Strategic management is a current direction of management types. It is applied in all types of businesses, including small and medium-sized enterprises. However, the use of its principles is limited in SMEs. The limits are caused by the size of these enterprises related to greater focus on operational management. For SMEs, cumulating of functions is also typical; oral communication is more common than writen, etc. Despite those limitations, implementation of strategic principles in the management of SMEs is able to increase their competitiveness, reduce costs, improve decision-making, facilitate the introduction of employee motivation, shorten delivery times, provide beter customer care, etc. The paper discusses whether and to what extent SMEs implement the principles of strategic management and whether its use is efective. The basic principle of strategic management is the formulation and selection of a strategy. Most of the SMEs in the sample formulated a strategy. However, a writen strategy was designed mostly by enterprises with more than 25 employees; enterprises with fewer employees designed a writen strategy only exceptionally. Classiied by the type of activity, a strategy is seen less frequently in wood-work enterprises. On the other hand, enterprises operating in trade and services, including transport, designed a strategy, or even a writen strategy, the most often. Quality and stabilisation were the most monitored characteristics, regardless of the number of employees or business type. Proit was the least monitored strategy in the sample. Positive efects after the introduction of strategic management principles were rated as signiicant by 27% of the subjects analysed and by 36% as moderate, and 38% of enterprises had no positive efects. The most striking positive efect, after the introduction of strategic management principles, was achieved by 44% in decision-making and costs. The smallest number of enterprises, only 8%, had a positive efect of the introduction of strategic management principles in the area of internal communication. The results show that the introduction of strategic management has a positive impact on small and medium enterprises, and it is highly desirable that its principles were introduced into these entities.
Policy of Rural Area is playing an important role in helping to meet the economic, social and environmental challenges. The actions supported available are concentrated on promoting sustainable growth, competitiveness and employment It is necessary to create more and better jobs for participation more people into employment or entrepreneurial activity so as not to leave rural areas. Eco -farmers in LFA are very important part of sustainable development of rural areas. Important position of institutions in both the central and local, they are able to manage these processes.
Rural development is conditional on appropriate development of all components: economic, ecological, social, political. These may be secured primarily human resources, residents and workers in the region. Relatively harmonious development of the components of the landscape is achieved primarily by farmers to organic agriculture, especially in the LFA, the higher elevations. On the basis of already processed and presented new publications can be assumed that the opinions of the farmers' living and working conditions remain unrecognized role in the information base. This information relatively cheap and indispensable should increasingly contribute to the traditionally monitored indicators. The paper is devoted to opinion level organic farmers.
The dynamic development of the world is realized by changes in the current state, i.e. innovations, the parameters of which would allow relatively fast, even incomprehensive effects, from which competitive advantages and financial benefits are expected. On the contrary, it delivers quantitative values without their desirable quality that would satisfy the demands and expectations of innovation. Responsible management requires not only quantitative values, such as project or material and costs incurred, etc. It requires qualitative innovation to meet the ethical needs and social interests of the surroundings, and not just of the customer or the producer. We are talking about quantitative and qualitative innovations. Quantitative information can be tracked to a large extent during the implementation of innovation through the supplier's technical inspection. The qualitative values of innovation are gained by demonstrating its usefulness by observing technical and economic parameters, ethical and legal requirements and goals. It is too late to judge the qualitative values of innovation after their implementation. Solving the problems of the current state or activity depends on the quality of decision and the definition of invention. It differs according to the degree of respect for the principles of managerial ethics and the difficulty of innovation. This is true regardless of whether the decision concerns a working or personal environment. It is certain, however, that only humans are able to decide and ethically solve the problem. Effective decisions depend on the level of responsibility and respect for ethical values when designing and implementing innovation. This article and research were created with the financial support of scientific research at the Faculty of Economics of the University of South Bohemia in České Budějovice: Project 103 RVO / EF-IGS2017-IGS09C1-Ethics in Business Management.
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