Mapping the Knowledge

In this chapter, the author examines the possibility of applying the servant leadership concept's critical components in the innovation management process. The author, based on his own experience as a top manager of a prominent Russian public company, reveals the importance of a proactive approach to managing innovative projects. The chapter's objective is to develop the rules for the proactive management of innovative project portfolios and, based upon these rules, to lead the team of key personnel. The author concludes that while following the five rules of proactive management of innovative projects, the manager becomes a team's servant-leader. The manager is not suppressing the team's initiative, not depriving them of the right to independently understand current events, and arming them with self-immersion tools in the project's details. The author is confident that the presented approach may be of interest to other practicing innovative managers.

FORMATION OF MANAGERIAL COMPETENCIES OF MANAGERS AND THEIR IMPACT ON THE COMPETITIVENESS OF THE FIRM AND THE LABOR MARKET IN UKRAINE

The article identifies key factors influencing the labor market. The economic meaning of the concept’s «competence», hard skills, soft skills, their importance in the professional activity of the top manager has been investigated. The main advantages of hard and soft skills of the top manager have been ascertained. It has been proven that in contrast to hard skills, soft ones allow a manager to perform managerial functions (make decisions, organize and manage teams, large teams, negotiate effectively, delegate authority successfully, assign priorities, manage time, prevent conflict situations); increase the level of competitiveness of the firm; create new jobs; create financial, organizational prerequisites to meet the personal needs of employees. A method to determine the level of competence of managers has been developed, it will assess the level of their professional skills and its impact on the success of the organization. It has been substantiated that the implementation of managerial competencies creates the prerequisites for increasing the competitiveness of the firm by making considered strategic decisions, conducting competent analytical work on the strengths and weaknesses of competitors, creating a favorable psychological climate, reducing a staff turnover. Keywords: managerial, management competencies, soft skills, hard skills, employment, competitiveness, personal needs, labor market JEL Classification M53 Formulas: 3; fig.: 2; tabl.: 1; bibl.: 21.

THE ROLE OF EMOTIONAL INTELLIGENCE IN THE ACTIVITY OF THE TOP MANAGER IN PUBLIC INSTITUTIONS

In this article we study the emotional intelligence and its role in the activity of the top manager in public institutions. The levels of emotional intelligence training are also described

Modeling the competencies of a top manager as part of a management team

The article substantiates that special attention should be paid to the level of development of competencies, managers, contributing to the achievement of team results when assessing the competencies of team members in the top management of a company. The adapted "20 faces" competency framework of top managers of the company was clarified by assigning different weights to competencies, whose high level of development is a prerequisite for effective activity of a manager as part of a team. An expert survey of specialists was conducted, according to the results of which the importance of competencies aimed at obtaining a team result, wellcoordinated work and obtaining a synergistic effect from the team cooperation of the company's top managers was confirmed. The aggregate indicator of the level of development of top managers' competencies was clarified by taking into account the weighting factors, which were determined as a result of an expert survey.

Asymmetric effects of alliance intensity on absorptive capacity: the differences between potential and realized capacities

PurposePrior research suggests that organizational alliances' contribution to innovation performance is conditional to absorptive capacity (AC). Instead of an antecedent of alliances, in this study, the authors conceptualize and evaluate AC as an outcome of alliance intensity.Design/methodology/approachThe authors tested their theoretical framework using multivariate statistical analysis on data collected from a survey applied to dedicated biotechnology firms (DBFs) from three countries: Brazil, Portugal and Spain.FindingsFirst, the results show that whereas the high alliance intensity effect is positive and stronger on RAC, it is negative and weaker on PAC. Second, the alliance intensity effect on RAC is strengthened when firms have alliances only in their home country and the top manager does not have both academic and managerial experiences.Practical implicationsThe authors’ study suggests as implications for DBFs: (1) firms should form alliances to develop AC, (2) firms should consider alliances for improving AC when top managers' expertise is not diverse, and (3) firms should consider only alliances with national partners as a differential for AC development.Originality/valueThis research contributes to the literature of dynamic capabilities, AC, alliances and innovation management by providing empirical validation for key contingencies surrounding the benefits of alliances as an antecedent of AC.

SME Re-Internationalization Strategy

Re-internationalization represents a research challenge for the internationalization process. Many companies withdraw from international operations go through a period of interregnum time, and then reenter in the international arena. Little is known about this process and whether re-internationalizers opt for the same entrepreneurial orientation or behave differently than they began with the first approach, allowing for faster re-entry and take-off. This chapter follows a qualitative methodological approach, based on the case study, using semi-structured interview with the top manager of the wine company. This work is intended to serve as a basis for future studies related to the internationalization of SME, based on the profile of CEO, and as a basis for reflection by company managers. This exploratory study aims to contribute to the emerging literature on entrepreneurial orientation and re-internationalization using the SME case study.

Schischmanow steigt bei Rewe auf

Die Rewe Group bekommt einen neuen Finanzchef: Telerik Schischmanow zieht als CFO in den Vorstand ein. Mitte 2022 soll der Top-Manager die Aufgaben vom aktuellen Finanzvorstand Christian Mielsch übernehmen.

Lidl verliert Top-Manager

Lidl laufen die Manager davon – vor allem im Einkauf. Während sich die Schwarz-Gruppe neu sortiert, wollen Aldi Nord und Gorillas vom Know-how des Schwarz-Discounters profitieren.

STRATEGI KEPALA SEKOLAH DALAM PEMBERDAYAAN KINERJA GURU PADA SMA NEGERI DI TRUMON RAYA

The head master is top manager as the strategies roles in empowering the teacher performances. The purpose of this research is to know: arranging programs, the implementing programs, evaluation and obstruction challenging of the head master in empowering the teacher performances at SMA Negeri Trumon Raya. This research using qualitative research method descriptive. The techniques using to collected data those are: interview, observation, and documentation study. The subject of this research are head master and teachers. The results of this research show those are: menunjukkan (1) the arranging program conducted by the head master in empowering the teacher performances to analysis initial needed, from the result of analysis that defined what will discussed to developing the teacher performances. (2) The implementing strategy program in empowering the teacher performances in holding the MGMP training activities. For instances workshop, assigning each teachers to conduct the lesson plan, harnessing the peer teachers in circumstances, and the teacher facilities needed. The strategy conducting by the head master is the ways to organizing the function as the tool in communication, share knowledge, thinking, and experiences in increasing the teacher performances. (3) The evaluation program conducting with the way is academics supervision with the visiting classroom techniques. And (4) the obstruction faced by the head master those are lack of indiscipline’s of teacher, tendency of teacher in copy paste the lesson plan, and less of competence of teachers in mastering the learning technology, lack of facilities in supporting the learning process. Abstrak Kepala sekolah sebagai top manager memiliki peran yang sangat strategis dalam memberdayakan kinerja guru. Tujuan penelitian ini untuk mengetahui: penyusunan program, strategi pelaksanaan program, evaluasi dan hambatan yang dihadapi kepala sekolah dalam perberdayan kinerja guru pada SMA Negeri di Trumon Raya. Penelitian ini menggunakan pendekatan kualitatif dengan metode deskriptif. Teknik pengumpulan data yang digunakan adalah: wawancara, observasi dan studi dokumentasi. Subjek penelitian adalah kepala sekolah dan guru. Hasil penelitian menunjukkan bahwa: (1) penyusunan program yang dilakukan kepala sekolah dalam pemberdayaan kinerja guru dengan menganalisis kebutuhan awal, dari hasil analisis tersebut baru ditentukan apa yang harus dilakukan untuk mengembangkan kinerja guru; (2) Strategi pelaksanaan program pemberdayaan kinerja guru dengan menyelenggarakan kegiatan pelatihan MGMP, pelatihan berupa workshop, menugaskan setiap guru mata pelajaran untuk membuat perangkat pembelajaran, memanfaatkan tutor sebaya sesama guru dilingkungan sekolah, dan memfasilitasi guru terhadap keperluannya. Strategi yang dilaksanakan kepala sekolah merupakan wadah asosiasi yang berfungsi sebagai sarana untuk saling berkomunikasi, bertukar ilmu, fikiran dan pengalaman dalam rangka meningkatkan kinerja guru; (3) evaluasi program dilakukan dengan cara melakukan supervisi akademik dengan teknik kunjungan kelas, dan (4) kendala yang dihadapi adalah kurangnya kedisiplinan guru, kecendering guru melakukan copy paste dalam mencari bahan ajar, keterbatasan kemampuan guru dalam menguasai teknologi pembelajaran, kurangnya fasilitas penunjang proses pembelajaran.