Tartalomjegyzék

• Management Consultancy in Central and Eastern Europe: • Consultancy in a Global Context
• Copyright Page
• Foreword
• chevron_rightIntroduction
  • References
• chevron_right1. Foundations of Management Consulting
  • chevron_right1.1. About Consulting and Consultants
    • 1.1.1. External–Internal Judgement
    • 1.1.2. Definition of Consulting
    • 1.1.3. Definition of Consultant
  • chevron_right1.2. Theoretical Background of Consulting
    • 1.2.1. Theory of Cultural Dimensions
    • 1.2.2. Transaction Cost Theory
    • 1.2.3. Principal-Agent Theory
  • chevron_right1.3. Areas of the Service Process
    • 1.3.1. Special Features of Consulting Services
    • 1.3.2. Change in the Characteristics of Consulting
  • chevron_right1.4. Reasons for Consulting
    • 1.4.1. Traditional Reasons
    • 1.4.2. Emerging Reasons
  • chevron_right1.5. Development and History of Consulting
    • 1.5.1. Scientific Management
    • 1.5.2. Human Relations
    • 1.5.3. Strategy and Organization
    • 1.5.4. Consulting in Accounting Firms
    • 1.5.5. Information Technology and Outsourcing
    • 1.5.6. People and Knowledge Consulting
    • 1.5.7. Regional Differences
  • chevron_right1.6. Consulting Ethics
    • 1.6.1. Need for Consulting Ethics
    • chevron_right1.6.2. Professional Ethics
      • 1.6.2.1. Independence
      • 1.6.2.2. The Client’s Interest
      • 1.6.2.3. Professionalism
      • 1.6.2.4. Confidentiality
    • chevron_right1.6.3. Consulting Business Ethics
      • 1.6.3.1. Ethical Issues of Consulting Marketing
      • 1.6.3.2. Contract Ethics
      • 1.6.3.3. Ethical Issues within the Consulting Profession
      • 1.6.3.4. Ethical Rules
  • Questions on Chapter One
  • References
• chevron_right2. Process of Consulting
  • chevron_right2.1. Process of Consulting
    • 2.1.1. Typical Steps
    • 2.1.2. Characteristics of Consulting Activities
  • chevron_right2.2. Establishing Contact
    • 2.2.1. Preparation
    • 2.2.2. Consultants and Their Clients
    • 2.2.3. Globalization of Consulting Firms and Customer Acquisition
  • chevron_right2.3. Proposals and Contracts
    • 2.3.1. Proposals
    • 2.3.2. Contracts
  • chevron_right2.4. Diagnosis
    • 2.4.1. Process
    • chevron_right2.4.2. Typical Tools
      • 2.4.2.1. Interview
      • 2.4.2.2. Questionnaire
      • 2.4.2.3. Group Meeting – Brainstorming
      • 2.4.2.4. Collecting Information – Benchmarking
      • 2.4.2.5. Analysis – Synthesis
      • 2.4.2.6. Modelling
  • 2.5. Recommendations
  • chevron_right2.6. Implementation and Termination
    • 2.6.1. Implementation
    • 2.6.2. Termination
  • Questions on Chapter Two
  • References
• chevron_right3. Leadership and Management of Consulting Organizations
  • chevron_right3.1. About Consulting Enterprises
    • 3.1.1. Goals of a Consulting Company
    • 3.1.2. Specific Features of the Consulting Industry
  • chevron_right3.2. Strategy
    • 3.2.1. Business Strategies
    • 3.2.2. Strategic Questions
  • chevron_right3.3. Internal Control System
    • 3.3.1. Organizational Forms
    • 3.3.2. Project Control
    • 3.3.3. Consulting Fees
  • chevron_right3.4. Leadership for Professionals
    • 3.4.1. Selection and Development
    • 3.4.2. Training of Consultants
    • 3.4.3. Buy or Develop
  • chevron_right3.5. Management Consulting Service and the Market
    • chevron_right3.5.1. World and European Market of Management Consulting
      • 3.5.1.1. Past
    • 3.5.2. Distribution of Revenues from the Point of View of Service and Sector
  • 3.6. Principles for Consulting Marketing
  • chevron_right3.7. Marketing Toolkit for Consulting Services
    • 3.7.1. The 7 Ps of Services
  • chevron_right3.8. Marketing Communication in Consulting
    • 3.8.1. Communication Process
    • 3.8.2. Conditions for Successful Communication in Consulting Services
    • 3.8.3. PR Tools
    • 3.8.4. The Role of the Person
    • 3.8.5. Hiring the Right Employees for Successful Personal Relationships
    • 3.8.6. Circumstances of Consulting
  • chevron_right3.9. Communication Devices
    • 3.9.1. Printed Devices
    • 3.9.2. Audio Tools
    • 3.9.3. Audiovisual Tools
    • chevron_right3.9.4. Internet and Social Media
      • 3.9.4.1. Website
      • 3.9.4.2. Blogs
      • 3.9.4.3. Social Media
  • chevron_right3.10. “Will Social Media Be the Future of Consumer Experience?”
    • 3.10.1. DM Offers
    • 3.10.2. Follow-up Tools
  • chevron_right3.11. CRM as a Device
    • 3.11.1. External Customers
    • 3.11.2. Internal Customer – the Colleagues
    • 3.11.3. Additional Contacts
    • 3.11.4. Cross-Selling
  • chevron_right3.12. Legal Context of Consulting
    • 3.12.1. Types of Contracts Most Frequently Made by Consultants
  • Questions on Chapter Three
  • References
• chevron_right4. Strategic Consulting
  • 4.1. Introduction
  • chevron_right4.2. Schools and Techniques of Strategy Making
    • 4.2.1. Strategic Schools of Thought
    • chevron_right4.2.2. Strategic Matrices
      • 4.2.2.1. Product Market Matrix
      • 4.2.2.2. Ansoff’s (1965) Product Market Growth Matrix
      • 4.2.2.3. GE / McKinsey Matrix
    • chevron_right4.2.3. Analytical Tools
      • 4.2.3.1. SWOT
      • 4.2.3.2. PEST
      • 4.2.3.3. Five Cs and five Ps
      • 4.2.3.4. Seven Ss
    • chevron_right4.2.4. Model Based Tools
      • 4.2.4.1. Porter’s Five-Factor Model
      • 4.2.4.2. Porter’s Business Chain Model
      • 4.2.4.3. Strategic Map Model
      • 4.2.4.4. Strategic Canvas Model
  • chevron_right4.3. Strategic Consulting
    • 4.3.1. Consultant’s Roles
    • 4.3.2. Leadership Roles
    • chevron_right4.3.3. Strategic Consulting Services
      • 4.3.3.1. Project to Support the Whole Strategy-Making Process
    • chevron_right4.3.4. Project to Support Certain Steps of Strategy Development
      • 4.3.4.1. Analysis of Business Environment
      • 4.3.4.2. Analyzing the Competitive Situation, Determining the Competitive Advantage
      • 4.3.4.3. Developing Solutions that Build on Technology
    • chevron_right4.3.5. Projects to Help Implement the Strategy
      • 4.3.5.1. Improving the Organizational Structure
      • 4.3.5.2. Development of Business Processes and Communication
      • 4.3.5.3. Information System Development
      • 4.3.5.4. Development of Human Resources, Corporate Culture and Leadership Style
    • chevron_right4.3.6. Phases of a Strategic Consultancy Project
      • 4.3.6.1. Preparation of a Consultancy Project
      • 4.3.6.2. Establishing the Strategy
      • 4.3.6.3. Developing the Strategy
      • 4.3.6.4. Implementing the Strategy
      • 4.3.6.5. Termination of the Strategic Project
  • chevron_right4.4. Development of Strategic Consultancy
    • 4.4.1. Organizations Using Consulting
    • 4.4.2. Organizations Providing Strategic Consulting
  • 4.5. The Future of Strategic Consulting
  • Questions on Chapter Four
  • References
• chevron_right5. Change Management
  • 5.1. Change Management
  • chevron_right5.2. Change and Changing
    • 5.2.1. The System
    • 5.2.2. The Head of the System
    • 5.2.3. The Forms of Changes
    • 5.2.4. Field Theory
  • chevron_right5.3. Theories of Changing
    • 5.3.1. The Teleological Motor
    • 5.3.2. Life-Cycle Motor
    • 5.3.3. The Dialectical Motor
    • 5.3.4. The Evolutionary Motor
  • 5.4. What Is the Purpose of Change and Changing?
  • 5.5. When Will Change Take Place? Are You Ready for the Change?
  • 5.6. What May Result in a Need for Change?
  • chevron_right5.7. How to Implement Change?
    • 5.7.1. About Organizational Culture and Group Dynamics
    • 5.7.2. About Resistance
    • 5.7.3. Intervention Tools Based on Participation
    • 5.7.4. Intervention Tools Based on Self-Reflection
    • 5.7.5. Intervention Tools Based on the Action Research Model
    • 5.7.6. Intervention Tools Based on Narration-Rhetoric
  • chevron_right5.8. Methods of Changing
    • 5.8.1. What Does the Success of Change Depend On?
  • Questions on Chapter Five
  • References
• chevron_right6. Business Process Consulting
  • 6.1. Introduction to Business Processes
  • chevron_right6.2. Areas of Business Process Consulting
    • chevron_right6.2.1. Process Management Consulting
      • 6.2.1.1. Features of Process Management Projects
      • 6.2.1.2. Typical Use of Consultants and Consulting Services
    • chevron_right6.2.2. Process Performance and Control Consulting
      • 6.2.2.1. Characteristics of Process Performance and Controlling Projects
      • 6.2.2.2. Typical Use of Consultants and Consultancy Services
    • chevron_right6.2.3. Process Development Consulting
      • 6.2.3.1. Features of Process Development Projects
      • 6.2.3.2. Typical Use of Consultants and Consulting Services
  • chevron_right6.3. Specific Relationship Between Business Processes and IT
    • 6.3.1. Process Modeling and Process Management Applications
    • 6.3.2. System-Implementation Process Organization
    • 6.3.3. Process Control, Process Automation and Workflow Systems
    • 6.3.4. Business Continuity Management
    • 6.3.5. IT Reference Models
  • chevron_right6.4. Sectoral, Company-Size and Domestic Features of the Process Approach
    • 6.4.1. Sectoral Features
    • chevron_right6.4.2. Company-Size Specific Features
      • 6.4.2.1. Large Business Features
      • 6.4.2.2. Features of Small and Medium-Sized Enterprises
  • chevron_right6.5. Features of the Mostly Applied Process Management Concepts
    • 6.5.1. Six Sigma
    • 6.5.2. Lean Management
  • 6.6. Major Trends in Business Process Consulting
  • chevron_right6.7. Professional Background: Professional Organizations and Training Opportunities
    • 6.7.1. Domestic and International Process Management Organizations
    • 6.7.2. Professional Training and In-Service Training
  • Questions on Chapter Six
  • References
• chevron_right7. IT Consulting
  • 7.1. Introduction
  • chevron_right7.2. Theoretical Background
    • 7.2.1. Large International Consulting Companies
    • 7.2.2. Boutique Consulting Firms
    • 7.2.3. Self-Employed Consultants – Freelancers
    • 7.2.4. Researchers, Teachers
    • 7.2.5. Consultant Networks
  • chevron_right7.3. Typical Problems of Consulting
    • 7.3.1. Assisting Top Managers Thinking
    • 7.3.2. Access to Extensive Experience
    • 7.3.3. Involvement of Specific Expertise
    • 7.3.4. Temporary Complement of Internal Lack of Labor
  • chevron_right7.4. A Brief History of IT Consulting
    • 7.4.1. From “Prehistoric Times” to Present
    • 7.4.2. IT Consulting and the Global Economic Crisis
    • 7.4.3. IT Consulting Today in the Digital Age
  • chevron_right7.5. IT Consulting Process
    • 7.5.1. Need for a Consultant: What a Consultant Can Be Used For
    • 7.5.2. Appearance of the Consultant: Relationship between the Consultant and the Client
    • 7.5.3. Business Needs Assessment – Client Needs
    • 7.5.4. Planning Implementation: How to Select What the Client Needs
    • 7.5.5. Implementation: How Can We Deliver the Solution in Time within the Specific Budget?
    • 7.5.6. Post-Maintenance: The Secret of Successful Maintenance
  • chevron_right 7.6. IT Consulting Products and Services
    • 7.6.1. IT Strategic Consulting
    • 7.6.2. Selection Consulting
    • 7.6.3. IT Project Management Consulting
    • 7.6.4. Quality Assurance and Audit of IT Projects
    • 7.6.5. Human Change Management
    • 7.6.6. System Introduction Consulting
    • 7.6.7. Consulting on Communication Systems
    • 7.6.8. Web/Internet Consultation
    • 7.6.9. Consulting on Office Automation, Document Management and Corporate Content Management
    • 7.6.10. IT Security Consulting
    • 7.6.11. Business Risk Management Consulting
    • 7.6.12. IT Governance. ICT Processes and Organization Development
    • 7.6.13. Service ITechnology, Determination and Measurement of IT Services
    • chevron_right7.6.14. IT Benchmarking Consulting
      • 7.6.14.1. System Development Consulting
    • 7.6.15. Measurement of Business Activities and Process Performance
  • chevron_right7.7. The Future of IT Consulting
    • 7.7.1. Labor Shortage
    • 7.7.2. Full Service
    • 7.7.3. Impact of the Euro – Our Accession to the European Union
    • 7.7.4. Changes in the Role of IT Organizations
    • 7.7.5. New Service Mechanisms
  • 7.8. Improving IT Management Consulting Competences
  • Questions on Chapter Seven
  • References
• chevron_right8. Methods of Leadership Development
  • 8.1. Market Mirror
  • chevron_right8.2. Consulting and Training Relationship
    • 8.2.1. Identities and Differences
    • 8.2.2. History
    • chevron_right8.2.3. Standardization
      • 8.2.3.1. Open Training Session/Course
      • 8.2.3.2. Closed Training Session (Company or In-House Program)
      • 8.2.3.3. Functional Division
  • chevron_right8.3. Training Consulting Services
    • 8.3.1. Moderation
    • 8.3.2. Facilitation
    • 8.3.3. Workshop
    • 8.3.4. Seminar
    • 8.3.5. Consultation
  • 8.4. Management Development
  • 8.5. Coaching
  • chevron_right8.6. Gestalt-Based Leadership Development
    • 8.6.1. About Gestaltism
    • 8.6.2. Place of Leadership Development between Psychotherapy and Organization Development
    • chevron_right8.6.3. Characteristics of the Gestalt Concept of Leadership Development
      • 8.6.3.1. Respect for Subjective Reality
      • 8.6.3.2. Exploiting the Experience Here and Now
      • 8.6.3.3. Expression of the Observed Raw Data
      • 8.6.3.4. Respect for Differences
      • 8.6.3.5. The Paradox of Change
    • 8.6.4. Role Taken by the Gestalt Consultant
  • chevron_right8.7. Success Criteria in Conducting Training
    • 8.7.1. Expertise
    • 8.7.2. Relationship Management
    • chevron_right8.7.3. Consultant Skills
      • 8.7.3.1. Conscious Action
  • 8.8. Quality Assurance in Training Consulting
  • 8.9. Ethical Issues
  • 8.10. Vision and Perspective
  • Questions on Chapter Eight
  • References
• chevron_right 9. Knowledge Management
  • chevron_right9.1. Basic Dilemmas and Characteristic Trends, Basics of Knowledge Management
    • 9.1.1. What is Knowledge and Knowledge Management?
    • 9.1.2. Historical Development of Knowledge Management
  • chevron_right9.2. Consulting Projects and Services
    • 9.2.1. Knowledge Management Project Types
    • chevron_right9.2.2. KM Services
      • 9.2.2.1. Foundation of KM Strategy
      • 9.2.2.2. Mapping Organizational Knowledge
      • 9.2.2.3. The PEOPLE Dimension
      • 9.2.2.4. Integrating Knowledge into Organizational Processes (PROCESS Dimension)
  • 9.3. Interpretation and Management of Knowledge Capital
  • chevron_right9.4. IT Support for Knowledge Management
    • chevron_right9.4.1. Overview of Information Technologies that Support Knowledge Management
      • 9.4.1.1. Technologies to Help Identify a Knowledge Element (Knowledge Sources)
      • 9.4.1.2. Technologies for Generating, Analyzing, and Exploiting Knowledge
      • 9.4.1.3. Technologies to Support Knowledge Transfer, Sharing and Utilization
    • 9.4.2. Aspects of Technology Selection
  • Questions on Chapter Nine
  • References
• chevron_right10. Turnaround management
  • 10.1. Basic Dilemmas and Typical Trends
  • chevron_right10.2. The Crisis, the Aim of Turnaround Management
    • 10.2.1. The Factors behind the Emergence of the Crisis
  • chevron_right10.3. Risk Factors Leading to Crisis
    • 10.3.1. Risk Factors of Organizations Which Are Not Responsive to Changes
    • 10.3.2. Risk Factors Related to Turnaround Projects
  • 10.4. Symptoms and Sicknesses After Risk Factors
  • chevron_right10.5. Crisis Phenomena After Organizational Illnesses…
    • 10.5.1. Problem Identification
    • 10.5.2. Diagnostic Questions of Organizational Trouble Finding
    • 10.5.3. Illness Management, Therapies
  • chevron_right10.6. Basic Methodological Issues of Turnaround Management Interventions (Illness or Crisis?)
    • 10.6.1. Identifying and Diagnosing Crisis Situation
    • 10.6.2. The Turnaround Manager’s Toolbox
    • 10.6.3. Crisis Forecasting
    • 10.6.4. Types of Crises – Basic Crisis Situations
    • 10.6.5. Possible Sub-Types and Nature of Crises
    • 10.6.6. Interrelations among the Basic Types of Crises
  • chevron_right10.7. The Turnaround Management Process
    • 10.7.1. Basic Steps in the Turnaround Management Process
    • 10.7.2. Basic Methods and Combinations of Methods Used During Turnaround Management
    • 10.7.3. Turnaround and the Way Towards it
  • 10.8. Final Thoughts
  • Questions on Chapter Ten
  • References
• chevron_right11. Consulting Market in the Light of Global and Regional Trends
  • 11.1. Introduction
  • chevron_right11.2. The Global Management Consulting Market
    • 11.2.1. General Overview
  • 11.3. The Biggest Consulting Companies of the World
  • chevron_right11.4. The European Management Consulting Market
    • 11.4.1. General Overview
    • 11.4.2. Management Consulting Market in Central-Eastern European Region
  • 11.5. Summary
  • Questions on Chapter Eleven
  • References
• chevron_right12. Country Cases
  • chevron_right12.1. Bulgaria
    • 12.1.1. How Did It All Begin?
    • 12.1.2. Recent Years: Taking Multiple Directions
    • 12.1.3. Where Does the MC Industry in Bulgaria Stand Today?
    • 12.1.4. What Are the Current Trends?
    • 12.1.5. Where to next?
  • chevron_right12.2. Hungary
    • 12.2.1. Before the Political Change of the Regime
    • 12.2.2. The First Two Decades (1989–2007)
    • 12.2.3. The Third Decade (Impact of Crisis (2008-2009) on Consulting and New Trends of Recovery)
    • chevron_right12.2.4. Outlook
      • 12.2.4.1. General Economic Overview
      • 12.2.4.2. Consulting Industry
  • chevron_right12.3. Change Consulting in Poland
    • 12.3.1. Uniqueness
    • 12.3.2. The Polish Context
    • 12.3.3. The Resultant Management Context
    • 12.3.4. Looking ‘up’ (for Permission or Direction)
    • 12.3.5. Change Leadership
    • 12.3.6. Summary
  • chevron_right12.4. Romania
    • 12.4.1. Early Attempts
    • 12.4.2. The Emergence of Management Consulting in Post-Communist Romania (1990–1999)
    • 12.4.3. The Evolution of Management Consulting in Romania (2000–2019)
    • 12.4.4. Recent Developments in the Romanian Management Consulting Market (2017–2020)
    • 12.4.5. Summary
  • chevron_right12.5. Russia
    • 12.5.1. Before Political Changes
    • 12.5.2. The First Two Decades (1989–2007)
    • 12.5.3. The Third Decade: Impact of Economic Crisis (2008–2009) on Consulting and New Trends of Recovery
    • 12.5.4. Outlook
  • chevron_right12.6. Serbia
    • 12.6.1. Consulting in Serbia Before the Political Changes of 2000
    • 12.6.2. Consultancy in Serbia in the First Decade of the 21st Century (2000–2007)
    • 12.6.3. Consultancy in Serbia in the Second Decade of the 21st Century (2008–2019)
    • 12.6.4. Outlook and Future of Consulting in Serbia
  • chevron_right12.7. Slovakia
    • 12.7.1. Consulting in the First Czechoslovak Republic
    • 12.7.2. The Socialist Period
    • chevron_right12.7.3. Consulting after the Fall of the Iron-Curtain
      • 12.7.3.1. Establishment of Corporate Consulting
      • 12.7.3.2. Consulting in the Field of Human Resources
      • 12.7.3.3. Other Areas of Consulting
    • 12.7.4. The Third Decade of Consulting (Impact of the Crisis (2008–2009) on Consulting and New Trends of Recovery)
    • 12.7.5. Outlook and Future of Consulting in Slovakia
  • chevron_right12.8. Slovenia
    • 12.8.1. Before Political Changes
    • 12.8.2. The First Two Decades (1989–2007)
    • 12.8.3. Management Consulting in Slovenia in the Year 2000
    • chevron_right12.8.4. Survey of the Management Consulting Market in Slovenia
      • 12.8.4.1. Demand for MC Services: The (Potential) Users of Consultancy Services
      • 12.8.4.2. Supply of Consulting Services: The Role of Consulting Services Providers
      • 12.8.4.3. Knowledge and Training of Consultants
      • 12.8.4.4. Management Consulting Market Trends
    • 12.8.5. FEACO International Conference 2003 in Ljubljana
    • 12.8.6. Third Decade (Impact of Crisis 2008–2009) on Consulting and New Trends of Recovery
    • chevron_right12.8.7. Trends of Recovery
      • 12.8.7.1. Decreased Economic Results in the Year 2010
      • 12.8.7.2. Recovery in the Years from 2015
    • 12.8.8. Outlook
  • chevron_right12.9. Organization Development Consulting in Ukraine
    • 12.9.1. Setting
    • 12.9.2. Corruption – Curse or Blessing?
    • 12.9.3. Blood Is Thicker than Water
    • 12.9.4. Keeping up Appearances
    • 12.9.5. I Am Boss – You Are Fool
    • 12.9.6. Expert Is Needed
    • 12.9.7. The Demand for the Silver Bullet
    • 12.9.8. Conclusion
  • Questions on Chapter Twelve
  • References
• chevron_right13. Future of Consulting – Quo Vaditis Consultants?
  • 13.1. Past Predictions (1989–2010)
  • chevron_right13.2. The Current Situation
    • 13.2.1. Characteristics of Consultant Work
    • chevron_right13.2.2. Influencing Factors
      • 13.2.2.1. Globalization
      • 13.2.2.2. Companies of the New Economy
      • 13.2.2.3. Expansion of the Area of Consulting
      • 13.2.2.4. Applied Methodology
      • 13.2.2.5. Becoming an Expert
  • chevron_right13.3. The Future
    • chevron_right13.3.1. Possible Social-Economic Scenarios
      • 13.3.1.1. Unlimited Expansion and Growth
      • 13.3.1.2. A Regulated World
      • 13.3.1.3. The Closing World Economy
    • chevron_right13.3.2. The Future of Consulting
      • 13.3.2.1. Directions of Transformation
      • 13.3.2.2. Consultant of the Future
  • Questions on Chapter Thirteen
  • References
• chevron_right14. Consulting Cases
  • chevron_right14.1. Benchmarking Case
    • chevron_right14.1.1. About Welltech Ltd.
      • 14.1.1.1. Management Development
      • 14.1.1.2. Exercise
    • 14.1.2. Submitted Proposal
  • chevron_right14.2. Consulting Tender for Organizational and Operational and HR Screening of MULTICOM Ltd.
    • 14.2.1. General Information
    • 14.2.2. Purpose of the Project
    • 14.2.3. Tasks to Be Implemented
    • 14.2.4. Content Requirements of the Proposal
    • 14.2.5. Other Information
    • 14.2.6. Task
  • chevron_right14.3. RCM Co. Exercise
    • 14.3.1. Enterprise Structure in Croatia
    • 14.3.2. Most Important Economic and Management Problems in Croatia
    • 14.3.3. About the Croatian Consulting Market
    • 14.3.4. Competition Analysis
  • chevron_right14.4. Training Case
    • 14.4.1. Challenges
    • 14.4.2. The Background
    • 14.4.3. Vision and Strategy
    • 14.4.4. A Quick Strategic Decision in the Field of Training and Development
    • 14.4.5. Tasks
  • chevron_right14.5. Romanian Case Study: Employee Dissatisfaction at a Software Development Company in Cluj-Napoca
    • 14.5.1. The Last Straw…
    • 14.5.2. Outlook on the Romanian Software Industry Labor Market
    • 14.5.3. The Beginnings: SOFTCLUJ Ltd. Establishment, Development and Acquisition
    • 14.5.4. Integration of Softcluj Ltd. into the Multinational Company
    • 14.5.5. Projects Related to the Original Product of the Company from Cluj-Napoca
    • 14.5.6. Projects Related to Multinational Company Products
    • 14.5.7. Developing and Marketing a New Product
    • chevron_right14.5.8. Summary of Problems and Suggestions for Solving Them
      • 14.5.8.1. Questions
    • 14.5.9. References
  • chevron_right14.6. Leadership Troubles of Early Life-Period in a Highly Innovative Company
    • chevron_right14.6.1. Exposition of the Case
      • 14.6.1.1. Starting a Firm
      • 14.6.1.2. Leadership and Functioning
      • 14.6.1.3. Difficulties of Functioning
    • 14.6.2. Considerations for the Assessment of the Situation
    • 14.6.3. Activity of the Consultant
  • chevron_right14.7. My First PC, Project Management in a Personal Decision – A Unique Way to Employ Guidance
    • 14.7.1. Introduction
    • 14.7.2. Arriving at the Camp
    • 14.7.3. Carrying out Different Exercises
    • 14.7.4. Returning Home
    • chevron_right14.7.5. Finishing Summer Work
      • 14.7.5.1. Questions
• chevron_right15. Appendices
  • 15.1. Attachment 1: The Top 50 Consulting Firms in 2019 by Prestige
  • 15.2. Attachment 2: The Top 25 Consulting Firms in 2021 in Europe
• Index

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2020

ISBN: 978 963 454 597 2

Naponta találkozhatunk vállalati korrupcióról, visszaélésekről, tudatos környezeti károkozásról szóló tudósításokkal. Az okokat keresve könnyű felfedezni a részvényesi/tulajdonosi profit maximalizálásának igényét. A tulajdonosi érték azonban ennél sokkal több: magába foglalja a tulajdonolt társaság hosszú távon fenntartható működését mind gazdasági, mind pedig környezeti értelemben, a vezetők és az alkalmazottak morális normáknak való megfelelését, a társasággal szembeni üzleti bizalom megteremtését és fenntartását.

Ezek az értékek az utóbbi évtizedek gyorsan változó, a szabályozók által szükségszerűen csak bizonyos késéssel követett piaci környezetében háttérbe szorultak, a szabályozások kiskapuit megtalálni képes szakértőket foglalkoztatni tudó társaságok így átmenetileg gazdasági előnyökhöz juthattak a versenytársakkal szemben, torzítva az egészséges piaci szerkezetet.

A már hagyományos „védelmi vonalak” (belső ellenőrzés, kontrolling) csak részben alkalmasak az új típusú kockázatok feltárására és kezelésére. Ezek kiegészítése a szakszerűen bevezetett és menedzselt compliance rendszerrel biztosíthatja a társaságok mindenkori szabályoknak megfelelő, hatékony és az etikai normákat is tiszteletben tartó működését.

A szerzők érdeme: felhívják a figyelmünket arra, hogy a fenntartható, a köz javát szolgáló működés csak a társadalmi felelősséget, a közösségi érdekeket vállaló, értékvezérelt vállalatirányítási szemlélettel érhető el. Ez az értékválasztás az, amit a Magyar Közgazdasági Társaság is magáénak tekint és a gazdaság valamennyi szereplőjének figyelmébe ajánl.

Hivatkozás: https://mersz.hu/kocziszky-kardkovacs-a-compliance-szerepe-a-kozossegi-ertekek-es-erdekek-vedelmeben//