved in the decision-making process to work together. To identify and formulate the nature of sociocracy as a new paradigm for management of organization, the fundamental principles were supported by theoretical research based on scientific literature sources and publications of management practices. The methods of collecting, analysing, comparing and summarising of information as well as logical generation of conclusions were used for the research. The benefit of new management paradigm for organization and its employees, confirming the effectiveness of the practical application of sociocracy was found in the course of the research. The concept of sociocracy was created by the philosopher A. Comte (Auguste Comte 1798–1857) in the context of a new model of state governance (John-Stuart Mill, 2005). On the basis of sociocrasy a new concept holocracy was created in the US, which exaggerates the "benefits" of the organization and calls to forget personal needs and to devote to a higher goal in the US (Hallas, 2013). The Dutch pacifist and educator Kees Bioke (Boeke) (Hall, 2013) has practically implemented a sociocracy management model at the Bilthoven School in the Netherlands, which has existed till nowadays. Beginning around 1970, Gerard Endenburg developed a management and governance method called Sociocracy while managing his electrical engineering corporation, Endenburg Electrotechnik, in the Netherlands. G. Endenberg developed a management system as an alternative to the classical hierarchical management system. The sociocracy decision-making method has grown in cybernetics, systemic thinking organizations that have had a tremendous impact on commercial activity in America (Mirzagitova, 2014). In Lithuania, the developers of the websites "Meetings", "Talent Safari", and "Primum Esse" disseminate the ideas of sociocracy and teach company leaders about the new paradigm of management that enables employees to be involved in the decision-making process. The essence of sociocracy is to allow people to delegate decisions to expert groups. As all groups of professionals have to report to the whole community, and are selected with the consent of each member, the decision-making process takes place both from the bottom to the top and from the top to the bottom. This creates feedback circles, and thus ensures good communication throughout the organization. The groups of experts act as partly independent in discussing all issues in the meetings of their members, in which each member has equal rights. The groups (referred to as small circles, called Endenberg's rings) have frequent meetings for tactical issues. The decisions made in the group must be in line with the general organization policy. Big groups (big rings) rarely meet and deal with only very important issues. The group leader usually organizes decision-making process by taking operational decisions unilaterally. The method of sociocracy enables all members of an organization to be involved in the organization's management process, where everyone can express their opinion. One of the essential aspects of sociocracy is its dynamism, and therefore sociocracy can be called dynamic management, as it emphasizes the abundance of challenges in today's business environment, where the need for quick and just solutions is necessary. The demand for dynamic management creates some important general constraints on any techniques used: speed and coordination. One of the most important tasks of the company is to organize teamwork and decision making in accordance with the principles of dynamic management. Dynamic management logic considers human power to be an essential element of progress, and effective human collaboration is necessary for the results of the organization. Dynamic management is needed in order to be able to respond flexibly and act in each situation (for example, when it comes to changing opinions because new information is received or previous solutions failed) to enable people to act on their own, quickly and independently, in the same harmonious manner with others. The goal of dynamic management is to combine the paradox: to operate in a harmoniously changing environment, while moving forward quickly and dynamically; to save what works and change what does not work immediately as soon as the "voltage" is identified. The following are demonstrated by the dynamic management of the organization: the decentralization of individual areas of activity; human resources realize their potential freely; setting priorities for action; the involvement of members of the organization in decisionmaking. The introduction of sociocracy as a new organizational management paradigm in the business sector would provide the following benefits: improving decision-making quality throughout the organization, problem solving and teamwork communication, enhancing leadership quality, and increasing the efficiency of meetings. The content analysis revealed the fact that autocracy is not suitable for collective bargaining, and voting as a way of democracy does not allow to make good decisions; therefore, the new organizational management paradigm – sociocracy of practical application helps to improve company management and improve effectiveness.