Acta Universitatis Lodziensis. Folia Oeconomica nr 025/1982http://hdl.handle.net/11089/63732024-03-29T15:56:06Z2024-03-29T15:56:06ZProces tworzenia kombinatów w przemyśle elektromaszynowym Polski. Aspekty organizacyjneSzeloch, Zbigniewhttp://hdl.handle.net/11089/71532018-02-01T11:17:56Z1982-01-01T00:00:00ZProces tworzenia kombinatów w przemyśle elektromaszynowym Polski. Aspekty organizacyjne
Szeloch, Zbigniew
The author presents results of researches the aim of
which was analysis of the process of establishing combines in
Polish electroengineering industry.
Focussing his attention on organizational aspects of the
problem, the author discusses prerequisites of establishing
combines, goals of their establishment, and process of launching
combine unite in electro-engineering Industry.
Assessing this process the author comes to the conclusion
that: 1) it lasted too short a time
2) selection of industrial branches in which industrial
combines were to bo set up was not always based on rational
prereguisites
3) wrong criteria were sometimes employed in the process
of establishing combines
4) certain legal, territorial, and social barriers appeared
in the process of establishing combines.
The observed mistakes were hampering smooth introduction of
this new organizational form in the industry under survey.
1982-01-01T00:00:00ZSfery decyzyjne w zintegrowanym organizmie przemysłowymListkiewicz, Jerzyhttp://hdl.handle.net/11089/71512018-02-01T11:17:56Z1982-01-01T00:00:00ZSfery decyzyjne w zintegrowanym organizmie przemysłowym
Listkiewicz, Jerzy
The article discusses decisional spheres existing in the
integrated industrial organism.
In the first part at the article the author is proving
that over a short time period the decision-maker's intervention is restricted by a number of external and internal
factors narrowing the field of decision-making manoeuvre with
this field being extended in a longer time period.
In the second part, the author presents integration forms
referring to companies in the modern shape i.e.:
1) uniting 3 fundamental spheres of activity - preproduction, production activity in its strict sense, and postproduction activity,
2) oriented at accomplishment of tasks on a large scale,
3) based on vertical structure of industrial activity.
The author is also warning against interpretation of
the outlined trends in development of companies as schemes
drawing attention to the need for elastic treatment of the
presented models.
In the third part of the article quoting some examples the
author points at measurable conditions which must be fulfilled for decisional spheres in the company to be separable
and contributing to accomplishment of the outlined goals of
activity.
1982-01-01T00:00:00ZO istocie struktur organizacji: skonsolidowana jedność czy niespójna wielość?Mreła, Krzysztofhttp://hdl.handle.net/11089/71482018-02-01T11:17:56Z1982-01-01T00:00:00ZO istocie struktur organizacji: skonsolidowana jedność czy niespójna wielość?
Mreła, Krzysztof
The article discusses this direction of research procedure
which appears to be especially promising when we are analyzing
the nature of organizational structures. In line with this initial assumption the author distinguishes between: overall level (referring to the organizational structure as an entity) and elementary level concerning components parts of the structure such as power hierarchy, management area, labour division etc). Can we speak about the organizational structure as coherent entity on the basis of empirical knowledge about component parts of the structure and relationships between level and manner of the organization's structuring in a given respect and level and manner of its structuring in other respects.
1982-01-01T00:00:00ZIntensyfikacja funkcji handlowych w procesach wzrostu przedsiębiorstw (na przykładzie przemysłu lekkiego)Kucińska, Krystynahttp://hdl.handle.net/11089/71392018-02-01T11:17:57Z1982-01-01T00:00:00ZIntensyfikacja funkcji handlowych w procesach wzrostu przedsiębiorstw (na przykładzie przemysłu lekkiego)
Kucińska, Krystyna
The article begins with discussion of general problems connected
with growth of companies to be followed by presentation
of different kinds of the market strategy models as pursued by
industrial companies. Main attention is focussed on two kinds of
strategy - distribution strategy and marketing strategy, which
are most common in light industry companies. The article discusses
also basic assumptions of the marketing sale strategy in
the light industry as well as organizational structures of the
dynamic marketing in conditions of companies growth.
1982-01-01T00:00:00Z