Suchergebnisse

Principles of good governance in evaluating sustainable development policies are highly important because they contribute to the long-term commitment and strategic objectives, policy coherence through vertical and horizontal coordination, open and transparent stakeholder participation and consultation process, and brings sustainable development policies and strategies closer to local communities and humans. The inclusion of good governance framework into sustainable development policy evaluation phase would increase the effectiveness of social, economic and environmental policies, strengthen the role of democratic institutions according to people's needs and improve infrastructure. Analysis of legislation and strategic documents of the Baltic countries revealed the Lithuanian, Latvian and Estonian mutual sustainable development and good governance objective of seeking human well-being, quality of life and cultural integrity in strengthening society and government, encouraging good behavior of citizens. An evaluation of sustainable development policy based on the analysis of sustainable development indicators revealed that in comparison with Latvia and Estonia, sustainable development policy in Lithuania is not sufficiently effective and there is a lack of trust and participation among citizens. ; Augančios ekonominės problemos, veikiantys socialinių grupių interesai, didėjantys aplinkosauginiai reikalavimai ir besiformuojantys pasauliniai instituciniai tinklai darnų vystymąsi pavertė itin svarbiu procesu, kurio pagrindas yra kryptinga darnaus vystymosi politika. Ši politika privalo skatinti ir užtikrinti ekonominių, socialinių ir aplinkosauginių klausimų integravimą. Šiuose politiniuose pokyčiuose ypatingą vaidmenį vaidina visuomenės ir interesų grupių dalyvavimas, atvirumas, viešumas, skaidrumas, demokratija, pasireiškiantys kaip gero valdymo principai. Darnaus vystymosi politikos sėkmę ir gero valdymo reikšmę šios politikos cikle apibrėžia viena pagrindinių politikos analizės funkcijų – politikos vertinimas. Darnaus vystymosi politikos vertinimo poreikis grindžiamas tuo, kad šios funkcijos dėka valstybinėms institucijoms yra suteikiama informacija apie tai, ar šios politikos intervencija buvo reikšminga, efektyvi, veiksminga ir priimtina pilietinei visuomenei bei suinteresuotosioms šalims, kokių jos padarinių sulaukta. Gero valdymo principai vertinant darnaus vystymosi politiką užima itin svarbią vietą, kadangi prisideda prie ilgalaikių įsipareigojimų ir strateginių uždavinių, politikos nuoseklumo per vertikalų ir horizontalų koordinavimą, atviro ir skaidraus suinteresuotųjų pusių dalyvavimo ir konsultavimo proceso, taip pat priartina darnaus vystymosi politiką ir strategijas arčiau vietinių bendruomenių ir žmonių. Gero valdymo konteksto įtraukimas į darnaus vystymosi politikos vertinimo stadiją padidintų socialinės, ekonominės ir aplinkos apsaugos sričių politikų veiksmingumą, stiprintų demokratinių institucijų atsaką žmonių poreikiams bei pagerintų infrastruktūrą. Straipsnio tikslas – įvertinti darnaus vystymosi politiką Baltijos šalyse gero valdymo kontekste. Straipsnio uždaviniai: 1) atskleisti darnaus vystymosi politikos vertinimo teorinius aspektus darnaus vystymosi kontekste; 2) išnagrinėti Baltijos šalių darnaus vystymosi bei gero valdymo teisinius ir strateginius dokumentus; 3) identifikuoti Baltijos šalių darnaus vystymosi rodiklių sąveiką gero valdymo kontekste. Straipsnyje naudoti tyrimo metodai: mokslinės literatūros, teisinių bei strateginių dokumentų analizė, lyginamoji antrinių duomenų analizė (Eurostato statistiniai duomenys). Atlikta Baltijos šalių teisės aktų ir strateginių dokumentų analizė patvirtina, kad šios šalys yra suinteresuotos savo piliečių gerove ekonominėje, socialinėje ir aplinkosaugos srityse. Kiekybinio tyrimo metu surinktų Eurostato rodiklių analizė atskleidė, kad, nepaisant istorinių ir demografinių panašumų, Baltijos šalys pasiekė skirtingų rezultatų, ko pasekoje darnaus vystymosi politika buvo vertinama labai įvairiai. Išsami Baltijos šalių darnaus vystymosi rodiklių analizė atskleidė, kad Lietuvos rezultatai Latvijos ir Estijos atžvilgiu daugelyje sričių yra prastesni. Dėl tokių rezultatų Lietuvos darnaus vystymosi politika yra vertinama neigiamai. Trūkstant gero valdymo rodikliams yra sunku įvertinti darnaus vystymosi politiką gero valdymo kontekste.

Globalization, economic crisis, political changes, increasing expectations of society and dissatisfaction with policy implemented by the government visibly increases the changes in civil service institutions as well as conditions the necessity of strategically thinking and active senior executives in civil service. The performance results of public sector mostly depend on senior executives` professionalism, competences in leadership, ability to focus and motivate civil servants so they can reach set goals. Therefore, one of the most important tasks in every country is to create a professional and competent civil service, which would be able to function effectively in rapidly changing and complex environment. The necessity of well-prepared and competent public senior executives in present modern institutions is increasing. There are many classifications of competences in the scientific literature. Summarizing these classifications of competences, the authors distinguish two main groups of competences: common and strategic competences. Group of common competences, which are required to take particular position, consists of following competences: personal, social, professional and managerial. Meanwhile group of strategic competences consists of four main competences: cooperation, single-mindedness, possession of vision and leadership. According to respondents' statements it was determined that in group of common competences (which consists of personal, social, professional and managerial competence) the least demonstrated competence of senior executives of Lithuanian self-government administrations is managerial one (that involves logical, analytical, systemic thinking and so on). In the group of common competences, social competence oriented towards cooperation, partnership, training and development was assessed as most positive. During assessment of strategic competences, it was determined that all criteria of strategic competences groups (cooperation, single-mindedness, possession of vision and leadership) where assessed by the respondents as important.

Globalization, economic crisis, political changes, increasing expectations of society and dissatisfaction with policy implemented by the government visibly increases the changes in civil service institutions as well as conditions the necessity of strategically thinking and active senior executives in civil service. The performance results of public sector mostly depend on senior executives` professionalism, competences in leadership, ability to focus and motivate civil servants so they can reach set goals. Therefore, one of the most important tasks in every country is to create a professional and competent civil service, which would be able to function effectively in rapidly changing and complex environment. The necessity of well-prepared and competent public senior executives in present modern institutions is increasing. There are many classifications of competences in the scientific literature. Summarizing these classifications of competences, the authors distinguish two main groups of competences: common and strategic competences. Group of common competences, which are required to take particular position, consists of following competences: personal, social, professional and managerial. Meanwhile group of strategic competences consists of four main competences: cooperation, single-mindedness, possession of vision and leadership. According to respondents' statements it was determined that in group of common competences (which consists of personal, social, professional and managerial competence) the least demonstrated competence of senior executives of Lithuanian self-government administrations is managerial one (that involves logical, analytical, systemic thinking and so on). In the group of common competences, social competence oriented towards cooperation, partnership, training and development was assessed as most positive. During assessment of strategic competences, it was determined that all criteria of strategic competences groups (cooperation, single-mindedness, possession of vision and leadership) where assessed by the respondents as important.

Globalization, economic crisis, political changes, increasing expectations of society and dissatisfaction with policy implemented by the government visibly increases the changes in civil service institutions as well as conditions the necessity of strategically thinking and active senior executives in civil service. The performance results of public sector mostly depend on senior executives` professionalism, competences in leadership, ability to focus and motivate civil servants so they can reach set goals. Therefore, one of the most important tasks in every country is to create a professional and competent civil service, which would be able to function effectively in rapidly changing and complex environment. The necessity of well-prepared and competent public senior executives in present modern institutions is increasing. There are many classifications of competences in the scientific literature. Summarizing these classifications of competences, the authors distinguish two main groups of competences: common and strategic competences. Group of common competences, which are required to take particular position, consists of following competences: personal, social, professional and managerial. Meanwhile group of strategic competences consists of four main competences: cooperation, single-mindedness, possession of vision and leadership. According to respondents' statements it was determined that in group of common competences (which consists of personal, social, professional and managerial competence) the least demonstrated competence of senior executives of Lithuanian self-government administrations is managerial one (that involves logical, analytical, systemic thinking and so on). In the group of common competences, social competence oriented towards cooperation, partnership, training and development was assessed as most positive. During assessment of strategic competences, it was determined that all criteria of strategic competences groups (cooperation, single-mindedness, possession of vision and leadership) where assessed by the respondents as important.

Globalization, economic crisis, political changes, increasing expectations of society and dissatisfaction with policy implemented by the government visibly increases the changes in civil service institutions as well as conditions the necessity of strategically thinking and active senior executives in civil service. The performance results of public sector mostly depend on senior executives` professionalism, competences in leadership, ability to focus and motivate civil servants so they can reach set goals. Therefore, one of the most important tasks in every country is to create a professional and competent civil service, which would be able to function effectively in rapidly changing and complex environment. The necessity of well-prepared and competent public senior executives in present modern institutions is increasing. There are many classifications of competences in the scientific literature. Summarizing these classifications of competences, the authors distinguish two main groups of competences: common and strategic competences. Group of common competences, which are required to take particular position, consists of following competences: personal, social, professional and managerial. Meanwhile group of strategic competences consists of four main competences: cooperation, single-mindedness, possession of vision and leadership. According to respondents' statements it was determined that in group of common competences (which consists of personal, social, professional and managerial competence) the least demonstrated competence of senior executives of Lithuanian self-government administrations is managerial one (that involves logical, analytical, systemic thinking and so on). In the group of common competences, social competence oriented towards cooperation, partnership, training and development was assessed as most positive. During assessment of strategic competences, it was determined that all criteria of strategic competences groups (cooperation, single-mindedness, possession of vision and leadership) where ...

Globalization, economic crisis, political changes, increasing expectations of society and dissatisfaction with policy implemented by the government visibly increases the changes in civil service institutions as well as conditions the necessity of strategically thinking and active senior executives in civil service. The performance results of public sector mostly depend on senior executives` professionalism, competences in leadership, ability to focus and motivate civil servants so they can reach set goals. Therefore, one of the most important tasks in every country is to create a professional and competent civil service, which would be able to function effectively in rapidly changing and complex environment. The necessity of well-prepared and competent public senior executives in present modern institutions is increasing. There are many classifications of competences in the scientific literature. Summarizing these classifications of competences, the authors distinguish two main groups of competences: common and strategic competences. Group of common competences, which are required to take particular position, consists of following competences: personal, social, professional and managerial. Meanwhile group of strategic competences consists of four main competences: cooperation, single-mindedness, possession of vision and leadership. According to respondents' statements it was determined that in group of common competences (which consists of personal, social, professional and managerial competence) the least demonstrated competence of senior executives of Lithuanian self-government administrations is managerial one (that involves logical, analytical, systemic thinking and so on). In the group of common competences, social competence oriented towards cooperation, partnership, training and development was assessed as most positive. During assessment of strategic competences, it was determined that all criteria of strategic competences groups (cooperation, single-mindedness, possession of vision and leadership) where assessed by the respondents as important.

Nowadays people live in a world of many interacting cultures and spend a lot of time communicating across cultures with other people and organizations around the world. Knowledge and skills of intercultural communication and the employees' familiarity with the cultural practices of their assignments are in demand in many professions. The need for intercultural competence research in the 4th industrial revolution arises from economical, political and labor changes, and increased use of information technology. The article is aimed at revealing the importance of intercultural competence in the organizations during the 4th industrial revolution. The publication presents the main findings of the research, which confirmed that employees' intercultural competence is influenced by their education and age; relationships among intercultural competence of employees and their education and age are moderated by different sectors; expectations towards international cooperation are positively related to the perceived importance of intercultural competence; public sector is different from others because of its expectations and tolerance relation, which is not typical in other sectors.

Nowadays people live in a world of many interacting cultures and spend a lot of time communicating across cultures with other people and organizations around the world. Knowledge and skills of intercultural communication and the employees' familiarity with the cultural practices of their assignments are in demand in many professions. The need for intercultural competence research in the 4th industrial revolution arises from economical, political and labor changes, and increased use of information technology. The article is aimed at revealing the importance of intercultural competence in the organizations during the 4th industrial revolution. The publication presents the main findings of the research, which confirmed that employees' intercultural competence is influenced by their education and age; relationships among intercultural competence of employees and their education and age are moderated by different sectors; expectations towards international cooperation are positively related to the perceived importance of intercultural competence; public sector is different from others because of its expectations and tolerance relation, which is not typical in other sectors.