Jan Antoszkiewicz, Andrzej
Wojtczak
Towards More Effective Experts
Support to the Central and Eastern
European Countries During Their
System Transition
Annales Universitatis Mariae Curie-Skłodowska. Sectio H, Oeconomia 28, 1-12
A N N A L E S
U N I V E R S I T A T I S M A R I A E C U R I E - S K Ł O D O W S K A L U B L I N — P O L O N I A
VOL. X X V III, 1 SECTIO H 1994
Z a k ł a d O r g a n i z a c j i i Z a r z ą d z a n i a W y d z i a łu E k o n o m ic z n e g o U M C S w L u b l i n i e C e n t r u m M e d y c z n e K s z t a ł c e n i a P o d y p l o m o w e g o w W a r s z a w ie
P r a k t y c z n a S z k o ła I n n o w a c j i w W a r s z a w ie
J a n A N T O S Z K I E W I C Z , A n d r z e j W O J T C Z A K
Towards More Effective Experts Support to the Central and Eastern European Countries During Their System Transition
Z w ięk szen ie e fe k ty w n o śc i p racy ek sp ertó w dla k rajów E uropy Ś rodkow ej i W schodniej w trak cie zm ian sy stem o w y ch
The political changes w hich have sta rte d in 1989 in C entral and E astern E u ropean C ountries m ark s th e beginning of a tra n sitio n process from a n economic sy stem based on c e n trally plan n ed econom y tow ards th e fre e m a rk e t orien ted sy stem and d ecentralized form s of decision- -m aking. This process dem andos th e su b sta n tia l changes of th e m an agem ent philosophy as w ell as p ractices w hich im plies th e developm ent of th e new b ran d of m anagers. They should be ab le to introduce the inn ovative solutions and new m anagerial techniques w hen changing business and in d u stria l en v iro n m en t of d iffe re n t sectors of n ational eco nom y. It calls for th e tra n s fe r of v ariab le experiences and tra in in g m ethods from o th er countries, and th e m ass re train in g and developm ent of th e core of train ers, consultants and teach ers in th e field of m an agem ent and productivity.
H ow ever, to m ake th is process m ore effective and relevant, it is necessary to develop some m ore innovative approaches ad ju sted to th e re a lity of these countries. O ur rem ark s and proposals are based on a four y e a r’s experiences w ith th e in te rn atio n a l tra n sfo rm atio n in Poland.
T he significant cu ltu ral and social differences, strong h istorical tra d i tions and o th e r experiences preclude an autom atic adoption of th e read y- -m ade m ethods and solutions. H ow ever, th e sam e m ethods adapted to th e local conditions, can be used of m an ag em ent and p ro d u ctiv ity in d iffe re n t sectors of n atio n al economy, e.g.: sta te and p riv ate industry, m edium and sm all business, public cen tral and local adm inistration, social 1 A n n a l e s , s e c tio H , v o l. X X V H I
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and h e a lth system s, tra n sp o rta tio n , ecology and e n v iro n m en tal protection, telecom m unication etc.
M erging the m odern knowledge, approaches and experiences of foreign e x p e rts and consultants w ith the experiences of th e local ex p e rts can create th e new m anagerial tools adapted to o u r conditions, needs and possibilities of im plem entation. Polish experience collected d u rin g last few y ears can serve prod u ctivity developm ent for o th e r countries in tra n s itio n process, such as th e Baltic S tates, the C om m onw ealth of In d ep en d en t S ta te s (CIS) i and E uropean C om m unity to m eet th e ir specific needs.
TO W A R D S BETTER M A N A G EM E N T
The successful im p lem en tatio n of system changes in post-com m unistic co u n tries w ill depend on th e capacity of m an agers to im plem ent th e in novative th in k in g and solutions. It involves such factors as:
— know ledge of th e free m a rk e t econom y and th e m ethods used in a system approach,
— skills — ab ility to apply th e acquired know ledge in p ractice, — ab ility to assum e an a ttitu d e supportive to changes, to red irect action tow ard s g re a te r e n tre p re n e u rsh ip and self-em pow erm ent.
T he tra in in g and re train in g of core group of m anag em ent train ers, co n su ltan ts and teachers w ho will be able to prom ote ad facilitate the developm ent of m anagem ent th ro u g h education tra in in g and consulting is an im p o rta n t tool for th e economic deevlopm ent and th e solution of the efficiency of enterprises.
Polish experiences from th e last few y ears show, th a t th e consultants from th e U nited N ations O rganization, th e U nited S tates, Canada, Ja p an and o th e r foreign donor-cou n tries have exp erienced a considerable diffi culties to u n d e rsta n d th e local conditions and changes. The effectiveness of th e ir m otiv ated w o rk has been v e ry often co m p aratively low and som etim e irre le v a n t to the rea l needs of a given coun try .
It is tru e, th a t th e fast changing economic and political situ atio n and rules, in th e post-com m unistic countries, can be fru stra tin g and create d ifficu lties both fo r th e foreign as w ell as fo r th e local ex p erts, th e la tte r ones are b e tte r equipped and adapted to u n d e rsta n d th e situ a tio n and tr y to find th e p ro p e r solutions.
T herefore, if th e know -how funds and e x p e rts’ effo rt of th e donor countries, and su p p o rt of in te rn atio n a l organizations and agencies are to be p ro p erly used, th e close cooperation betw een foreign and local ex perts seem s to be th e p re re q u isite of g re a te r effectiveness, b e tte r use of th e know ledge, experiences and funds to speed up th e tra n s itio n period.
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It has to be stressed, th a t the in te rp re te d lectures of foreign ex p e rts are unsatisfacto ry as th e tool for th e m anagem ent train in g and develop m ent. The tran slatio n usually req u ires to be m oderated by local specialists w ho can provide necessary inform ation on c u ltu ral and o th e r su b sta n tia l aspects of th e problem discussed in o rd er to b rin g it closer to the local needs and reality.
CONCEPT OF T A N D EM S
In o rder to achieve th at, w e p u t fo rw ard th e concept of ’’TANDEM S” — ’’Professional Circles of Specialists” composed of th e local and foreign specialists in a given field, protecting th e ir long-term cooperation. The concept is based on o u r experiences as th e in tern atio n al ex p erts concerned w ith a d iffe re n t aid program s. We observed them from th e both sides:
— as ’’g iv ers”, w hen w e h ave w orked as in tern atio n al ex p erts in d e veloping countries, and
— as ’’receiv ers” , w h en w e h ave b een w o rkin g as organizers and ’’consum ers” of in tern atio n al aid to Poland.
T herefore th e idea of ’’TANDEM S” is prom oting a close cooperation of in te rn atio n a l and natio nal specialists as th e effective tool fo r th e m a n agem ent developm ent. They should w ork to g e th e r w ith th e teach ers, a d m in istra to rs,, curriculu m developers and tra in in g participan ts. T hey should also include th e persons who w ill im plem ent th e recom m endation of m anagem ent train in g and outcom es of th e consulting.
’’TA N D EM ” of ’’P ro fessio n a l C ircle” m eans a group sp ecia lists from p a rticip a ting cou n tries w ork in g as a tea m of persons from a sp ecific p ro fessio n — in areas: (1) ’’E du cation ”, (II) ’’D e v elo p m en t”, ’’C on su ltin g ” — to d ev elo p th at p rofession . T h eir task is to d ev elo p n ew m an agem en t and p rod u ctivity solu tion s for co u n tries in tran sform ation process. T andem is w ork in g under th e lead ersh ip of an in tern a tio n a l exp ert.
The tasks of ’’TANDEM S” (Fig. 1) m ight b e form ulated as follow s: (i) curricula developm ent as w ell as tra in in g in cu rricula and program s tailored to m eet th e needs of p articu la r sectors;
(ii) selection, tran slatio n and ad ap tatio n of core m anagem ent textbooks and guides, to be m ade w idely available and to help set th e sta n d a rd s; (iii) a program for defining policies and effective m odels for th e d e velopm ent of m an ag em en t (a) teach ers (professors) {b) tra in e rs (c) con su ltan ts;
(iv) p ilot program m eso f te a c h e r/tra in e r/c o n su lta n t developm ent to m eet th e needs of professionals in various stages of professional developm ent;
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Fig. 1. T ree of tra in in g — th e glo b a l concept D rzew o szk olen ia — p ojęcie ogólne
(v) developm ent of m anagem ent research capabilities and im p lem en ta tion of research p ro jects in selected areas im p o rta n t to needs assessm ent, c u rricu la developm ent, case studies and o th er tra in in g m aterials p ro duc tio n etc., respectiv ely to p a rticip a tin g countries;
(vi) courses and vorkshops fo r th e m anagers, deans, d irecto rs, m a n ag ers of stu d ies at m an ag em en t schools, centers and o th er insitutions; (vii) tra in in g and advisory program for hum an resource developm ent m anagers in p riv ate and public com panies aim ed to increase th e sh are
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and role of enterp rise-b ased m anagem ent specialist tra in in g and develop m en t for p articip atin g countries.
It is necessary to develop th e clear goals and objectives for th e process of m an ag ers’ education as w ell as for tra in in g and re train in g of th e teachers, tra in e rs and consultants. This has to be considered as th e m ost serious task to be u n d e rta k en no t only in Poland, b u t also in o th e r CEEC countries as w ell.
CONCEPT OF ’’THE TREE OF T R A IN IN G ”
P rep aratio n and dev elo pm ent of m anagers for effective m an ag em en t as w ell as reaching h ig h er p ro du ctiv ity in economic activities is crucial in tu rb u le n t tim es and req u ires th e p ro p er in fra stru c tu re o r n etw o rk of in stitutio n s to develop know ledge, skills and attitudes.
The education and tra in in g of m anagers capable of w orking efficiently in th e m ark e t econom y system should be developed p arallel in tw o di rections :
a) top m anagers as vehicles for change to secure th e effectiveness of economic ventures,
b) natio n al core group of m anagem ent consultants and tra in e rs p re p arin g the e n te rp rise personnel.
The countries should plan both m anagem ent ’’education” and ”u p - -g rad in g ” training. T here are th re e g eneral spheres of m an agem en t tra in ing (Tab. 1):
S p h ere 1. ’’D EV ELO PM EN T” — practical ty p e of ed ucation — tra in ing in m anagem ent developm ent o r m an agem ent for change (or education b y consulting train in g ) — w h ere th e p ro g ram is tailored to m eet th e needs of in d u strial stu d en ts and is m odified to b e tte r su it th e s tu d e n t’s
Tab. 1. T asks of th e n ation al m a n a g em en t n etw o rk Z adania p a ń stw o w ej siieci zarządzania
M A IN T A SK S U PPO R T IV E T A SK D EV ELO PM ENT C O N SU L T IN G ED U C A TIO N N ation al C enter for
S ta ff T raining * im p lem en tin g
’’tree of train ers tra in in g ”
N a tio n a l In stitu te o f M an agem en t C on su ltan ts * co n su ltin g serv ice * im p lem en tin g ’’tree
o f con su ltan ts tr a in in g ” H igher E ducational In stitu tio n s * p roposing ch an ges in academ ic program s * retrain in g of fa cu lty * p ro fessio n a l resea rch and d ev elo p m en t
* d ev elo p m en t o f m eth o d o lo g y and tra in in g m aterials * reports to th e r e sp e c tiv e au th o rities
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c u rre n t requ irem en ts. This ty p e is o ften adapted to practical and actual problem s. The know ledge acquired is p ractical in c h a ra c te r, it also in cludes developing the s tu d e n t’s ability to apply his o r h e r know ledge in practice. The a ttitu d e s of e n tre p re n e u rsh ip and cooperation w ith o ther people are strongly encouraged and developed. The perfo rm ance skills for sh o rt b u t in te n siv e teaching periods m ake referen ce to th e stu d e n ts own experiences and encourage m u tu al exchange of experiences am ong the participants.
Fig. 2. T ree of train in g — ta n d em d ev elo p m en t D rzew o szk o len ia — rozw ôj ta n d em o w y
Sphere 2. ’’CO N SU LTIN G ” — specific services p erfo rm e d fo r a fee by independent, objective professionals to h elp m an ag ers define and achieve th e ir o rganizations’ goals. By analyzing pro blem s o r o p p o rtu n ities associated w ith k ey m an ag em en t functions, m an ag em en t co n su ltan ts can recom m end p ra tic a l solutions and h elp to im plem ent th em . In th e sim plest term s, m an agem en t consulting is th e business of m anaging change. The u ltim a te purp ose of e v e ry consulting en gagem ent is to m ake
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som ething h ap p en in th e client organization th a t w ill im prove its p e r form ance.
S p h ere 3. ’’EDUCATION” — academ ic ty p e of education — a stu d en t w ould conform h im self to th e req u irem e n ts of a stand ardized teach ing program .T h e teach in g program s, ex tend in g over a few years, covering th e basic as w ell as applied know ledge.
It is believed th a t m an ag em en t train in g should be addressed n ot o nly to top m anagem ent, executives, b u t also to division heads, supervisors, forem an and staff because th e b e tte r un d erstan d in g of m anagers of th e scope of th e ir responsibilities, th e b e tte r th e functioning and h ig h er effectiveness of th e organization as a whole.
The educatio n al system needs th e cen tral in stitu tio n and the n etw o rk of educational in stitu tio n s for developm ent of th e educational program s for tea c h e rs as a ’’w orkshop of tra in in g ” for train ers, fo r con sultants and for high level educators. The tasks of th e notional m anagem ent institu tio n s include:
S ta g e 1: IN T E R N A T IO N A L T R A IN IN G CO U RSE (ITC)
ITC is a p ilot p ro fessio n a l ad van ced m eth od ology train in g cou rse/w ork sh op to retrain tra in e r s/c o n su lta n ts/te a c h e r s in th eir p rofession al field s. The w ork sh op ts rather d esig n ed as an ex c h a n g e of ex p erien ces.
E sta b lish TA N D E M S.
T rain ers ITC — are in tern a tio n a l exp erts.
T ra in ees — th ey are co n su lta n ts — sp ecia lists from p articip atin g cou n tries w h o w ill be train ers for th e NTC. T en ta tiv ely , 3— 6 persons from each country.
P ra ctica l a ssig n m en ts — Indoor train in g has to confirm by p ractical a s s ig n m ents. In tern a tio n a l (m ixed) team s m ay also be tak en into con sid eration .
S tage 2: N A T IO N A L T R A IN IN G CO URSE(S) (NTC)
NTC (basic m eth od ology) as a train in g in each of th e particip atin g cou n tries to train n ew tra in ers/c o n su lta n ts/tea ch ers, w ho w ill w ork on so lv in g p ractical in d u strial problem s.
D e v e lo p TA N D E M S.
N a tio n a l C o n su lta n cy C ourse(s) w ill be organized in each of th e p a r tic i p ating cou n try. T he NTC program can be tailored to m eet th e n eeds of any p a r ticip a tin g cou n try.
T rain ers — th e y are tra in ees from th e in tern a tio n a l T raining C ourse (ITC). T ra in ees — sp e c ia lists and m anagers from particip atin g cou n tries.
P r a ctica l a ssig n m en ts — are th e b asic fo llo w up elem en t of th e N ation al T rain in g C ourse(s), d u ration 6— 12 m onths.
In tern a tio n a l (m ixed) team s w ill be w elco m e. The a ssign m en ts are su p e r vised by th e in tern a tio n a l ex p erts.
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T raining and p ro fessio n a l m aterials — tra in ees from each p articip atin g co u n try should prepare or tra n sla te handouts to m eet th e n eed s of th e N ation al T raining C ourse. T h ey w ork in tan d em s to d evelop p ro fessio n a l k n o w led g e su itab le during the tran sition process.
Stage 3: SE M IN A R S (N A T IO N A L and IN T ER N A T IO N A L )
Sem in ars are d esign ed for e x ch a n g in g ex p e r ie n c e during th e im p lem en ta tio n o f th e PRO G R AM . F urther d ev elo p m en t of TAN DEM S.
THE STRU CTU RE OF THE PRO GRAM M E
The special s tru c tu re is designed for im p lem en tatio n of M anagem ent D evelopm ent in Progress. The S tru c tu re (Fig. 1) consists of th re e areas.
A R EA 1. In tern ation al S teerin g C om m ittee (ISC)
The In te rn atio n a l S te erin g C om m ittee (ISC) is a body com posed of th e in te rn atio n a l U nited N ations O rganization ex p erts from developed coun tries. Poland and countries in tra n sitio n . The m ain task s of ISC are planning, program m ing, budgeting, im plem enting and e v a lu a tin g the PROGRAM . The chosen group of e x p e rts from Poland and developed countries w ill act as th e PR OGRAM ’S E xecutiev G roup. H ere are th e tasks of th is group:
— form u latin g and su p erv isin g th e ex ecu tio n of goals, o b jectiv es and stra teg ies of th e PRO GRAM ,
— approving tan d em s of in tern ation al and n ation al exp erts,
— organizing th e N ation al M a n a g em en t/P ro d u ctiv ity C enters in resp ective' p ar ticip a tin g countries,
— con tractin g th e acad em ic fa cu lty , train ers and con su ltan ts for th e fo llo w in g sp h eres: i) D EVELO PM ENT; ii) C O N SU LT IN G ; iii) ED U CA TION ,
— conducting th e con tin u ou s ev a lu a tio n research as th e basis for v erifica tio n and m od ification of th e PRO GRAM ,
— reporting th e progress to th e resp ectiv e go v ern m en ts and donors: th e UN, th e EC and others,
—: su p erv isin g p u b lication of train in g m aterials (syllabus, handouts, etc.), — prom oting goals and ob jectives of th e PRO G R AM .
A R EA 2. N ation al M a n a g em en t/P ro d u ctiv ity C enters in P a rticip a tin g C ountries.
S phere 1. ’’DEV ELO PM EN T” — G roup of tra in e rs from M anagem ent and P ro d u ctiv ity D evelopm ent and T raining Centers,
S phere 2. ’’CONSULTING” — C onsultants from N ational M anagem ent and P ro d u ctiv ity C onsulting C enters and from consulting com panies,
S phere 3. ’’EDUCATION” — F aculty staff from A cadem ic Educational In stitu tion s (U niversities, Academies and H igher Education Institutions).
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SECTO RS T R A IN EE S
* Ind us toy * T op m an agem en t * S ta te, cen tra l and local * S en ior m a n agem en t
a d m in istra tio n * Junior m an agem en t * P u b lic serv ices: so cia l and health * S p ecia lists
sy stem , tran sp ort, com m unication. * etc.
* A g ricu ltu re
* E n viron m en t protection * S m a ll and m ed iu m b u sin ess
O BJECTIV ES OF THE PRO GR AM
O B J E C T IV E S O F A R E A 1 The m ain objectives of th e ITC are:
— To fo rm u late goals, objectives and strategies and supervise and coordinate th e im p lem en tatio n of the PROGRAM. It is responsible for approv in g of th e tandems« of e x p e rts w ho develop new m an agem en t and p ro d u ctiv ity solutions fo r côuntlriës in tran sfo rm atio n process.
— To facilitate th e developm ent of inform al and form al n atio n al cooperation netw orks, for exchanging inform ation and experience and fo r prom oting m an agem en t tra in in g in spheres of developm ent, consulting and education.
— To increase know ledge and practical application of m odern con su ltin g m ethods aim ed a t achieving m easu rab le re su lts w ith active p a rtic ipation of clients, and to enhance th e professional and ethical q u a lity of m an ag em en t consulting.
— To establish th e in stitu tio n a l n etw o rk in stitution s and associations in th e educating and consulting in m anagem ent in th e p articip atin g countries.
— To m on itor results.
— To develop an action program and p ro ject docu m en t fo r technical assistance in developing m anagem ent in p articip atin g countries for th e years 93—96.
— To tak e stock of (i) natio n al developm ent, (ii) expressed and la te n t needs, and of ap titu d es and capacity to m eet these needs, in en terp rises and o th er organizations; in p articip atin g countries.
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Fig. 3. M ethodology of th e program m e im p lem en ta tio n M etodologia w d rażan ia program u
O B J E C T IV E S O F A R K A 2
— To develop the m anagem ent consulting capabilities th ro u g h tra in in g and practical applications.
— To increase and m aintain know ledge, a ttitu d e s and skills in using th e effective m ethods of consulting.
— To su p p o rt th e developm ent of consultants a t various stages of professional life.
— To assess and so develop th e a rt of th e Consulting profession, of its achievements and of its problems.
— To p rep are an action program and su pporting p ro ject docum ent(s) p rep ared for a period of 3—5 years follow ing th e end o f th is project.
— To assure a sufficient n u m b e r of tra in e rs and co n su ltants re tra in e d and p repared fo r coping w ith u rg e n t m anagem ent developm ent tasks in th e country.
— To tra in and re tra in th e m an agem en t tra in e rs and consultants as w ell as faculty staff from th e U niversities.
— To locate, ev alu ate and s tre n g th e n ex istin g centers fo r staff tra in in g w ith p a rtic u la r em phasis an th e ir pro gram s and services in h u m an resource
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m an ag em en t and p ro d u ctiv ity im provem ent, focusing on p rio rity needs in th a t area.
— To provide a selected sh o rt-te rm s ex p ertise to th e C en ter in pro gram areas defined as p rio rity (thro ug h sh o rte r te rm consultants, stu d y to u rs to in stitu tio n s abroad and by providing tra in in g m aterials and aids).
— To review , re s tru c tu re and u p grade th e M anagem ent In stitu te on n a tio n a l level and tu rn it into an in stitu tio n capable of providing signi fican t tra in in g and re train in g program s to m anagem ent.
O B J E C T IV E S O F A R E A 3
— To tra in m anagers from all sectors covered by th e PROGRAM. — To tra in and re tra in th e m anagem ent tra in ers and consultants as w ell as facu lty sta ff from th e U niversities.
— To recognize th e scope of activ ities for tandem s.
T he tre e of tra in in g of facu lty staff in th e th re e spheres: developm ent, c o n sulting and education consists of several kin ds of training.
LITER A TURE
1. A b e l i D. F., T urnaround in E astern Europe: [in] D epth S tu d ies, U N D P N ew Y ork 1992.
2. A b e l l D. F., K a f t a n C., A n t o s z k i e w i c z J.. ’’C ase H uta C zęsto ch o w a ”, U N D P and In tern a tio n a l In stitu te of M an agem en t D evelop m en t, L au ssan n e, S w itzerla n d 1992.
3. A n t o s z k i e w i c z J.: H eu ristic A pproaches to C reative P rob lem S o lv in g . L a n sa-C ap G em ini P u b lish in g , T he N eth erlan d s, 1994.
4. A n t o s z k i e w i c z J.: C oncept of ’’ta n d em ” w o rk . W estern and E astern e x p erts for e ffe c tiv e n e s s of u sin g in tern a tio n a l aid, C o n feren ce o n T ech n ical C o o p er a tio n in Support of T ran sition P rocesses: T he C ase o f P olan d . W arsaw , 17— 19 S ep tem b er 1992.
5. A n t o s z k i e w i c z J.: A team of in tern a tio n a l ex p erts sh ou ld w ork in ’’ta n d em ” to p rovid e th e b est train in g for sm a ll b u sin ess, X IX In tern a tio n a l C o n feren ce of S m a ll B u sin ess. W arsaw 1992.
6. A n t o s z k i e w i c z J., W o j t c z a k A. and Team : M an agem en t D ev elo p m en t in P rogress — P ra ctica l A pproach for P olan d , C ountries in T ran sition and D e v e lo p in g C ountries. P S I W arsaw 1993.
7. A n t o s z k i e w i c z J., W o j t c z a k A.: T ow ards m ore e ffe c tiv e coop eration of th e e x p erts from w e ste r n and eastern cou n tries. N ew concept — ’’p ro fesio n a l’s ta n d e m s”.
8. A n t o s z k i e w i c z J., J a w o r s k i W. , W o j t c z a k K.: P resen ta tio n de l’eco le de l’in n ovation , E n treprendre & Form er — IFIG E (France № 1—2, ju in 1993. 9. A n t o s z k i e w i c z J., M a l i n o w s k i S., W o j t c z a k A.: K szta łcen ie k adry
12 J a n A n to szk iew icz, A nd rzej W ojtczak S T R E S Z C Z E N I E
W krajach, które dokonują tra n sfo rm a cji sy stem o w ej od gosp od ark i p lan ow an ej cen tra ln ie do gospodarki ryn k ow ej, isto tn y m zagad n ien iem jest lep sze w y k o r z y sta n ie ek sp ertów m ięd zyn arod ow ych . P rop on ow an a kon cep cja w p row ad za n ow ą form ę w sp ółp racy pom iędzy ek sp ertam i k rajów Zachodu i W schodu. P rop on u je się tw o r z e n ie tandem ów , czyli grup p rofesjon aln ych , pracu jących nad rozw ojem danej d zied zi n y w ied zy lub p rak tyk i dla d ostosow an ia jej do w a ru n k ó w k u ltu ro w y ch , poziom u rozw oju sp ołeczn o-gosp od arczego raz stan u za a w a n so w a n ia tej tem atyk i.
O m aw iane są sfery k szta łcen ia m en ed żerów w obszarach: ed u k acja (k ształcen ie rozw oju sp ołeczn o-gosp od arczego oraz stan u z a a w a n so w a n ia tej tem a ty k i,
m en edżerski).
Sposób w p row ad zan ia oparto o tzw . drzew a tren in gów , które u w zg lęd n ia ją „k a sk a d o w e ” tw o rzen ie tan d em ów .
