All Stories

  1. EFFICIENT MANAGEMENT AS OPTIMIZATION OF THE ORGANIZATION
  2. CUSTOMER SERVICE STANDARDS
  3. POSSIBILITIES FOR DETERMINING CUSTOMER'S PROFITABILITY
  4. MILITARY PROFESSIONAL FORMING OF THE CADETS AT VASIL LEVSKI NATIONAL MILITARY UNIVERSITY
  5. THE ROLE OF THE BALANCED SCORECARD AS A TOOL OF STRATEGIC MANAGEMENT AND CONTROL
  6. Customer Service Standards
  7. Efficient Management as Optimization of the Organization
  8. (Social Economics and Social Entrepreneurship)
  9. Social Program as a Product of Social Programming
  10. Social Activity of Human Resource as a Basis of Effective Social Policy
  11. Strategic Advantages of an Active Social Program
  12. The Social Program as a Part of Development Strategies
  13. Social Programming as a Possibility to Increase Social Efficiency
  14. Social Efficiency as a Measure of Social Activities
  15. Assessment of the Effectiveness of Social Programming
  16. Assessment of the Effectiveness of Social Programming
  17. Role and Place of Social Programming in Public Governance
  18. (((((((((((( ) The Balanced Scorecard Model as a Tool for Strategic Management and Control
  19. (Approaches to In-House Training)
  20. (Social Protection of Vulnerable Populations in Bulgaria)
  21. (Characteristics of the Social Assistance System)
  22. The Warehousing as an Element of Army Logistics System in Conditions of Arctics (from Experience of Bulgarian-Russian Cooperation)
  23. BUILDING COMPETENCIES FOR SOCIAL WORK THROUGH CONTINUING VOCATIONAL TRAINING
  24. OFFSET IMPLEMENTATION IMPACT ON TECHNOLOGY TRANSFER IN BULGARIA
  25. KEY ASPECTSOF THE PROBLEMS OF ADMINISTRATIVE CONTROL IN BULGARIA
  26. OPPORTUNITIES FOR STRATEGIC DEVELOPMENT OF SMALL BUSINESS IN BULGARIA
  27. ON SOME OF THE BLANK POINTS IN THE APPLICATION OF ADMINISTRATIVE CONTROL IN BULGARIA
  28. A GENERAL PRINCIPLE OF THE DEVELOPMENT PROCESS OF BALANCED SCORECARDS AS AN INSTRUMENT OF CONTROL
  29. OPPORTUNITIES OF APPLICATION OF THE BALANCED SCORECARD IN MANAGEMENT AND CONTROL
  30. OFFSET AS AN ECONOMIC OPERATION AND A TRADE PRACTICE
  31. HIGHLIGHTS ON THE EVOLUTION OF THE BALANCED SCORECARD AS A MODEL FOR MANAGING STRATEGY DEVELOPMENT AND CONTROL
  32. (Logistic Service Levels)
  33. (Controlling as a Management Function of the Organization)
  34. (Social Economy and Social Enterprise)
  35. (Problems of Employment and Unemployment)
  36. (Conflict Management in Organization)
  37. (Interpersonal Styles for Resolving Conflicts in the Organization)
  38. (Strategic Concept of the Company)
  39. (Management Styles in the Organization)
  40. (Stimulation of the Staff in the Organization)
  41. (Approaches for Decision-Making in the Organization)
  42. (Study of Consumer Behavior)
  43. (Logistics Services Strategies)
  44. (Accountable Regulation of Foreign Exchange Operations)
  45. Highlights of the Evolution of the 'Balanced Scorecard' Idea as a Model for Managing Strategy Development and Control
  46. (Formal Audit Acts and Institutionality)
  47. (Conceptual Grounds of Managerial Control Analysis and Improvement)
  48. (Evolution in the Concepts About Audit)
  49. (Prerequisites for the Development of the Balanced Scorecard Model)
  50. (The Balanced Scorecard Model As a Tool for Effective Management)
  51. [[[[[[[[[[[[ ] (The Balanced Scorecard Model as a Tool for Strategic Management and Control)
  52. (The Balanced Scorecard Model as a Tool for Enhancement of Intangible Assets)
  53. (The Impact of the Social Economy on Employment)
  54. (Possible Solutions for Management of Stress and Conflicts in the Organization)
  55. (Development of the Labor Market in Bulgaria)
  56. (Development of the Concept of Social Economy)
  57. (The Content and Essence of Social Policy)
  58. (Policies for the Creation of a Functioning Labor Market)
  59. (Effective Impact on the Labor Market)
  60. , (Occurrence of Labor and Conflict Conflicts in the Organization, Decisions at a Mobbing Situation)
  61. (Recognizing Mobbing and Limitation of Its Activities in the Organization)
  62. (Methods for Resolving Conflicts and Managing Stress at the Workplace)
  63. (Prerequisites for the Implementation of the Balanced Scorecard Model)
  64. (Motivation and Stimulation of Workers as a Basic Aspect of the Organization)
  65. (Functional Characteristics and Development of the Idea for Control)
  66. Active Social Programs Development in Bulgaria: Contemporary Challenges and Social Management Instruments
  67. [[[[[[[[[[[ ] (Specifics of Control in Operations with Precious Metals and Precious Stones)
  68. [[[[[[[[[ ] (The Factor Information in the Making of 'The Right' Decision)
  69. (One Solution for Costs Minimanization in the Banking Sector)
  70. [[[[[[[[[ - ] (Institutional Team Work Opportunity for Improvement of Financial Control)
  71. (The Balanced Scorecard Model as a Stage in the Development of Model Improvement)
  72. (Development of the Concept of Social Economy)
  73. , (Features, Institutions and the Importance of Labor Market Development)
  74. (Development and Restructuring of Employment in Bulgaria)
  75. (he Balanced Scorecard Model as a Tool for Effective Management)
  76. (Policies for Impact and Analysis of Status for the Labor Market)
  77. (The Balanced Scorecard Model As a Tool for Improvement of the National Defense System Management)
  78. (Social Policies for Impact on the Labor Market and Development of the National Concept of Social Economy)
  79. (The Balanced Scorecard Model as a Tool for Strategic Management and Control of the National Defense System)
  80. ,,,,,,,,,,,,,,, (Policies for the Creation of a Functioning Labor Market in the Context of a Strategy for Sustainable, Ambitious and Inclusive Growth)
  81. (Prerequisites for the Development and Implementation of the Balanced Scorecard Model of the National Defense System)
  82. (The Balanced Scorecard Model as a Tool For Strategic Management and Control of the National Defense System)
  83. (The 'Balanced Scorecard' as a Model for Management and Control of the National Defense System)
  84. (Prerequisites for the Development and Implementation of the Balanced Scorecard Model of the National Defense System)
  85. (The Balanced Scorecard Model as a Tool for Improvement of the National Defense System Management)
  86. , (Features, Institutions and the Importance of Labor Market Development for Achieving Sustainable Economic and Social Development)
  87. [[[[[[[[[[[[[ ] (Prerequisites for the Development and Implementation of the Balanced Scorecard Model of the National Military and Educational System)
  88. (Development and Restructuring of Employment in Bulgaria Since the Beginning of the Transition to the Market Economy and in the Years of...
  89. (Balanced Card as an Alternative to Small Business)
  90. Research, Identification and Monitoring of the Needs of Occupational Training of Social Activities Experts
  91. Study of the Effect of Offset Implementation on Technology Transfer in the Republic of Bulgaria
  92. The Offset as a Specific Sort of Economic Activity
  93. (((((((( ) The Balanced Scorecard Model as a Tool for Effective Management
  94. Model of Methodology for Determining the Needs of Continuing Vocational Training of Social Work Specialists Providing Social Services
  95. (Social Enterprises and Their Influence)