Business Management

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  IMPLEMENTATION OF THE INTERESTS OF ENTITIES INVOLVED IN THE SYSTEM OF HIGHER EDUCATION IN UKRAINE

  This paper focuses on the relationship between the state, individuals, employers, and universities based on methods of quantification. The conclusion drawn is that higher education is the basis for socio-economic development and efficiency of the labour market, which could be used by governments in the formation of a policy regarding higher ... This paper focuses on the relationship between the state, individuals, employers, and universities based on methods of quantification. The conclusion drawn is that higher education is the basis for socio-economic development and efficiency of the labour market, which could be used by governments in the formation of a policy regarding higher education through the vocational and qualification conformity indicator.

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  SPECIFIC ASPECTS OF MANAGING AN ORGANIC CROP FARM

  The evolution in the development of agricultural technologies has facilitated the spread of organic farming throughout the world. Managerial decisions related to the application of environmental methods of production in Bulgaria provide an opportunity for the realisation of ecological activities by agricultural crop farms. This lays the ... The evolution in the development of agricultural technologies has facilitated the spread of organic farming throughout the world. Managerial decisions related to the application of environmental methods of production in Bulgaria provide an opportunity for the realisation of ecological activities by agricultural crop farms. This lays the foundation for the efficient management of the environmental components of innovative organic crop farms, as well as the provision of opportunities for their optimal operation. The choice of appropriate managerial practices in the development of the crop farming sector in the organic farming industry is based on compliance with particular principles and approaches.

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  A METHODOLOGY FOR DEVELOPING AND MAKING A DECISION TO OUTSOURCE

  Nowadays organisations are realizing, more and more, the strategic character of the decision “to outsource or not” and its impact on their whole strategy for their future capacity to compete successfully. The decision “to outsource or not” is not an ordinary business decision by which decision-makers only compare the costs of an individual ... Nowadays organisations are realizing, more and more, the strategic character of the decision “to outsource or not” and its impact on their whole strategy for their future capacity to compete successfully. The decision “to outsource or not” is not an ordinary business decision by which decision-makers only compare the costs of an individual carrying out a particular process to the costs of contracting the process to an external company. Crafting such a decision is a long and complicated process. It must be done in a structured and rational way and include not only price, but also other factors, and it must not be influenced by outsourcing trends. This article examines the complete process of developing and making a decision to outsource, which includes the following successive steps: forming a team which is going to make the decision to outsource, and which, if the decision is positive, will manage the whole outsourcing process; defining the objectives which are going to be pursued by using outsourcing; describing and classifying the business processes of the organisation; identifying the major competences of the organisation; defining the business processes which can be forwarded for outsourcing, as well as those which must remain within and under the control of the organisation; analysing the assessment of the factors influencing the decision “to outsource or not,”; and making the final decision.