M19 - Business Administration: OtherReturn

In this article simple and understandable framework for the creation of the crisis management system is presented. When creating framework two premises were respected - crisis management is seen as a system and as a process. Mind map in which substantial causal relation were captured is default for framework creating. Framework is prepared to engage a sequence of individual steps, the reason for their implementation, dates and responsible person/team. Presented framework is a tool for the practice of managers, especially those of small organisations. It has been successfully applied in several small organisations.

As a result of constant changes in a business environment, companies are confronted with a significant number of risks. Such development is supposed to bring higher risk management requirements. Demands on systematic risk management framework creation are also newly included in revised ISO 9001:2016 standard. Under these conditions, companies should pay sufficient attention to risk management methods. The aim of the paper is to focus on risk management methods and their possible evaluation. Particular views on existing evaluation or classification of methods available from resources focused on the issue of the risk management methods are described and possibilities for further categorization of methods are outlined. In the paper an attempt to examine approaches to risk management and methods in a real business environment through a questioning. Due to a smaller number of respondents the questioning is used as a complementary to the overview of methods and approaches and to provide a starting point for a further research.

The aim of this article is to present skills and abilities of a crisis manager, which managers of small businesses identified, and the evaluation of their significance for the performance of this function. A similar model or summary of these skills and abilities has not been identified in both Czech and foreign literature. For its creation it was necessary to carry out survey. A pilot survey was conducted on a sample of 350 respondents. An overview of abilities and skills was generated based on brainwriting. A mind map depicts generated proposals into two levels. To determine the significance of the identified skills the Saaty's method was used. Skills and abilities are concentrated in three groups - managerial, interpersonal and technical. Also different attributes of individual skills according to the level of their development were established. The model of required skills and abilities was created in cooperation with respondents and experts from crisis management. It can be a useful tool for businesses because this methodological aid is not yet included the in the database of competences.

The article provides a view of ICT support for the introduction and use of Balanced Scorecard in Slovakia. We assess the technical implementation of BSC through the evaluation of the methodology and the tools supporting the implementation of the BSC. Questionnaires and controlled interviews have been used within 16 Slovak ICT companies with implemented BSC system. Nowadays, managers are offered wide range of software tools, which not only declare the results, but also map the strategy and show the relationship of cause and effect, plan and create scenarios. Given today's large volumes of data, the difficulty of collecting, processing and archiving, we believe that IT support is necessary for successful implementation of the system. This is confirmed by research results, where almost one third of respondents use a model approach of the implementation of BSC. The model approach is significantly different from approaches in management theory, mostly in strong link to external support tool - software. Application of any software solution should take into account that the BSC is a management system, not a system for dealing with information and technical problems in the company.

The paper is devoted to questions of economic evaluation of website running. Suitable bases for rational examination of actual state and possible development are essential for decision making within further development. Possibilities of quantification of contributions and expenses resulting from web running are discussed. Hereat contributions assessment is fundamental, especially with consideration of non-transaction profits. Majority of methods are namely limited to assessment of contributions resulting from realized transactions (executed sales typically). Aspect of expenses is also briefly mentioned at the close.

This article pursues issues of strategy and strategic management in area of purchasing (procurement) as the department in organizational structure of the company and from the position of its functions. Further the article ruminates over the risks, advantages and disadvantages of single and multiple sourcing strategies in connection to internal affairs of the company and also to external reversible relation between the company and its market surroundings.

This article deals with selected issues of implementation of the model of management of strategic and operative performance of business processes. The author in pursuance of the proposed model of management of strategic and operative performance of business processes and verifies this model in one of the chosen company. Author proposes the key assumptions of the model in terms of business practice and clarifies several issues that may be in future the potential barriers of implementation of this model in other enterprises.