Regional and Municipal Management School of Thought

2018 ◽  
Keyword(s):  
Municipal Management ◽  
Management School

Theatrology, the New Cultural Management School in Romania

2018 ◽  
Vol 8 (2) ◽  
pp. 255-273
Author(s):  
Ivona Tătar-Vîstraş
Keyword(s):  
Higher Education ◽  
Secondary School ◽  
Labour Market ◽  
Paradigm Shift ◽  
Cultural Management ◽  
National Theatre ◽  
New Directions ◽  
Management School

Abstract We are witnessing a paradigm shift regarding the theatrologist’s position in the Romanian theatre environment. While, until recently, theatrology meant cultural journalism, this definition is no longer sufficient or attractive for secondary school graduates. Romania’s higher education offer has changed increasingly in the last years, in the attempt to keep up with the requirements of the labour market; the solution was provided by the area of cultural management. Every last faculty in this sector covers the new direction of study and research. This article seeks to investigate the existing educational offers, which should allow an understanding and a new complete image of the theatrologist in Romania; in our opinion, this image will have an increasing impact on the national theatre community, shaped, of course, by the new directions of study.

IN SEARCH OF EDUCATIONAL STRATEGY FOR UKRAINE

2016 ◽  
Author(s):  
Viсtor Ognevyuk
Keyword(s):  
Secondary Education ◽  
Primary Education ◽  
School Management ◽  
Education Quality ◽  
Quality Of Education ◽  
Global Competitiveness ◽  
The World ◽  
Management School ◽  
Global Competitiveness Report

The article deals with the world rating of Ukrainian educational sphere according to The Global Competitiveness Report and UNESCO Science Report. It shows comparative indices of Ukraine in contrast to the other countries of these world ratings according to the “Quality of primary education”, “Penetration of primary education”, “Penetration of secondary education”, “Quality of secondary education”, “Quality of education in Sciences”, “Quality of school management”, “School access to the internet” and others. The article also defines strategic directions of reforming Ukrainian education system to improve its position in the world international ratings.

(Manpower Corruption in the State and Municipal Management)

2015 ◽  
Author(s):  
Kerem Magomedov ◽  
Boris Ponomarenko ◽  
Vlldimir Sullmov ◽  
I Rybakova
Keyword(s):  
The State ◽  
Municipal Management

SPECIFICS OF INFORMATION RISKS IN THE MUNICIPAL MANAGEMENT SYSTEM OF MODERN RUSSIA

2019 ◽  
Vol 1 (6) ◽  
pp. 15-24
Author(s):  
N.R. Balynskaya ◽  
◽  
O.V. Ibragimova ◽  
V.V. Chuprin ◽  
S.Yu. Volkov ◽  
...  
Keyword(s):  
Management System ◽  
Municipal Management

KHL: Consulting for Managing Sales Force Attrition (A)

2018 ◽  
Vol 15 (2_suppl) ◽  
pp. S25-S43
Author(s):  
Unnikrishnan K Nair ◽  
Keyoor Purani
Keyword(s):  
Qualitative Data ◽  
Sales Force ◽  
Top Management ◽  
Focus Group Discussions ◽  
Group Discussions ◽  
Hr Management ◽  
Large Pharmaceutical Company ◽  
Management School ◽  
Depth Interviews ◽  
Dynamic Interplay

Kalpak Healthcare Limited (KHL), a large pharmaceutical company in the southern part of India, once faced severe sales force turnover in its Life Branded Medications SBU, popularly called the Branded SBU (B-SBU). It became an issue of highest concern to the top management of KHL; so they appointed a team of consultants from a premier management school in the region to study the issue and recommend possible solutions and strategies. Over a period of 6 months, the consultants conducted extensive research—studying internal company records, analysing the industry and external environment, gathering qualitative data through in-depth interviews (DIs) and focus group discussions (FGDs) among KHL employees and executing a division-wide quantitative survey labelled as Manpower Mood Meter (M3) among the field executives—and finally came up with recommendations. The case is organized as two independent, successive ones—A and B. Case (A) describes the consultants’ engagement with KHL and ends with them pondering over the types of analyses to be done with the huge volume of data they had collected. Case (B) details the kinds of analyses they actually do and the inferences they draw. The set of recommendations the consultants finally make to the KHL top management is given in the epilogue of the teaching note. The critical value of this case lies in its ability to open up the students’ minds to the dynamic interplay of multiple factors—individual, managerial, organizational, industrial-contextual and historical—that holistically affect a phenomenon like ‘attrition’ in organizations. This could perhaps also be one of those rare cases that makes use of the principles of System Dynamics in a real, applied and combined context of marketing and human resource (HR) management.

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