Determining Factors for Achieving Success in Entrepreneurship

This paper represents the quintessence of our own research on the critical success factors identified by analysing the lives and deeds of 10 world leaders from an entrepreneurial perspective. In the research we looked for the answers to a series of questions such as: What defines these action people, who have calculated and taken risks to achieve the proposed objectives? What motivated these personalities to conquer minds, hearts, and territories? Where did they get the courage, they needed to act according to their dream? What were their strengths? What defines and differentiates a successful manager? Where is the boundary between the managerial style beneficial to the organization and the sinusoidal approach of the managerial path? The paper was made by substantiating these answers and developing a list of determining factors in achieving the success of an entrepreneur. The results obtained constitute a decalogue for entrepreneurs to achieve added value for the businesses they implement.

Maria Hirszbein: An (In)visible Figure of Polish Cinema of the 1920s and 1930s

This article examines the career of the Polish film producer Maria Hirszbein (1889–1939/1942) in relation to the development of interwar Polish cinema, including Yiddish films, and the modern idea of a “New Woman.” Investigating Hirszbein's activities as the successful manager of her company, Leo-Film, and as cofounder and member of the Polish film producers’ unions, the article explores her professional accomplishments and innovative work style, which was based on teamwork and promoting young, talented actors, creative directors, and screenwriters sensitive to social issues. In reconstructing Hirszbein's professional biography, the text combines different sources such as press reports, film reviews, photographs from the collection of the Polish National Film Archive (FINA), and data collected by the Institute of Jewish History in Warsaw.

The role of the managerial competences of the teachers in the primary education

This article treats the managerial skills and abilities of the teachers in primary education. To be a successful manager the teacher must have both theoretical knowledge and ambition, perseverance, tenacity. To work constructively with pupils and their parents is an art, a talent developed through experience. A teacher-manager in the primary classes must plan the actions, then achieve the goals set. The success is assured by the active involvement in children and school‟s life. The teacher-manager represents the link between the educational institution and the society.

Organizational Socialization as Part of Knowledge Management

Socialization is a process during which we learn and adopt knowledge about rules and norms of our culture and through which we are enabled to collaborate with other social subjects. Individuals are socialized into an organization or a group by the method that is in its foundation the same as the method of socialization into society. As an individual becomes employed by an organization he becomes a part of that same organization, helps in the organization achieve its objectives, but also becomes a part of the community consisting of all the employees and executives, and this is where the theory of organizational socialization derives from. Organizational socialization is a responsibility of the management. Managers have the assignment to present new members of their organization with optimal information about rules and regulations, so they are able to fit into their organization in a most efficient way. This means that the manager is the main authoritative and creative body in creation and implementation of a successful organizational socialization tactics, because successful socialization of new employees means rise in productivity, and that rise in productivity should be the end objective of every successful manager.

New Challenges For Action Research

From the perspective of sociology of work, the article “New Challenges for Action Research” raises the question: How can dependent employees in heteronomous employment relationships fulfill their elementary need for self-determination, if the progressive economisation of the working and living world shapes their consciousness and even their identities? If utilitarian calculi supersede empathy and solidarity everywhere, and everyone is called upon to become a successful manager of himself under the pressure of so-called “self-optimisation” (Subjectification trap)? Research in sociology of work and experiments in action research show how dependent workers can escape from the subjectification trap by engaging in processes of collective reflection, and so reactivate their capacity for active and democratic participation, and for self-determined designing their working conditions to regain the ability to act and the power to independently shape their working conditions. Finally, it is asked if and how this process is possible under conditions of digital work in platform economics.

Fidel Castro - manager and marketologist of the revolution

The article is devoted to the problems of political leadership. Currently, the leaders of many countries in Europe, Asia and America claim to be the true leaders of their countries. As everyone knows, not everyone succeeds. The authors of this publication have attempted to determine the determinants and parameters of a successful manager of the late twentieth and early twenty-first centuries, choosing an unusual example - the Cuban, by no means the democrat, the partriot of his country, Comandante en Jefe by Fidel Castro. The article shows how, as a result of bold management decisions and the use of marketing technologies, this politician achieved complete independence of his small and weak country. The influence of the personality of Fidel Castro on the historical and political processes in Latin America and the system of relations between the socialist countries is examined. A description is given of the stages of the emergence of socialism in Cuba and the successful actions of the leader of the country to protect the achievements of the world socialist system after it disintegrated. It is pointed out that unlike European countries, socialism was not brought to Cuba on bayonets - it was an informed and free choice. An estimation is given to the creative methods used by Castro to overcome the crisis in the early 90s - the rectification and philosophy of the special period, and also the results of their application in some branches of the national economy-pharmacology, medicine, and tourism. It is established that the politician successfully proved the viability of fidelism, transferring power to Raul Castro. It is shown that Castro also allowed serious miscalculations in managerial activity, such as the policy of exporting the revolution and participation in drug trafficking, which led to numerous victims and loss of prestige of the country. The authors argue that Castro did not understand the laws of social development and the inevitability of the development of democracy, in the marketing plane he was interested only in the market, on the basis that the material and human resources of Cuba are very limited, and before the revolution, economic activity in the country was limited to the production and export of sugar. After adopting Soviet methods of governing the country - long-term plans, socialist competition, the celebration of numerous anniversaries, Castro did not take into account that this was alien to the mentality of the Cubans.

Possession of Predisposition for the Safety of Business Management in Sports // Posjedovanje predispozicija za uspješnost obavljanja menadžerskih poslova u sportu

The aim of this research is to determine the possession of predisposition for the success of doing business management in the sport. The study was conducted on a sample of 120 managers of sports clubs in Tuzla Canton and Brcko District. A sample of 20 variables is drawn from the survey “Do you have the potential to be a manager?”. Survey results showed that 31 respondents possess many skills and abilities that are required for a successful manager, 63 respondents have some of the skills and abilities to successfully manage, and 26 respondents do not possess adequate skills and the ability to successfully manage others.It is obvious that respondents who want to be successful managers need to pay attention to the managerial skills and techniques in which they feel the weakest.It is logical that different levels of management require different levels of given skills and knowledge. At lower levels of management the need for a higher level of technical knowledge is pronounced. The fact is that –top managers, in contrast to managers at lower levels of the organization, must have a high ability of conceptual thinking based on a high degree of creation and imagination. These are the qualities and skills that cannot be acquired through the educational process.

An Interview with Human Resource Manager

<em>Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Different people require different styles of leadership. There are many traits that help people increase the effectiveness of their leadership. How to be a successful manager? In this paper, I interviewed a HR and summarized her descriptions about human resource management. As a Human Resource Manager, she described some specific daily activities and responsibilities in this interview, also gave some realistic experiences and useful advice for us. In order to have an effective leadership, it is important to build your own leadership style which can expend strengths and avoid weaknesses.</em>

Application of Methods of Management Education in the Selected Organization

The article deals with the issue of educating managers. The first part of the article discusses the requirements for managers skills, managerial competencies, a successful manager profile, and the importance of manager training. The second part of the article evaluates the questionnaire survey conducted at VSE Holding a.s. Focused on the effectiveness of the education of company managers. Based on the survey, individual areas of company manager education are proposed within the programs.