Dialog

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  Intelligence and Managerial Behavior in Management of Organization

  The article examines issues related to intelligence and behavior of managers in an organization. Managers today face different challenges and problems arising from the business environment and the dynamics of social process. In this context most of them need competencies that are essential to deal with business ventures in the organization. The ... The article examines issues related to intelligence and behavior of managers in an organization. Managers today face different challenges and problems arising from the business environment and the dynamics of social process. In this context most of them need competencies that are essential to deal with business ventures in the organization. The publication is a brief retrospective review of the types of intelligence (emotional, social and practical) and considers their specific characteristics. An integrative model of intelligence is proposed and behavior of managers in the organizational environment has been proposed.

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  Management of Loan Capital in Financing Structure of The Enterprise: Theoretical and Methodical Foundations

  In the article are explained the essence of the concepts of "loan" and "borrowed" capital. We considered that the loan capital of company characterizes part of the financial resources of the enterprise what is temporarily involved in economic activities and they can be sent to the capital market for additional income from the investment. It is ... In the article are explained the essence of the concepts of "loan" and "borrowed" capital. We considered that the loan capital of company characterizes part of the financial resources of the enterprise what is temporarily involved in economic activities and they can be sent to the capital market for additional income from the investment. It is advisable to understand that the borrowed capital is the financial resources of the enterprise, not belonging to him by right of ownership, but raised them in economic activities from different sources and in different forms on terms of maturity, repayment and interest payment in order to fulfill the objectives of the program of its activities. The theoretical and methodical principles of borrowed capital management have been investigated, in particular: the directions of management (planning and capital employed, assessing the efficiency of capital employed, monitoring the timely servicing and repayment of debt); characterized by the principles on which is based capital management (accounting principle prospects of development of business, the principle of matching amounts of borrowed capital and the formation of the assets of the enterprise, the principle of optimality of capital structure from the standpoint of its effective function, the principle of ensuring the efficient use of capital employed in the course of economic activity). Criteria of optimization of the borrowed capital to calculate its weighted average cost and term borrowings have been proposed. A formula procedure for determining the weighted average cost of borrowed capital employed, which is based on the approximation of streaming method has been developed.

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  Communication Management in Co-Activity Environment

  Communication is an essential part of the management activities. It appeared and developed under the influence of several factors in a defined medium. The ability to influence management communication affects and forms co-actors – positive, negative and neutral; and contributes to the total score and specific relationships in the ... Communication is an essential part of the management activities. It appeared and developed under the influence of several factors in a defined medium. The ability to influence management communication affects and forms co-actors – positive, negative and neutral; and contributes to the total score and specific relationships in the organization. The structure of the article is as follows: introduction; part one presents the role of co-activity environment managerial communication; part two presents policy and law as a compensatory mechanism of the co-activity system; part three examines the development of management relations in terms of co-activity; and conclusion.