• SOCIETY & ”INDUSTRY 4.0”

    Digital transformation of management in the global pandemic situation

    Industry 4.0, Vol. 6 (2021), Issue 2, pg(s) 72-75

    The global pandemic has changed the responsibilities of managers and the functioning of organizations. Those who had embarked on the path of digital transformation found themselves in a favourable position and quickly adapted to the imposed changes. Their managers had accumulated experience and training for effective management of turbulent organizational change. The adaptation of managers helped to transform the work process and control the implementation of tasks. The report discusses issues related to the impact of the Fourth Industrial Revolution and the global pandemic situation on management. Key factors determining the direction of management transformation towards leadership in the conditions of digitalization and “work from home” are described. The essential chara cteristics of the digital literacy of the leader are commented. The impact of artificial intelligence on strategic management and approaches to human capital management is assessed. Observed management problems are studied and guidelines are given to deal with management cha llenges in the context of a global pandemic.

  • NATIONAL AND INTERNATIONAL SECURITY

    MISSIONS EXPERIENCE – FACTOR FOR MILITARY LEADERSHIP DEVELOPMENT

    Security & Future, Vol. 3 (2019), Issue 3, pg(s) 87-89

    Participation in missions abroad is considered a kind of military career achievement other than military routine and familiar surroundings, which is straining both personal qualities and professional skills. This report presents a comparative analysis between participated and not participated in missions, officers, sergeants and soldiers, and how it has influenced their leadership development

  • BUSINESS & “INDUSTRY 4.0”

    CHANGES IN THE APPLICATION OF METHODS AND TECHNIQUES IN THE IMPLEMENTATION OF MANAGERIAL FUNCTIONS IN THE CONTEXT OF THE IMPACT THE FOURTH INDUSTRIAL REVOLUTION

    Industry 4.0, Vol. 4 (2019), Issue 6, pg(s) 306-308

    Tools, which are used while carrying out of the individual managerial functions are constantly evolving and responding to the changes of outer environment. In current conditions the most significant factor, which effects business environment, is Industry 4.0. It is a phenomenon associated mainly with automatization, digitalization and the Internet of Things. The main aim is to identify changes in the application of methods and techniques in carrying out of the individual managerial functions in the context of the impact of the Fourth industrial revolution on the theoretical level, based on a research of available scientific literature. The results of the theoretical research point to the fact that the topic of industry 4.0 is new in the context of management, and the research does not have any influence on the individual managerial functions, which are planning, organizing, controlling, human resources management and leadership. Most of the scientific work focuses on the field planning, organizing and controlling. On the other hand, not mentioned are the functions like human resources management and leadership, within the effects of the Fourth Industrial Revolution on the tools and methods, which are used for the implementation.

  • Current trends in the maritime leadership training approaches

    Science. Business. Society., Vol. 4 (2019), Issue 4, pg(s) 139-141

    The paper presents aspects of the current trends in the maritime domain in the context of the diversity management practices and gender perspective. The relevance of the problem increases by different processes like demographic change, labor market fluctuations, shortage of high qualified maritime personnel etc. The changing maritime environment itself is high dynamic and specific. The technological processes in the fast developing maritime industry makes the profession more demanding. Various circumstances in the current globalized and competitive maritime economy challenge the successful implementation of already established practices.Considering the high level of regulation of the seafaring profession the International Maritime Organisation (IMO) put a great value on the development and implementation of new leadership training framework including effective management of the mentioned trends.Change needs time especially when it comes to values, organizational culture or habits.The paper describes some approaches for establishing, managing and changing organisational culture in the shipping industry pursuing the diversity management and gender perspective in the maritime profession.The overview of the presented functional leadership techniques with respect of orientation and retain of female personnel in the seagoing services demonstrates the need to train additional team management skills in the specific maritime environment combining and expanding them on the basis of anti-discrimation, fare ressource provision and adequate promotion which seafarers pointed out as the most common problematic issues by carrying out the duties.