The public sector in Poland does not have its own standard of project management, therefore the article will analyze the problems of public projects realization due to their specific characteristics, as well as the problems associated with the use of the Project Cycle Management methodology (PCM).

The new reality forces local governments to look for alternative methods to finance their structural investment projects. Apart from the EU funds, available effective methods of financing may also include public-private partnership and hybrid Project.
This requires unifi cation of project documentation and introduction of more favourable legal regulations.

Projectification of Public Sector in Poland — Implications for Local Government Organizations

The paper discusses the impact that extensive introduction of project management, that caused projectifi cation of public sector, exerts on public organizations. Considerations apply to both the projectifi cation process, its essence, as well as the operation of projectifi ed public organizations including local government organizations. The authors draw attention to the fact that the initial enthusiasm and uncritical assessment of projects, as an antidote to the bureaucracy of the public sector, may be premature. Projectifi cation causes a number of changes that are not always positive and also further limit the activities of public organizations.

Streszczenie

Artykuł omawia wpływ, jaki intensywne wprowadzenie zarządzania przez projekty, które wywołało projektyzację sektora publicznego, wywiera na organizacje publiczne. Rozważania dotyczą zarówno samego procesu projektyzacji, jego istoty, jak i funkcjonowania organizacji sprojektyzowanego sektora publicznego, w tym organizacji samorządu terytorialnego. Autorki zwracają uwagę na fakt, iż pierwotny entuzjazm i bezkrytyczne spojrzenie na projekty jako antidotum na biurokrację sektora publicznego mogły być pochopne. Projektyzacja powoduje bowiem wiele zmian, które nie zawsze są pozytywne, a także dodatkowo ograniczają działania organizacji publicznych.

The objective of the paper is to carry out preliminary review of project management approach introduced into the sphere of public management in Poland by the EU programming policy. One of driving forces of this new approach as a result of the EU infl uence was to develop new culture within the Polish public management system. Key element of  the new culture is delegating part of public policies delivery for the NGO sector on project basis.
Our review indicates quite complex picture with some key features of particular importance: a) project approach enforced trends for professionalization and growing up of size/budgets of some NGOs through high procedural and fi nancial requirement to be met by NGOs to apply and successfully implement projects; b) however, the same  equirement created a formal institutional wall for smaller organizations; c) it seems that some concerns related to overdependence of NGOs to donors at the expense of bottom-up identifi ed areas of interventions proved to be to overdue. Programmes provides really wide spectrum of “translation” of local needs into EU programmes languages.

Systematics of Real Estate Tenders in Poland — a Comparative Analysis of Detailed Procedures

This article presents the tender as a tool of real estate transactions and systematizes public tenders of real estate to the light of the legislation in force in Poland. The main part of the thesis is the analysis of detailed procedures based on a comparison of selected characteristics of real estate auctions organized by various public bodies in relation to the regulations contained in Real Estate Management Act in 1997. In addition, the article shows tender operations carried out by State-owned enterprises, the company created as a result of commercialization, including the Polish State Railways. Indicates the need for the unifi cation of certain aspects of these tenders and proposed changes in the law.

Streszczenie

W niniejszej pracy przedstawiono przetarg jako narzędzie obrotu nieruchomościami publicznymi oraz dokonano systematyki przetargów na nieruchomości w Polsce w świetle obowiązujących aktów  prawnych. Główną część pracy stanowi analiza procedur szczegółowych oparta na porównaniu wybranych cech przetargów na nieruchomości organizowanych przez różne podmioty publiczne względem regulacji zawartych w Ustawie o gospodarce nieruchomościami z 1997 roku. Dodatkowo przybliżono czynności przetargowe realizowane przez przedsiębiorstwa państwowe, spółki powstałe w wyniku komercjalizacji, w tym Polskie Koleje Państwowe. Zasygnalizowano potrzebę ujednolicenia  niektórych aspektów tych przetargów oraz zaproponowano zmiany w przepisach prawa.

In today’s complex and ever changing economic environment an organisation can only be successful, if it can meet the needs of its stakeholders. There is an even bigger ethical, social, legal and strategic pressure on the economic and social organisations. This also stands for not only the profi t-oriented corporations but also for budget authorities and any other public organisations. Several organisations have recognised the infl uence of the stakeholders and have tried to meet their needs. That means that they operate a CSR policy on a volunteer base, as the only way for survival. The CSR is not a separate task, nowadays the management of the stakeholders is part of the strategic management, as at times the interests of different groups must be attended.
The present study deals with the infl uence of stakeholders on the CSR practice, it also introduces the differences in stakeholder relationship among corporations of different sizes as well as examining the characteristics of the different actors.
Based on the results of the qualitative research it can be stated that a signifi cant difference can be found in the stakeholder relationship of the small- and medium size enterprises (SMEs) and of large corporations. The large corporations build their relationship in signifi cantly higher ratio with the nationwide stakeholder, whereas the SMEs encourage communication with the local stakeholders and neglect those nationwide stakeholders that are out of their operational scope. This can be said about the public sector as well, that is large corporations prefer the interaction with this sector at a higher ratio.
However, it is a common characteristic of all Hungarian enterprises that they value the relationship with stakeholders of environmental importance more than the communication with stakeholders of social importance.