Mateusz Lewandowski

Implementation of the organizational changes is one of the most emphasized needs of public cultural institutions. One of the instruments increasing effectiveness of management of such institutions are organizational innovations. In this paper on the basis of the literature analysis the most important defi nitions of organizational innovations were presented, as well as the benefits of implementing this type of innovations. In the end some limitations of this research were pointed.

Managerial role of Union project coordinator implemented by social aid centres

The implementation of EU projects is widespread in public organizations. The effectiveness of its process largely depends of competence the project team and the roles each of members. Aim of the study is identify a managerial roles in project management and the importance of these roles in process of project management. The study included projects Human Capital Operational Program implemented by social aid centers. This is a new problem in the area of public ​​management and need to be solved.

Streszczenie

Realizacja projektów unijnych jest zjawiskiem powszechnym w organizacjach publicznych. Skuteczność ich wdrażania w dużej mierze zależy od kompetencji zespołów projektowych i ról pełnionych przez ich członków. Wobec czego w opracowaniu jako cel przyjęto określenie ról menedżerskich, które pełni koordynator projektów systemowych Programu Operacyjnego Kapitał Ludzki, realizowanych przez ośrodki pomocy społecznej i ich znaczenia w procesie zarządzania projektem współfinansowanym ze środków unijnych. Jest to stosunkowo nowe zagadnienie i słabo do tej pory rozpoznane na gruncie nauk o zarządzaniu. Posiada dodatkowo istotne znaczenie dla praktyki.


 

Background. Gathering information on the innovativeness of public organizations is a contemporary challenge for public policy-makers. The arts and culture sector in Poland needs more coherent and comprehensive data regarding innovations. Yet, there is no single classification of innovations, which could underlay development of a system for monitoring innovativeness of this sector.
Research aims. The purpose of this study is to cognize the types of innovations in cultural organizations and to propose their consistent typology as a basis for further research.
Method. Typologies of innovations derived from literature review has been grouped according to the components of the Aesthetic-Economic Situation Model. This revealed the potential areas where innovations may appear, what was verified through an instrumental case study. In order to collect the empirical data triangulated methods were applied and encompassed: structured interview, organizational documents analysis, such as annual reports and organizational website, and visual sociology comprising analysis of photographs.
Key findings. Typology of innovations provided by Oslo Manual has limited applicability to draw the full picture of innovativeness of art and cultural organizations, however this classification, after some definitional modifications, may be useful. Nevertheless, additional types such as cultural innovation, perception innovation, and functional innovation have been confirmed to appear in organization from the arts and culture sector.
 

SEARCHING FOR THE MEANING OF CULTURE MANAGEMENT
The debate concerning contemporary culture management reveals a variety of approaches It is the outcome of different paradigms and values, individual experiences and also of the ambiguity of the word culture and the imprecise understanding of the role which management should play. Finding a common space for trade-off is important and necessary. It requires answering the following questions: what does it mean to manage culture? Who is a culture manager? The aim of this paper is to try to provide some answers to these questions. The major clues are the functional approach to culture assets and perceiving man as a carrier of culture. The study was supplemented with a few aspects of the theory of organization and management, mainly concerning the praxeological understanding of organizational effectiveness

Zmiany zachodzące w zarządzaniu gospodarką nie ominęły także publicznego sektora kultury. Towarzyszy im poszukiwanie rozwiązań menedżerskich specyficznych dla poszczególnych sfer sektora publicznego. Zarządzanie w sektorze publicznym, w tym także zarządzanie instytucjami kultury, niesie wiele dylematów, często nieobecnych w sektorze prywatnym. W konsekwencji zapomina się o potrzebie mierzenia efektywności zarządzania w tych placówkach albo też w ogóle nie dostrzega się takiej potrzeby. Celem tego artykułu jest zwrócenie uwagi na konieczność uwzględniania efektywności w zarządzaniu instytucjami kultury, a także zaproponowanie takich wskaźników jej pomiaru, które pomogą lepiej opisać efektywność zarządzania publicznymi jednostkami kultury i wykorzystania środków publicznych na rozwój kultury.