-
Irina Dorogaia
RETHINKING THE ROLE OF THE LEADER
IN THE TRANSFORMATIONAL CHANGES
OF INDUSTRIALIZATION 4.0 FOR SMES
IN THE REPUBLIC OF MOLDOVA
Abstract:
Today, the concept of Industrialization 4.0 is very popular. Many entrepreneurs and managers are thinking through their transformation strategies, which, in the face of transformational change, are necessary for the survival of organizations. An important issue in organizational change is the role of the transforming leader. What should it be like in order to make changes and achieve the goal? This article focuses on changing the approach to leadership, the qualities of a leader and how the leader of the future is seen by employees of SMEs in the Republic of Moldova. For this purpose, the author of the article has conducted a detailed study of the conceptual aspects of leadership in a period of change, as well as an empirical study that determines the importance of various factors in a complex model of a transformational manager. In the course of the study, the main skills and traits of leaders are clarified, which makes it possible to implement changes that correspond to the new conditions of activity.
-
Milka Bakyrdzhieva
THE POWER BETWEEN KNOWLEDGE
AND CONFORMITY
Abstract:
This article is dedicated to the phenomenon of “power.” At the beginning, power is discussed in more general terms as the “purposeful impact on people” is emphasised. Then we move on to knowledge as the only source of high-quality power in comparison to the other two “supreme” sources, namely force and wealth, as opportunities are sought for its inclusion in the real forms of power at an organisational level. The aim of the third section is to present attitudes regarding power and conformity towards those who have positions of power.
-
Talgat Uteubayev, Mariana Mateeva Petrova
THE DEVELOPMENT OF HUMAN POTENTIAL IN KAZAKHSTAN’S INNOVATION ECONOMY
Abstract:
In this paper, statistical analysis of indicators of innovative growth in the Republic of Kazakhstan was conducted. The indicators were compared to those of technologically advanced countries, in particular to such indices as: the share of innovation-active enterprises, domestic spending on research and development (Percentage to GDP), total researchers equivalent per thousand total employments, and amount of research conducted. As the results of the academic research, key factors that have a major influence on innovative activity of the SME were determined.
Purpose – disclose the nature and content of the human factor of the economy in terms of becoming an innovative society, to examine the role of the human factor in the innovative development of the state.
Methodology - Research was composed to measure variation in the economic development and innovation in Kazakhstan required in times of increasing global competition.
Conclusions - Today, the State is significantly lagging behind other developed countries according to innovation driven indices. The Republic of Kazakhstan can be competitive by shifting to a new model of economic growth and by rapidly reducing lag. The State requires an effective strategy of innovative development, which consists primarily in the development of human potential and employment of citizens. Integration of education, science and industry, the development of education on the basis of modern science and technology have become today one of the priority directions of economic development.
-
Alexandre Krassimirov Barboukov, Bartosz Marcinkowski
HE ROLE OF FUNERAL DIRECTOR
Abstract:
In general, the public not only in the UK, but in the world, has very limited knowledge of the funeral industry, yet feels easy to criticize it or judge the ones employed, and associateted with the funeral industry. Unknown but, nevertheless, inherently stigmatized role of the funeral director is investigated.
Identifying managerial issues in the course of researching the chosen area of study allowed authors to recognize the conflict between the empowered funeral director and disadvantaged, by the virtue of distress purchase, bereaved customer.
