Issue 1, 2014

The article’s objects of research are the specific dimensions of management roles in a team environment. Its main focus is the organizational context in which self-managed work teams function. It identifies the key changes in managers' attitudes, when they perform their roles during transformation from traditional to team-based structures. It analyzes the main issues in social practice, while seeking solutions for developing managerial potential. It explores specific means and tools for effective and adequate stimulation of managerial support. The conclusion that must be made is that sustainable development of SMWT and creating added value for the organization requires senior management to redesign and reorganize stereotypical internal interactions in accordance with the specific characteristics of the new team environment. Otherwise there is a potential for problems and possible failure of the SMWT concept.
JEL: D03; D74; C81

This paper incorporates the interdisciplinary New Institutional Economics and suggests a holistic framework for analyzing, assessing and improving the system of environmental management in agriculture. First, the importance of issue is presented and a short review on the state of economic studies in the area is made. The needs and mechanisms of agro-eco-management are clarified. Institutional, behavioral, technological, natural etc. factors of agro-eco-management efficiency are identified. The Discrete Structural Analysis is used and the principal market, private, and public modes for effective agro-eco-management are determined. Finally, stages for analyzing and improvement of eco-management in agriculture are presented.
JEL: O13; O17; Q12; Q18; Q24; Q28

The latest roles of the human resources managers in industrial businesses are revealed in this study. They are based on the concept, that the dynamic changes in the environment, the characteristics of the production activity and the specific features of human resources determine the trends in the behavior of these professionals and their modified roles. The causes for the changes are reviewed systematically. The recent tendencies and the key contradictions impeding their implementation are outlined. The author is of the opinion, that an integrated systematic, structural, complex and flexible approach should be applied to define the roles and to align them with the other components, expressing the essential aspects of the activities of HR managers and specialists in industrial businesses.
JEL: J20; M12; M54; O15

This article summarizes some unorthodox aspects of the institutional approach to the markets as social structures (institutions). Demonstrated is the possibility to extend the new institutional analysis, based on the concepts of formal and informal rules, property rights, transaction costs, limited rationality and social networks, considering the role of social phenomena such as power, status competition and cognitive challenges of the greater selection opportunities. The conclusions of the proposed extended institutional approach are related to the problem of the long-term sustainability of the market society.
JEL: A12; B52; B41; P16

Marketizing the up-to-date forecasting is a component of its general transformation process. It reflects the fluctuating relation between forecasting and market mechanism. In this study it is considered an interaction between making estimates and the market logic. The following aspects are monitored: 1) intensive introduction of the forecasting elaboration process into the market supply, making forecasting an object of business activity and offering forecasts as goods in the market exchange; 2) the changes in the forecast functions in the capital accumulation process within the financial sector.
JEL: D84; L84; G20; Y20