The aim of this study is to explore how the effects of components belonging to the concept of strategic management system influence outstanding achievement and success in the processing industry in Hungary as well as the sustainability success component within that. In order to do that, the study defines the factors having an influence. Thereafter, it explains the successful operation of companies with the help of factors emerging via path analysis using regression models. It uses the balanced scorecard as a tool for success criteria describing success. This is a non-market aspect that has an impact on the whole system, making it of crucial importance. Via the exploration of effects, it can be shown the deliberate use of those factors that generate outstanding results and success from the point of view of sustainability, and thus internal development, customer appreciation, and financial success. By taking the results of the research into consideration, it will also be revealed that success factors in the processing industry in Hungary have the most direct and the largest impact on outstanding sustainability performance.
Global, National, and Local Factors in the Management of University Sport: The Hungarian Case
Because of the international nature of university sport, the appearance of transnational areas, events, results, and actors occurred very early. Therefore, the harmonization of the national and international factors influencing the functioning and development of student sport has been necessary since its rise. The objective of the article is to reveal the interaction between global, national and local factors influencing university sport, through the example of the Hungarian case. The paper is based on the results of extensive empirical research carried out by the author with the help of several methods: survey, in-depth interview, document analysis, and participant observation. Sport-globalization is regarded as the theoretical framework for the analysis. The results are discussed according to the following dimensions: strategic management of university sport; event and project management; cooperation between the two "owners", the sports sphere and the academic education; migrant student-athletes; volunteering in university sports; and the external and internal environment of Hungarian university sport. In the conclusion, it is emphasized that the management of university sport in Hungary has been influenced both by the globalisation of sports and the transformation of the Hungarian sport structure following the 1989-1990 political regime change (Földesi 2000). The combined effect of global and domestic factors meant a permanent challenge for the management of university sport. The Hungarian University Sports Federation succeeded in providing adequate answers to the new challenges, as Federation strategic planning was always based on knowledge-based strategies.
The entry is aimed at analyzing the process of managing small and medium-sized enterprise, specifically in the Region of South Bohemia. The testing sample included 180 enterprises. The fundamental statistical information about SMEs is included, focusing of the numbers, the size category, and their specialization in the Region of South Bohemia. The research activities were aimed at the steepness of management structures and at their extent on all management levels. The analysis indicates that micro-enterprises prefer one management level, while small and middle-sized enterprises prefer two management levels with the statistic dependence on the size category. In regard to the number of employees on individual management levels, the top positions have from 6 employees up to 30 on the operative level. The general business trend involves a transfer to the functional management structure. With respect to the strategic management and decision- making, enterprises boost an attractive prospect of mainly their own sources. A statistical correlation was proved between the elaborated strategy, the size of the enterprise and number of management levels. A strong correlation between the number of management levels and the aim of the enterprise i.e. the type of organization structure was not proved.
This paper will illustrate the meaning and importance of human resource management (HRM), human resource planning, and strategic human resource management, which are critically important for an organization’s effectiveness and must be effectively managed (Doherty, 1998). This study used the literature review method to acquire its final results. The relevant HRM literature review was done according to the purpose of the study. It used the purposive random sample method for selecting relevant literature. This study shows the current economic environment in the sports industry; the second part of the study critically analyzes the value of the strategic management of employees for the effective and efficient operation of sports organizations. It also critically evaluates human resource planning and other pertinent issues in terms of legislation, recruitment, selection, training, induction, and reward management from different international examples in sports management. Over the past few decades, increasing competition, globalization, and continuous changes in the market and in technology have emphasized the need to rethink the management of the organization and of human resources for the sake of overcoming significant challenges (Taylor et al., 2006). Therefore, managers should use strategic human resource management to overcome significant issues and to form well-planned strategies so that the organization may succeed.
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