Business Management

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  THE ROLE OF INSURANCE CULTURE IN THE DEVELOPMENT OF THE INSURANCE BUSINESS

  This article discusses insurance culture as a factor in the develop¬ment of the insurance business. The author assumes that the image of insurers is directly dependent on insurance culture. Special attention is paid to management and its role in raising the level of in-surance culture. On the basis of practical experience, insurance culture is ... This article discusses insurance culture as a factor in the develop¬ment of the insurance business. The author assumes that the image of insurers is directly dependent on insurance culture. Special attention is paid to management and its role in raising the level of in-surance culture. On the basis of practical experience, insurance culture is related to the specific aspects of an insurance service. It is assumed that in order for the level of insurance culture to be raised, a certain role is played by advertising. The author also gives proof not only of the necessity of raising the insurance culture of the employees of an insurance company, but also of the potential users of insurance products.

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  CONCEPTUAL FOUNDATIONS OF EFFICIENCY IN PUBLIC PENSIONS

  This article examines the efficiency of public pensions. The need for an efficiently functioning pension system is highlighted based on the theoretical foundations of pension social security concepts such as: ‘welfare for the elderly’, ‘retirement insurance’ a factor for increasing the ‘productivity of labour’, a form of ‘return on human capital ... This article examines the efficiency of public pensions. The need for an efficiently functioning pension system is highlighted based on the theoretical foundations of pension social security concepts such as: ‘welfare for the elderly’, ‘retirement insurance’ a factor for increasing the ‘productivity of labour’, a form of ‘return on human capital investment’, a solution to the ‘prodigal father’ problem and ‘longevity insurance’.

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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.