Business Management

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  THE GLOBAL FINANCIAL CRISIS IN EUROPE: TRANSMISSION, EVOLUTION AND IMPACT ON THE BANKING SECTOR

  The global financial crisis of 2007, in its nature and depth, is one of the most serious challenges to the contemporary economy in the last century after the Great Depression of 1929. The fact that seven years after the occurrence of the first interference the economy has not fully recovered, is evidence of its extraordinary strength and negative ... The global financial crisis of 2007, in its nature and depth, is one of the most serious challenges to the contemporary economy in the last century after the Great Depression of 1929. The fact that seven years after the occurrence of the first interference the economy has not fully recovered, is evidence of its extraordinary strength and negative influence. All this suggests increased research interest in the analysis and evaluation of its occurrence, development and impact on different sectors of the economy. In this paper, the main transmission channels of financial problems in European economies and different stages of development of the crisis in the European Union are examined. Together with this, the measures taken by the European and national authorities and governments are analysed. Particular attention is paid to the impact of the global financial crisis on the European banking sector measured by a set of key indicators.

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  CO-ACTIVITY THROUGH THE PRISM OF SOCIAL ACTIVITY, BEHAVIOURAL INDEFINITENESS AND MANAGERIAL INSIGHT

  This article looks at the relationship between success, the role of personal and professional quality and the group, on the one hand, and the significance of a co-activity environment on the other. The final result, which in practice is the achieved objective, is heavily dependent on the components of a co-activity system. Furthermore, even if a ... This article looks at the relationship between success, the role of personal and professional quality and the group, on the one hand, and the significance of a co-activity environment on the other. The final result, which in practice is the achieved objective, is heavily dependent on the components of a co-activity system. Furthermore, even if a high grade is awarded for personal and professional qualities and efficient group activity, the end result might deviate from the expected result to a certain extent. The reasons for this are to be found in a co-activity environment. It is a source of social activity because it can provoke actors to act in a variety of ways. Depending on which of its components have been activated, there may be prerequisites for active or passive behavior. The article also discusses the types of behavior which create an atmosphere of indefiniteness and characterise social activity in relation to co-activity environment and as behavioural dependency over time.

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  A SITUATIONAL APPROACH TO PROJECT TEAM MANAGEMENT – ITS NECESSITY AND RELATED PRACTICAL AND APPLIED ASPECTS

  Nearly all research work on the personality traits and the management style of a project manager is universal in its nature and postulates conclusions and generalisations that are not adapted to the particular situation in which a project is being implemented. The aim of this paper is to suggest that project team management requires a situational ... Nearly all research work on the personality traits and the management style of a project manager is universal in its nature and postulates conclusions and generalisations that are not adapted to the particular situation in which a project is being implemented. The aim of this paper is to suggest that project team management requires a situational approach that is consistent with the type of project executed. To this purpose, some key professional and personality traits of project managers are examined and several typologies are presented: 1) a typology of project managers – explorers, coordinators, drivers, and administrators; 2) team leadership models– hierarchical, team leader, team coordinator, shared leadership, and self-managed teams; 3) a typology of projects – 13 types of projects grouped in four categories. The paper also presents some options for choosing a project manager and a management model which are consistent with the specific nature of a project, including the stage of its life cycle.