The optimisation of water resources management requires appropriate economic instruments with respect to quality and quantity. The EU-approved regulations are to a large extent political and neglectful of the principles of optimisation. With regard to the numerous types of water utility, its quality and quantity management rules call for a rather complex apparatus, which fails to find acceptance among the law-making body in the field of natural resources and environmental services. This paper aims to provide a thorough analysis of EU water policies using standard tools of environmental economics. The analysis is based on the Polish experience of implementing some of the key EU regulations concerning water resources. The paper shows the inefficiency of the prescriptive approach as well as of its unsuccessful corrections.

The article presents the status of quality in various management concepts (in outsourcing, supply chain management, TQM). It has been assumed that quality status defines the function and/or the significance of quality in the ORGANIZATION management concept. The carried out studies have demonstrated that the term of quality is most frequently defined in the TQM concept (even though also in this case there are definition disputes). In the remaining concepts of pro-quality management authors refer most often to definitions given by the TQM precursors. The authors describe the role of quality (various approaches) and the fundamental determinants of achieving quality in selected management concepts.

The escalation of the contagion effect results in many consequences in various spheres of life. The important problem, which looks for further discussion is the impact of centralization and self-learning on the ability to response to contagion effect escalation. The system approach methodology seems to be the most appropriate one to resolve such complex issues. For this reason, a procedure of identification of system amidst contagion was developed. Consequently, it was applied to interpret the multinationals response amidst contagion. The authors suggest that each branch can build its own model of prevention against contagion within the decentralized system. Additionally, it should be based on mechanism of self-similarity and redundancy.

The purpose of the article was to analyse the impact of the exhibitor’s cultural context on forms of communication used by exhibitors participating in fairs on culturally different markets. The article characterizes contextuality as a criterion for division of national cultures according to the E. T. Hall model and fairs marketing communication tools. Next, the analysis covers impact of cultural context on communication forms applied by exhibitors. Examples of fairs presentations of exhibitors representing cultures of high, medium and low context have been described. The paper characterizes similarities and differences between the used forms of communication. Finally, strategic implications are indicated for entities including trade fairs in their communication process with their stakeholders.

The aim of the article is to describe the existential aspects of management, as the manager often deals with a situation of subordination of his/her internal (spiritual) world to external circumstances. The manager must first master the skills of control over his own state of mind, and then try to understand the spiritual world of managees. Managerial work involves stress, mental strain, and often unpredictable situations. Introspection, awareness of the selfhood, individuality and selfness – this is the path of the manager to himself. The aim of the article is also the study of the basic directions of the managers’ activity, that are not investigated in the current scientific literature on the theory of management, and the evaluation of the necessary and logical actions in his particular situation. Hence, it may be stated that the existential theory of management shows the way of successful managers, creating themselves through own existential choices and actions resulting from them. The existence and activities of managers are limited by situational nature, and success or failure, conflict and struggle, guilt and death, present in all of their actions are an unavoidable part of such a situation.