This article addresses the problem of why subordinates trust their managers based on the responses from 108 subordinates of seven Slovenian managers and from 138 subordinates of eight Swedish managers. The subordinates of these managers responded to a 20-item instrument tested for reliability and validity. In both samples the managers enjoyed different degrees of trust. The level of trust vested in Slovenian managers was higher than in Swedish ones. The kinds of managers’ actions that enhanced trust were similar amongst Swedish and Slovenian subordinates. Different socio-cultural contexts may theoretically explain why some other kinds of actions had contrasting effects between the samples. On the whole, the actions of managers explain trust in both countries. Subordinates’ trust in managers declines with the increasing hierarchical distance in both national samples. Managers need to show in action that they trust their subordinates, promote their interests, demonstrate appreciation of their subordinates, and solve problems.
Background and Purpose: The modern environment requires that organizations (profit and non-profit) continually harmonize their organizational models with changes in their respective environments and with their own visions and strategies for further development. The organizational structure of Emergency Medical Services (hereinafter EMS) is currently a very topical issue in Slovenia, given that a project to establish a new organization of EMS is currently underway at the national level. By examining the case of one region in Slovenia, this article presents an analysis of factors that impact on the number and types of EMS activities and depicts a forecast of future trends for the requirement of EMS. The analysis presents the initial phase of a strategic planning process for the mentioned activity and consequently, a starting point for the formation of an organizational EMS model.
Methodology: This article presents an analysis of factors that impact on the formulation of an EMS model on the basis of research carried out for one geographical region of Slovenia. For the previous period, data was collected from 2002 to 2014. The software tool used for the analysis was STATA 13.0. For the purpose of forecasting a five-year period trend we used statistical package RStudio and Hyndman’s Forecast package given that this package contains algorithms for forecasting univariate time series including exponential smoothing using automated spatial models and ARIMA modelling.
Results: The research has confirmed a correlation between social/environmental factors and the rate of increase in the demand for EMS. A population’s age structure has been identified as the key social factor that increases the need for EMS. On the basis of this finding, this article presents a model for forecasting growth trends in the scope of EMS activities.
Conclusion: The research study has identified some important elements that are imperative to take into consideration when formulating an EMS network at the prehospital level. Population ageing has emerged as a key social factor. In the accordance with forecasted trends, an increase in the burden placed on EMS activities may also be anticipated in the future.
Background and Purpose: Companies are increasingly specializing and developing those key areas with which they can compete on the global market and are linking in clusters that are ingredient of territorial competitiveness. Clusters can play a competitive role in global value chains but once being successful, they may decline. For this reason, researching key factors for the successful operation of clusters in Slovenia is beneficial.
Methodology: This study is based on an extensive review of scientific literature. Theoretical findings are tested by a study of clustering in Slovenia. In practice, we determine the number of operating clusters fifteen years after they were initiated by the institutional environment with help of web pages, e-mails and telephone calls. Using interviews, we determine reasons for the cessation of operations on the part of former directors and factors of successful operations with directors of successful clusters.
Results: The institutional environment initiated start-up processes of creating clusters in Slovenia. After the termination of institutional financial support, Slovenian clusters, which have failed to develop their own financing system, ceased operation. Directors of still operating clusters confirmed that trust between cluster members is the most important success factor in the operation of clusters.
Conclusion: The institutional environment in Slovenia adopted cluster policy and successfully leveraged the establishment of clusters using start-up financing. Less than half of these clusters continue to prosper under their own stream after policy retreatment. Clusters were not prepared for a dramatically different way of working. Trust has become a major driving force of adjusting to new conditions.
After a strong focus on transition processes in Central East European countries (CEE), this topic has been displaced by more dramatic merger and reorganization processes or the recent financial crisis. This obscures the fact that we know almost nothing about the management competencies in these countries, which is an important building or stumbling block for future development. Therefore, we will examine the individual competencies of almost 300 top and middle managers in the Czech Republic, Hungary and Slovenia, and we will compare the different sets of competencies and interpret them according to the given economic situation in these countries
Background and Purpose: Regional sustainable economic growth on logistics bases requires the coordinated development of infrastructure, information and communications technology, and proactive education of logistics specialists. The goal is reachable with regional logistics platforms (RLPs). This current research develops a theoretical model for RLPs, consisting of (1) basic constituents, (2) an implementation area, and (3) stakeholders' and operational benefits.
Design/Methodology/Approach: We employed a balanced qualitative and quantitative approach using multiple case study and survey methods.
Results: Systematic case study research has identified 12 “most frequently” highlighted RLP constituents and 3 areas of implementation, which were further proven by a survey. RLP's beginnings may be spontaneous until a critical mass of interested stakeholders emerges with a clear vision and start-up energy for a breakthrough. A theoretical model for RLPs is proposed.
Conclusion: The secret of a successfully developing a logistics region lies in its ability to develop a mechanism for the managing and coordinating a particular logistics system's development and operation, an area that should be further researched. This study's findings provide valuable insights into the many aspects of RLPs, which can be useful for regional authorities and business owners who are eager to stimulate regional economic growth.
Today management competencies are seen as the only long-term strategic advantage of any company. However, from corporate experience we know that only 10 % of the knowledge acquired is transferred into entrepreneurial practice. Current trends in management development often overemphasize individual learning and ignore the missing fit between individual behavior and organizational performance. To meet these demands, we collected competency attributions of managers attending executive courses in Austria and Slovenia. A questionnaire with closed and open question will help to explore and compare the relation between organizational performance and current management competencies in these countries. The results confirm our predictions to a lesser extent. However, they represent a basis for further examination of the relationship between managerial competencies and organizational performance.