Suchergebnisse

The ratification of the Memel Territory Convention raised questions regarding the relationship between the central government and autonomous territorial institutions. The legal analysis of the institute of the governor of Memel Territory reveals some aspects of this relationship and some topicalities of the social and cultural life of the Territory. The article studies historical documents: legal acts, governors' correspondence with the representatives of central and local bodies, minutes of meetings with the head of the state, prominent pro memorias of governors that are stored in the Central State Archive of Lithuania.

The ratification of the Memel Territory Convention raised questions regarding the relationship between the central government and autonomous territorial institutions. The legal analysis of the institute of the governor of Memel Territory reveals some aspects of this relationship and some topicalities of the social and cultural life of the Territory. The article studies historical documents: legal acts, governors' correspondence with the representatives of central and local bodies, minutes of meetings with the head of the state, prominent pro memorias of governors that are stored in the Central State Archive of Lithuania.

In order to induce state servants to follow the established standards of ethics, to guarantee their ethical behavior in professional activity, to prevent the emergence of ethical problems and their spread in state service, managerial perspective is necessary, i.e. ethics management, which helps to achieve higher standards of behavior, to raise the level of professionalism of civil servants, to increase public confidence in the government and its institutions, to form positive image of state service. The work elaborates on the problems of ethics management and its improvement opportunities in Lithuanian state service. The aim of the work is to analyze the spread of ethics management measures and their realization in Lithuanian state service. The following objectives were set to achieve the aim: to define the concept of ethics in the context of scientific discussions by revealing its significance in the state service; to list ethics management measures that contribute to the guarantee of observance of established ethical standards in the state service; to evaluate ethics management institutional and legitimate infrastructure in Lithuanian state service; to reveal ethics management improvement opportunities in Lithuanian state service. Methods used in the work are: analysis of scientific literature, legal acts and documents, qualitative research – semi-structured interview. The research revealed that ethics in Lithuanian state service is guaranteed by legal regulation, institutional supervision, and initial training of state servants. However, these are not sufficiently effective measures to guarantee the observance of ethical standards in the professional activity of state servants. In order to avoid possible ethical problems and to guarantee efficiently functioning state service, periodical, purposeful and expedient ethical training of state servants is necessary. Moreover, ethics infrastructure must be created and implemented not only at the level of the state, but also at the institutional level, regarding ethical issues that are relevant for a specific institution.

The article analyses the complexity of human resource management in the context of business globalization. The problem is the balancing of the global trends in HRM with the influence of national cultures. The general aim of the article is to explore the problem of balancing the seemingly opposing forces (such as thinking global – acting local, decentralization–centralization, differentiation–integration, etc.) and to identify trends and values in HRM. The article shows that such opposing forces should be considered not as binary either / or decisions, but as complementary forces that need to be balanced. The analysis is supported by examining the changing practice of HRM in the United Kingdom, France, the USA and Japan. This review shows the main trends and the principal tasks faced by HRM professionals in the 21st century. HRM changes that have taken place in the UK are a reflection, primarily, of changing regulation arising both from the UK government and from membership in the EU, globalization and strong pressures to drive costs downwards. French HR managers are striving to adapt French organizations to the environment by relying on unique practices or practices similar to those implemented in other countries. In late 2000s, the US economy is slowing. Though workers may become easier to find in general, recruitment continues to be challenging in the areas where skill shortages exist. The US workforce will continue to become more diverse. Firms are likely to continue experimenting with variable compensation and high performance work systems to enhance productivity. The change of HR practices in Japanese companies seems to be slow and incremental, carefully avoiding traumatic breaks with the past. Japanese managers have a strong sense of corporate obligation to provide jobs, income and security. On comparing changes in the patterns of HMR in the UK, France, the USA and Japan, the article analyses the peculiarities of HMR in Lithuania as a representative country of the post-soviet bloc. The practice of HRM in Lithuania during 1990–2008 may be separated into two periods. Each period was influenced by controversial groups of factors: traditions that came into being under the soviet regime and the new traditions still undergoing formation. In the first period dominated the so-called "hard" HRM, with the focus on employee control, utmost exploitation of their potential and obtaining the maximum benefit from them, neglect of employees' needs. The lack of qualified workers, increasing emigration and the growing competition in the second period urge the managers to shift attention to "soft" HRM, i.e. to the needs of their employees as one of the key resources of the competitive advantage.

The article analyses the complexity of human resource management in the context of business globalization. The problem is the balancing of the global trends in HRM with the influence of national cultures. The general aim of the article is to explore the problem of balancing the seemingly opposing forces (such as thinking global – acting local, decentralization–centralization, differentiation–integration, etc.) and to identify trends and values in HRM. The article shows that such opposing forces should be considered not as binary either / or decisions, but as complementary forces that need to be balanced. The analysis is supported by examining the changing practice of HRM in the United Kingdom, France, the USA and Japan. This review shows the main trends and the principal tasks faced by HRM professionals in the 21st century. HRM changes that have taken place in the UK are a reflection, primarily, of changing regulation arising both from the UK government and from membership in the EU, globalization and strong pressures to drive costs downwards. French HR managers are striving to adapt French organizations to the environment by relying on unique practices or practices similar to those implemented in other countries. In late 2000s, the US economy is slowing. Though workers may become easier to find in general, recruitment continues to be challenging in the areas where skill shortages exist. The US workforce will continue to become more diverse. Firms are likely to continue experimenting with variable compensation and high performance work systems to enhance productivity. The change of HR practices in Japanese companies seems to be slow and incremental, carefully avoiding traumatic breaks with the past. Japanese managers have a strong sense of corporate obligation to provide jobs, income and security. On comparing changes in the patterns of HMR in the UK, France, the USA and Japan, the article analyses the peculiarities of HMR in Lithuania as a representative country of the post-soviet bloc. The practice of HRM in Lithuania during 1990–2008 may be separated into two periods. Each period was influenced by controversial groups of factors: traditions that came into being under the soviet regime and the new traditions still undergoing formation. In the first period dominated the so-called "hard" HRM, with the focus on employee control, utmost exploitation of their potential and obtaining the maximum benefit from them, neglect of employees' needs. The lack of qualified workers, increasing emigration and the growing competition in the second period urge the managers to shift attention to "soft" HRM, i.e. to the needs of their employees as one of the key resources of the competitive advantage.

The article analyses the complexity of human resource management in the context of business globalization. The problem is the balancing of the global trends in HRM with the influence of national cultures. The general aim of the article is to explore the problem of balancing the seemingly opposing forces (such as thinking global – acting local, decentralization–centralization, differentiation–integration, etc.) and to identify trends and values in HRM. The article shows that such opposing forces should be considered not as binary either / or decisions, but as complementary forces that need to be balanced. The analysis is supported by examining the changing practice of HRM in the United Kingdom, France, the USA and Japan. This review shows the main trends and the principal tasks faced by HRM professionals in the 21st century. HRM changes that have taken place in the UK are a reflection, primarily, of changing regulation arising both from the UK government and from membership in the EU, globalization and strong pressures to drive costs downwards. French HR managers are striving to adapt French organizations to the environment by relying on unique practices or practices similar to those implemented in other countries. In late 2000s, the US economy is slowing. Though workers may become easier to find in general, recruitment continues to be challenging in the areas where skill shortages exist. The US workforce will continue to become more diverse. Firms are likely to continue experimenting with variable compensation and high performance work systems to enhance productivity. The change of HR practices in Japanese companies seems to be slow and incremental, carefully avoiding traumatic breaks with the past. Japanese managers have a strong sense of corporate obligation to provide jobs, income and security. On comparing changes in the patterns of HMR in the UK, France, the USA and Japan, the article analyses the peculiarities of HMR in Lithuania as a representative country of the post-soviet bloc. The practice of HRM in Lithuania during 1990–2008 may be separated into two periods. Each period was influenced by controversial groups of factors: traditions that came into being under the soviet regime and the new traditions still undergoing formation. In the first period dominated the so-called "hard" HRM, with the focus on employee control, utmost exploitation of their potential and obtaining the maximum benefit from them, neglect of employees' needs. The lack of qualified workers, increasing emigration and the growing competition in the second period urge the managers to shift attention to "soft" HRM, i.e. to the needs of their employees as one of the key resources of the competitive advantage.

The article analyses the complexity of human resource management in the context of business globalization. The problem is the balancing of the global trends in HRM with the influence of national cultures. The general aim of the article is to explore the problem of balancing the seemingly opposing forces (such as thinking global – acting local, decentralization–centralization, differentiation–integration, etc.) and to identify trends and values in HRM. The article shows that such opposing forces should be considered not as binary either / or decisions, but as complementary forces that need to be balanced. The analysis is supported by examining the changing practice of HRM in the United Kingdom, France, the USA and Japan. This review shows the main trends and the principal tasks faced by HRM professionals in the 21st century. HRM changes that have taken place in the UK are a reflection, primarily, of changing regulation arising both from the UK government and from membership in the EU, globalization and strong pressures to drive costs downwards. French HR managers are striving to adapt French organizations to the environment by relying on unique practices or practices similar to those implemented in other countries. In late 2000s, the US economy is slowing. Though workers may become easier to find in general, recruitment continues to be challenging in the areas where skill shortages exist. The US workforce will continue to become more diverse. Firms are likely to continue experimenting with variable compensation and high performance work systems to enhance productivity. The change of HR practices in Japanese companies seems to be slow and incremental, carefully avoiding traumatic breaks with the past. Japanese managers have a strong sense of corporate obligation to provide jobs, income and security. On comparing changes in the patterns of HMR in the UK, France, the USA and Japan, the article analyses the peculiarities of HMR in Lithuania as a representative country of the post-soviet bloc. The practice of HRM in Lithuania during 1990–2008 may be separated into two periods. Each period was influenced by controversial groups of factors: traditions that came into being under the soviet regime and the new traditions still undergoing formation. In the first period dominated the so-called "hard" HRM, with the focus on employee control, utmost exploitation of their potential and obtaining the maximum benefit from them, neglect of employees' needs. The lack of qualified workers, increasing emigration and the growing competition in the second period urge the managers to shift attention to "soft" HRM, i.e. to the needs of their employees as one of the key resources of the competitive advantage.

While governments are facing new challenges in wicked issues solving and ensuring sustainable socio-economic development of country the traditional public governance models and techniques become ineffective. The analysis of OECD Public Governance Reviews shows that the main focus in public governance development remains the strategic vision and agility, promoting a whole-of-government approach, leadership and stewardship from the centre, institutional strength and networking, enabled participation, integrity and transparency. Meeting the challenges requires smart mode of governance enabling governments operate fruitfully tackling with the wicked issues by timely and flexible action in fastly changing conditions. Thus the aim of this article is to set the concept of smart public governance. According the results of analysis smart public governance is stakeholder participation and networking based activity when based on timely and integrated information and adequate to the conditions rational decisions are taken and an appropriate its implementation structures and processes, techniques and tools are chosen, capacities and resources are mobilized and developed seeking for sustainable public value creation. The key interconnected dimensions of smartness - empowered citizenship, collaborative interaction, strategic agility, horizontal management – must be integrated into the system of structures and processes and affect the ethos and culture. However the level of manifestation of each of these dimensions depends on the circumstances in each country and its government's capacities. ; Sprendžiant visuomenėje ir ekonomikoje kylančiais sudėtingas problemas ir siekiant užtikrinti tvarų socialinį ir ekonominį valstybės vystymąsi, tradiciniais laikyti viešojo valdymo modeliai ir metodai tapo neveiksmingi. Straipsnyje aptariama viešojo valdymo modelio, kuris leistų sumaniai veikti dinaminėje aplinkoje sprendžiant kompleksines problemas, paieškos ir pagrindimas. Straipsnyje, remiantis viešojo valdymo iššūkiais ir pagrindinėmis reformų kryptimis, yra pateikta sumanaus viešojo valdymo koncepcija ir išskirtos dimensijos. Sumanus viešasis valdymas įvardijamas kaip valdymo modelis, pasižymintis suinteresuotųjų dalyvavimu ir tinklaveika grįsta veikla, kai, remiantis savalaike ir kompleksine informacija, priimami sąlygas atitinkantys racionalūs sprendimai, pasirenkamos jų įgyvendinimo struktūros ir procesai, technologijos ir priemonės. Tam sumanaus viešojo valdymo dimensijos – strateginis judumas, horizontalus valdymas, bendradarbiavimas sąveikoje ir įgalintas pilietiškumas – turi būti integruotos į sistemos struktūras ir procesus bei reikštis per bendrą etosą ir kultūrą.

The goal of every health care institution (HCI) is to provide safe and highquality services to patients, but sometimes the provision of health care (HC) services result in unavoidable adverse events (AE). AE can harm and cause irreversible health problems to the patient, so patient safety and AE remain a global concern worldwide. Recently there has been a growing number of researches both locally and worldwide on how to ensure patient safety (PS), how to deliver quality services in HC sector, and how to reduce the number of AE. Council of Europe has issued recommendations on how to improve HC services, but according to the results of the survey conducted in 2014, AE remain a big problem in EU countries. Later in 2017, it has been noted that the recommendations were insufficiently implemented at a national level. The European Commission has pointed out some shortcomings: lack of cooperation between EU countries, deficiencies in safety culture implementation, lack of knowledge and skills in analyzing AE. This article analyzes the success of AE policy implementation in Lithuania, why Lithuania and the EU countries have created a mandatory AE register, but the registration of these events is slow, most of them are still unreported, their real number and frequency are still hidden, and their causes are not analyzed. Based on a case study and qualitative study in one large hospital, attempts are made to identify the factors of AE management that constitute a barrier to effective AE management policy in healthcare institutions. Prerequisites for successful AE management consist of electronisation of AE reporting system, development and control of quality standards, strategic, continuous and ongoing leadership of HC administration and staff involvement and their motivation, also adjusted training, creating organizational culture of confidentiality and learning from mistakes. Some shortcomings were also noted: lack of knowledge and skills, overcoming fears of being punished and humiliated, lack of feedback, lack of national AE IT system. This limits the efficiency of the AE management process both nationally and locally. Successful choice of AE management model directly depends on the internal policies, operations, and leadership of HC institution. Well-planned, organized and controlled measures, based on European recommendations, help to achieve the objectives by monitoring and evaluating their results in a consistent and long-term manner. It is confirmed, that AE registration and continuous analysis is key to prevent future AE. Therefore, the basis of EU countries' AE management policy is choosing the right AE management model according to the maturity of the system, which includes the implementation of the reporting system in HC institutions and, most importantly, the analysis and development of prevention actions. This helps to share experience, constantly analyze, learn from mistakes, and shape a new approach and PS culture.

The goal of every health care institution (HCI) is to provide safe and highquality services to patients, but sometimes the provision of health care (HC) services result in unavoidable adverse events (AE). AE can harm and cause irreversible health problems to the patient, so patient safety and AE remain a global concern worldwide. Recently there has been a growing number of researches both locally and worldwide on how to ensure patient safety (PS), how to deliver quality services in HC sector, and how to reduce the number of AE. Council of Europe has issued recommendations on how to improve HC services, but according to the results of the survey conducted in 2014, AE remain a big problem in EU countries. Later in 2017, it has been noted that the recommendations were insufficiently implemented at a national level. The European Commission has pointed out some shortcomings: lack of cooperation between EU countries, deficiencies in safety culture implementation, lack of knowledge and skills in analyzing AE. This article analyzes the success of AE policy implementation in Lithuania, why Lithuania and the EU countries have created a mandatory AE register, but the registration of these events is slow, most of them are still unreported, their real number and frequency are still hidden, and their causes are not analyzed. Based on a case study and qualitative study in one large hospital, attempts are made to identify the factors of AE management that constitute a barrier to effective AE management policy in healthcare institutions. Prerequisites for successful AE management consist of electronisation of AE reporting system, development and control of quality standards, strategic, continuous and ongoing leadership of HC administration and staff involvement and their motivation, also adjusted training, creating organizational culture of confidentiality and learning from mistakes. Some shortcomings were also noted: lack of knowledge and skills, overcoming fears of being punished and humiliated, lack of feedback, lack of national AE IT system. This limits the efficiency of the AE management process both nationally and locally. Successful choice of AE management model directly depends on the internal policies, operations, and leadership of HC institution. Well-planned, organized and controlled measures, based on European recommendations, help to achieve the objectives by monitoring and evaluating their results in a consistent and long-term manner. It is confirmed, that AE registration and continuous analysis is key to prevent future AE. Therefore, the basis of EU countries' AE management policy is choosing the right AE management model according to the maturity of the system, which includes the implementation of the reporting system in HC institutions and, most importantly, the analysis and development of prevention actions. This helps to share experience, constantly analyze, learn from mistakes, and shape a new approach and PS culture.

The goal of every health care institution (HCI) is to provide safe and highquality services to patients, but sometimes the provision of health care (HC) services result in unavoidable adverse events (AE). AE can harm and cause irreversible health problems to the patient, so patient safety and AE remain a global concern worldwide. Recently there has been a growing number of researches both locally and worldwide on how to ensure patient safety (PS), how to deliver quality services in HC sector, and how to reduce the number of AE. Council of Europe has issued recommendations on how to improve HC services, but according to the results of the survey conducted in 2014, AE remain a big problem in EU countries. Later in 2017, it has been noted that the recommendations were insufficiently implemented at a national level. The European Commission has pointed out some shortcomings: lack of cooperation between EU countries, deficiencies in safety culture implementation, lack of knowledge and skills in analyzing AE. This article analyzes the success of AE policy implementation in Lithuania, why Lithuania and the EU countries have created a mandatory AE register, but the registration of these events is slow, most of them are still unreported, their real number and frequency are still hidden, and their causes are not analyzed. Based on a case study and qualitative study in one large hospital, attempts are made to identify the factors of AE management that constitute a barrier to effective AE management policy in healthcare institutions. Prerequisites for successful AE management consist of electronisation of AE reporting system, development and control of quality standards, strategic, continuous and ongoing leadership of HC administration and staff involvement and their motivation, also adjusted training, creating organizational culture of confidentiality and learning from mistakes. Some shortcomings were also noted: lack of knowledge and skills, overcoming fears of being punished and humiliated, lack of feedback, lack of national AE IT system. This limits the efficiency of the AE management process both nationally and locally. Successful choice of AE management model directly depends on the internal policies, operations, and leadership of HC institution. Well-planned, organized and controlled measures, based on European recommendations, help to achieve the objectives by monitoring and evaluating their results in a consistent and long-term manner. It is confirmed, that AE registration and continuous analysis is key to prevent future AE. Therefore, the basis of EU countries' AE management policy is choosing the right AE management model according to the maturity of the system, which includes the implementation of the reporting system in HC institutions and, most importantly, the analysis and development of prevention actions. This helps to share experience, constantly analyze, learn from mistakes, and shape a new approach and PS culture. ; Kiekvienos asmens sveikatos priežiūros įstaigos (toliau – ASPĮ) tikslas suteikti saugias ir kokybiškas paslaugas pacientams, tačiau kartais teikiant sveikatos priežiūros (toliau – SP) paslaugas susiduriama su nepageidaujamais įvykiais (toliau – NĮ), kurių nepavyksta išvengti. NĮ gali pakenkti pacientui ir sukelti negrįžtamas sveikatos problemas, todėl pacientų sauga ir NĮ medicinoje išlieka globalinė problema visame pasaulyje. Pastaruoju metu mūsų šalyje ir pasaulyje gausėja tyrimų, įrodančių, kaip užtikrinti pacientų saugą (toliau – PS), kaip teikti kokybiškas paslaugas SP sektoriuje ir sumažinti NĮ skaičių. Europos Taryba 2009 m. pateikė rekomendacijas, kaip tobulinti PS, tačiau 2014 m. atlikto tyrimo rezultatai rodo, kad NĮ išlieka ASPĮ problema Europos Sąjungos (toliau – ES) šalyse.1 Kiek vėliau, 2017 m., nuspręsta, kad pateiktos rekomendacijos nacionaliniu lygiu nepakankamai įgyvendintos. Europos Komisija įvertino, kad vis dar yra trūkumų: bendradarbiavimo stoka tarp ES šalių, saugos kultūros įgyvendinimo, žinių ir įgūdžių analizuojant NĮ trūkumai. Straipsnyje analizuojama, kaip sekasi Lietuvoje įgyvendinti NĮ politiką, kodėl Lietuvoje ir ES šalyse patvirtintas privalomų registruoti nepageidaujamų įvykių sąrašas, tačiau šių įvykių registravimas vyksta vangiai, apie daugumą jų nepranešama, slepiamas jų realus skaičius ir dažnis, neanalizuojamos priežastys. Per praktinį didelės ligoninės pavyzdį atliekant atvejo studiją ir kokybinį tyrimą bandoma identifikuoti NĮ valdymo veiksnius, kurie yra barjeras veiksmingai vykdyti NĮ valdymo politiką SP įstaigose. Įžvelgiamos prielaidos sėkmingam NĮ valdymui: NĮ pranešimų sistemos elektronizavimas, kokybės standartų sukūrimas ir jų kontrolė, strateginė, tęstinė ir nuolatinė SP įstaigos administracijos lyderystė bei viso personalo įtraukimas jį motyvuojant, pritaikyti padalinio reikmėms mokymai, organizacinės kultūros laikantis konfidencialumo ir mokymosi iš klaidų palaikymas. Taip pat pastebėti ir trūkumai: žinių ir įgūdžių stoka, baimės būti nubaustam ir pažemintam įveikimas, grįžtamojo ryšio trūkumas, nacionalinės NĮ IT sistemos nebuvimas. Tai riboja NĮ valdymo proceso efektyvumą ir nacionaliniu, ir įstaigos mastu. Sėkmingas NĮ valdymo pasirinkimas tiesiogiai priklauso ir nuo vidinės tinkamos ASPĮ politikos, veiklos ir lyderystės. Nuosekliai ir ilgalaikėje perspektyvoje remiantis europinėmis rekomendacijomis planuojamos, organizuojamos ir kontroliuojamos priemonės stebint ir vertinant jų rezultatus padeda pasiekti tikslus. Dar kartą patvirtinta, kad, norint išvengti NĮ ateityje, būtina juos registruoti ir nuolat analizuoti. Todėl ES šalių NĮ valdymo politikos pamatas – tinkamo NĮ valdymo modelio, priklausomai nuo sistemos brandos, pasirinkimas; valdymo modelis apima pranešimų sistemos diegimą ASPĮ, jų analizavimą ir prevencijos veiksmų sudarymą bei įgyvendinimą. Tai padeda dalytis patirtimi, nuolat analizuoti, mokytis iš klaidų ir formuoti naują požiūrį ir PS kultūrą.

On the grounds of contemporary understanding of emergency management and basing on the general interdisciplinary approach, the article examines competencies necessary for nowadays emergency managers. In the contemporary changing world, individual, community and the state permanently encounter a variety of threats and possible threats. The states, as the main interested parties, responsible for emergency management on different levels of management, are most interested in qualitative and effective management of such situations on all the levels. Using interdisciplinary approach towards 'extreme situations' management, the authors state that in order to successfully manage the threats and the consequences raised by them, different levels of emergency managers have to be competent and the competency model applied to them must be composed of the main two components: the whole of managerial knowledge and leadership skills. Managerial knowledge should be composed of a wide range of managerial subjects relevant to emergency situations, which would enable to effectively manage the situations in the whole range of possible situation. Emergency leadership skills are important in undefined situations, requiring immediate and adequate decisions. Only the managers possessing such competencies will correspond to contemporary requirements and will be able to manage them properly.

This article explores the development of strategic planning and management in the state institutions of Lithuania. The issues of correlation between strategic management and leadership as well as goals set for strategic management from positions of leadership lying within the focus of recent theoretical studies have been taken as the essential dimension to this research. The analysis of formal strategic planning methodology, in particular, its requirements for the content of plans and the planning process, and its change has been carried out based on this approach. The horizontal cross-section of the analysis is the analysis of the methodology from the point of view of regulation centralisation-decentralisation. On the ground of the performed analysis, classification of stages in the development of strategic management is provided. Strategic management prospects are linked to the wider issue of political leadership and democratic strategy communication processes. With respect to this aspect, areas of cooperation for science and public administration practice are sought.DOI: http://dx.doi.org/10.5755/j01.ppaa.11.1.1405 ; Straipsnyje nagrinėjama strateginio planavimo ir valdymo raida Lietuvos valstybės institucijose. Esminiu tyrimo aspektu pasirinkta pastaruoju metu teoriniuose darbuose akcentuojama strateginio valdymo ir lyderystės sąsajos problematika, iš lyderystės pozicijų strateginiam valdymui keliami uždaviniai. Šiuo rakursu atlikta oficialios strateginio planavimo metodikos, ypač jos reikalavimų planų turiniui ir planavimo procesui, kaitos analizė. Horizontalus analizės pjūvis – metodikos nagrinėji-mas reguliavimo centralizavimo-decentralizavimo požiūriu. Remiantis analize, siūloma strateginio valdymo raidos etapų klasifikacija. Strateginio valdymo perspektyva siejama su politinės lyderystės, demokratinių strategijos komunikacijos procesų stiprinimu. Šiuo aspektu ieškoma mokslo ir viešojo administravimo praktikos bendradarbiavimo krypčių.DOI: http://dx.doi.org/10.5755/j01.ppaa.11.1.1405