managerial functions in the SPR including through a number of statements and questions is researched and leadership. The research was performed on employees in the Directorate for Protection and Rescue (DPR), local government units (LGU) in the protection and rescue, territorial firefighting units (TFU) and Forces for protection and rescue.
The research covered 440 respondents of the entire territory of RM. The research in this paper is presented through two statements and one question. In the research for leadership the following statements are concerned:
1. Managers in my organizational unit (OU) have adequate capabilities and skills.
2. My superior has experience as a true leader.
Statements include six answers, namely: 1 disagree, 2 partly agree, 3 agree, 4 significantly agree, 5 completely agree, 0 not participated. In the tables below the same are represented by numbers horizontally.
Table 1. Managers have appropriate capabilities and skills. Subjects in SPR Statements Total 1 % 2 % 3 % 4 % 5 % 0 % No. % Еmployees DPR and LGU 4 5,1 16 20,2 18 22,8 26 32,9 15 19,0 0 0 79 18,0 Employees TFU 31 25,7 39 32,5 21 17,5 6 5,1 24 19,2 0 0 121 27,5 Members of the force PR 0 0 16 6,6 75 31,2 46 19,2 75 31,2 28 11,6 240 54,5 Total 35 7,9 71 16,1 114 25,9 78 17,7 114 25,9 28 6,5 440 100
The table shows that most respondents 306 or 69.5% believe that their superiors in DPR, LGU, TFU and elders have in forces protection and rescue possess the necessary competencies for leadership, as opposed to 106 or 24.0% who do not think so. Respondents 28 or 6,5% did not know their elders, or have not been called in forces protection and rescue.
Commanders of municipal staffs for Protection and Rescue and the local headquarters for protection and rescue are responsible to the the authority that forms them, and commanders of units in front of the commander of spatial headquarters for protection and rescue.
With units in the field command commanders and commands relevant units in the territory of which are engaged in actions for protection and rescue of people and material goods of natural and other disasters.
According to previous experiences first arrive forces of the owner and are managed by the headquarters of the local forces for protection and rescue of the owner of the territory where the action takes place, and direct actions with command leaders of the mobile teams or commanders of units.
If the action on the ground is engaged also the regional fire brigades with them manages and command commander
Once you engage the citizens and municipal forces for protection and rescue action, that is managed by the municipal headquarters for protection and rescue, command and commanders of units of protection and rescue.
If natural and other disasters exceed the municipality or the forces engaged on the ground are not sufficient,also are engaged the state forces for protection and rescue from the corresponding region. In that case directly on the ground is managed by the regional headquarters for protection and rescue and indirectly by the Headquarters for Protection and Rescue. If Republican forces from several regionsare engaged, that directly is managed by the regional headquarters for protection and rescue who will determine Headquarters for Protection and Rescue.
All these chief executives in protection and rescue forces show more leadership competencies according to the theoretical review of ledership in crisis situations, will better motivate members in the forces protection and rescue and will be more effective and efficient actions for protection and rescue.
4. Review of results of the research and analysis of results
In the second half of 2016 a research was carried out about the managerial functions in the SPR including through a number of statements and questions is researched and leadership. The research was performed on employees in the Directorate for Protection and Rescue (DPR), local government units (LGU) in the protection and rescue, territorial firefighting units (TFU) and Forces for protection and rescue.The research covered 440 respondents of the entire territory of RM. The research in this paper is presented through two statements and one question. In the research for leadership the following statements are concerned:
1. Managers in my organizational unit (OU) have adequate capabilities and skills.
2. My superior has experience as a true leader.
Statements include six answers, namely: 1 disagree, 2 partly agree, 3 agree, 4 significantly agree, 5 completely agree, 0 not participated. In the tables below the same are represented by numbers horizontally.
Table 1. Managers have appropriate capabilities and skills. Subjects in SPR Statements Total 1 % 2 % 3 % 4 % 5 % 0 % No. % Еmployees DPR and LGU 4 5,1 16 20,2 18 22,8 26 32,9 15 19,0 0 0 79 18,0 Employees TFU 31 25,7 39 32,5 21 17,5 6 5,1 24 19,2 0 0 121 27,5 Members of the force PR 0 0 16 6,6 75 31,2 46 19,2 75 31,2 28 11,6 240 54,5 Total 35 7,9 71 16,1 114 25,9 78 17,7 114 25,9 28 6,5 440 100
The table shows that most respondents 306 or 69.5% believe that their superiors in DPR, LGU, TFU and elders have in forces protection and rescue possess the necessary competencies for leadership, as opposed to 106 or 24.0% who do not think so. Respondents 28 or 6,5% did not know their elders, or have not been called in forces protection and rescue.
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Table 2. Superior is a true leader. Subjects in SPR 1 % 2 % 3 % 4 % 5 % 0 % No % Statements Total Еmployees DPR and LGU 19 24,1 8 10,1 10 12,6 19 24,1 23 29,1 0 0 79 18,0 Employees TFU 52 42,9 22 18,2 16 13,2 9 7,4 22 18,3 0 0 121 27,5 Members of the force PR 6 2,5 19 7,9 98 40,8 38 15,8 54 22,5 25 10,5 240 54,5 Total 77 17,5 49 11,1 124 28,2 66 15,0 99 22,5 25 5,6 440 100
Possession of relevant skills and abilities are the path to leadership, but true leaders need more, in other words charisma, therefore a smaller percentage of respondents that consider their superiors as true leaders. From 289 respondents or 65,7% perceive their superiors as true leaders.
In the research for leadership the following to question It refers:
1. In your opinion, which features are most important for the person you want to lead you?
Table 3. The most important leadership traits. Subjects in SPR Аnswer Total kn ow ledg e % ho nesty % sincerity % tea spirit % courage % vision % No. % Еmployees DPR and LGU 21 26,6 21 26,6 15 18,9 10 12,6 2 2,5 10 12,6 79 18,0 Employees TFU 34 28,1 25 20,7 16 13,2 20 16,5 7 5,8 19 15,7 121 27,5 Members of the force PR 64 26,7 54 22,5 46 19,2 29 12,1 25 10,4 22 9,1 240 54,5 Total 119 27,1 100 22,7 77 17,5 59 13,5 34 7,7 51 11,6 440 100
All aforementioned human traits in the table are also leadership traits but participants in the SPR as the most important leadership traits accentuate knowledge and honesty. From 119 respondents or 27,1%, and 100 or 22.7%
believe that their superiors in order to perceive them as true leaders should have the knowledge and to be honest. After that follow the sincerity 77 or 17.5%, team spirit 59 or 13.5%, vision 51 or 11.6%, and the courage with 34 or 7.7%. And individually to all categories of respondents dominate knowledge and honesty.
Conclusion
The Management structures in the responsible entities: DPR, LGU, TFU and protection and rescue forces in SPR in order to be recognized by their employees more as leaders than managers should have appropriate common and emotional competencies. Possession and the combination of these competencies affect how and what leaders will be recognized in the managers by the employees.
Dominant types of leadership in crisis situations are transformational, charismatic and situational leadership. If transformational leadership is more about the redesign of the organizational structure and management of human resources, charismatic and situational leadership is especially important in crisis situations, such as actions for protection and rescue of the population and material goods of natural and other disasters.
SPR research shows that the dominant part of the management has the appropriate skills and competences and therefor from the employees are perceived as true leaders. This in turn results in their management actions protection and rescue to be successful. However there is a significant part of the leadership, about 1/3 which doesn’t show leadership skills and competences, especially in the area of knowledge, honesty and sincerity in acting in general and particularly in crisis situations. It affects the quality and timeliness of decisions made in crisis situations brought by the managers and their communication skills.
For overcoming these weaknesses and improving leadership SPR in crisis situations in the future it is necessary to provide competent managers and development and implementation of educational programs for leadership in the SPR.
REFERENCES:
1. Bebek, (2005). Integrativno vodstvo – leadership. Zagreb: Sinergija nakladništvo,
2. Bono, J., Illies, R. (2006). Charisma, positive emotions and mood contagion, The Leadership Quarterly 17,
3. Goleman, D., (1998). The emotional intelligence of leaders. Leader to Leader,
4. Ekman, P., (1997). Should we call it expression or communication? Innovation in Social Science Research 10,
Table 2. Superior is a true leader. Subjects in SPR 1 % 2 % 3 % 4 % 5 % 0 % No % Statements Total Еmployees DPR and LGU 19 24,1 8 10,1 10 12,6 19 24,1 23 29,1 0 0 79 18,0 Employees TFU 52 42,9 22 18,2 16 13,2 9 7,4 22 18,3 0 0 121 27,5 Members of the force PR 6 2,5 19 7,9 98 40,8 38 15,8 54 22,5 25 10,5 240 54,5 Total 77 17,5 49 11,1 124 28,2 66 15,0 99 22,5 25 5,6 440 100
Possession of relevant skills and abilities are the path to leadership, but true leaders need more, in other words charisma, therefore a smaller percentage of respondents that consider their superiors as true leaders. From 289 respondents or 65,7% perceive their superiors as true leaders.
In the research for leadership the following to question It refers:
1. In your opinion, which features are most important for the person you want to lead you?
Table 3. The most important leadership traits. Subjects in SPR Аnswer Total kn ow ledg e % ho nesty % sincerity % tea spirit % courage % vision % No. % Еmployees DPR and LGU 21 26,6 21 26,6 15 18,9 10 12,6 2 2,5 10 12,6 79 18,0 Employees TFU 34 28,1 25 20,7 16 13,2 20 16,5 7 5,8 19 15,7 121 27,5 Members of the force PR 64 26,7 54 22,5 46 19,2 29 12,1 25 10,4 22 9,1 240 54,5 Total 119 27,1 100 22,7 77 17,5 59 13,5 34 7,7 51 11,6 440 100
All aforementioned human traits in the table are also leadership traits but participants in the SPR as the most important leadership traits accentuate knowledge and honesty. From 119 respondents or 27,1%, and 100 or 22.7%
believe that their superiors in order to perceive them as true leaders should have the knowledge and to be honest. After that follow the sincerity 77 or 17.5%, team spirit 59 or 13.5%, vision 51 or 11.6%, and the courage with 34 or 7.7%. And individually to all categories of respondents dominate knowledge and honesty.
Conclusion
The Management structures in the responsible entities: DPR, LGU, TFU and protection and rescue forces in SPR in order to be recognized by their employees more as leaders than managers should have appropriate common and emotional competencies. Possession and the combination of these competencies affect how and what leaders will be recognized in the managers by the employees.
Dominant types of leadership in crisis situations are transformational, charismatic and situational leadership. If transformational leadership is more about the redesign of the organizational structure and management of human resources, charismatic and situational leadership is especially important in crisis situations, such as actions for protection and rescue of the population and material goods of natural and other disasters.
SPR research shows that the dominant part of the management has the appropriate skills and competences and therefor from the employees are perceived as true leaders. This in turn results in their management actions protection and rescue to be successful. However there is a significant part of the leadership, about 1/3 which doesn’t show leadership skills and competences, especially in the area of knowledge, honesty and sincerity in acting in general and particularly in crisis situations. It affects the quality and timeliness of decisions made in crisis situations brought by the managers and their communication skills.
For overcoming these weaknesses and improving leadership SPR in crisis situations in the future it is necessary to provide competent managers and development and implementation of educational programs for leadership in the SPR.
REFERENCES:
1. Bebek, (2005). Integrativno vodstvo – leadership. Zagreb: Sinergija nakladništvo,
2. Bono, J., Illies, R. (2006). Charisma, positive emotions and mood contagion, The Leadership Quarterly 17,
3. Goleman, D., (1998). The emotional intelligence of leaders. Leader to Leader,
4. Ekman, P., (1997). Should we call it expression or communication? Innovation in Social Science Research 10,
112
5. Yukl, G, (2002) . An evaluative essay on current conceptions of effective leadership. European Journal of Work and Organizational Psychology. 6. Marta-Almeida, at all. (2005). Influence of vertical migration pattern on
retention of crab larvae in a seasonal upwelling system. Mar. Ecol. Prog. 7. Madera, J., Smith, D.B. (2009, ). The effects of leader negative emotions on evouluations of leadership in a crisis situation: The role of anger and saddness,, The Leadership Quarterly 20,
8. P. G. Northouse. (2009) Leadership: Theory and practice. Thousand Oaks.
9. Уредба за начинот на раководење и командување со силите за ЗС, Службен весник на РМ, бр18/2006.
LEADERSHIP IN THE SYSTEM OF PROTECTION AND RESCUE IN CRISIS SITUATIONS
325.254.4(497.15:497.7)(046),,1999) Original scientific article
MACEDONIAN PRESS FOR REFUGEE CRISIS IN KOSOVO AND
THE CONSEQUENCES IN MACEDONIA
Prof. Dr. Nada JURUKOVA University professor
Email: [email protected] Emilija KIRJAKOVSKA, MSc
Professor of history, SOEU “Jane Sandanski” Email: [email protected]
Abstract: On the press pages, as a mean for communication, information
are obtained for different events that happened. From the press in 1999, it was found out for the refugee crisis on Kosovo which caused large distress at the population in Macedonia.
Image for specific coming of the refugees from Kosovo at the beginning of 1999 in Macedonia filed the pages of Macedonian press. Press reported that due to the refugee crisis on Kosovo, there is constant advanced humanitarian catastrophe in Macedonia and safety and economic state became worse.
Press very really presented the events connected to the refugee crisis on Kosovo. Events are experienced as deeply thought human destiny. Refugee crisis on Kosovo and the consequences from it in Macedonia are symbol of human destiny through time and lessons are learnt from it today. Crisis as social category and moral destiny in Macedonian press was presented as evil, sign of panic to everyone that felt it in front of him. Refugee crisis as estrangement of people from their native land represents fear and notice that life ends everywhere where human step on the ground ends.
Macedonia was ready to accept 20.000 refugees but this limit exceeded very fast, so at the beginning of 1999, Macedonia was in front of humanitarian catastrophe number of refuges reached 360.000 people. In the press it was stated that the reason for crisis consequences in Macedonia, for all troubles and suffering of people not only in 1999, but in the years that followed as a result of the created opinion, in a form of
5. Yukl, G, (2002) . An evaluative essay on current conceptions of effective leadership. European Journal of Work and Organizational Psychology. 6. Marta-Almeida, at all. (2005). Influence of vertical migration pattern on
retention of crab larvae in a seasonal upwelling system. Mar. Ecol. Prog. 7. Madera, J., Smith, D.B. (2009, ). The effects of leader negative emotions on evouluations of leadership in a crisis situation: The role of anger and saddness,, The Leadership Quarterly 20,
8. P. G. Northouse. (2009) Leadership: Theory and practice. Thousand Oaks.
9. Уредба за начинот на раководење и командување со силите за ЗС, Службен весник на РМ, бр18/2006.
325.254.4(497.15:497.7)(046),,1999) Original scientific article
MACEDONIAN PRESS FOR REFUGEE CRISIS IN KOSOVO AND
THE CONSEQUENCES IN MACEDONIA
Prof. Dr. Nada JURUKOVA University professor
Email: [email protected] Emilija KIRJAKOVSKA, MSc
Professor of history, SOEU “Jane Sandanski” Email: [email protected]
Abstract: On the press pages, as a mean for communication, information
are obtained for different events that happened. From the press in 1999, it was found out for the refugee crisis on Kosovo which caused large distress at the population in Macedonia.
Image for specific coming of the refugees from Kosovo at the beginning of 1999 in Macedonia filed the pages of Macedonian press. Press reported that due to the refugee crisis on Kosovo, there is constant advanced humanitarian catastrophe in Macedonia and safety and economic state became worse.
Press very really presented the events connected to the refugee crisis on Kosovo. Events are experienced as deeply thought human destiny. Refugee crisis on Kosovo and the consequences from it in Macedonia are symbol of human destiny through time and lessons are learnt from it today. Crisis as social category and moral destiny in Macedonian press was presented as evil, sign of panic to everyone that felt it in front of him. Refugee crisis as estrangement of people from their native land represents fear and notice that life ends everywhere where human step on the ground ends.
Macedonia was ready to accept 20.000 refugees but this limit exceeded very fast, so at the beginning of 1999, Macedonia was in front of humanitarian catastrophe number of refuges reached 360.000 people. In the press it was stated that the reason for crisis consequences in Macedonia, for all troubles and suffering of people not only in 1999, but in the years that followed as a result of the created opinion, in a form of
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strong conclusion, is the refugee crisis on Kosovo caused by the air
attacks of NATO on 24th of March 1999 against SR Yugoslavia. On 10th of
June 1999 the bombing of NATO to targets on Yugoslavia stopped.
Keywords: Macedonia, crisis, consequences, press, Kosovo
INTRODUCTION
In Macedonian print primariliy on the pages of the newspapers “Nova Makedonija” and “Vecer” and other newspapers that were printed in the first half of 1999, articles were published, in some of them it was stated that “Refugee crises’ from Kosovo in 1999 did not only become a sign of disintegration of large and life capable political aims, but also became a synonim for returning towards people’s destiny, due to obsolity, primitivism and barbarian behaviour.
The agents for refugee crisis are described as people who do not want to adjust to the standards of behavior, thought as norms from and for the civilized world.
Issue for the refugee crisis from Kosovo, war on the area of the former SR Yugoslavia and the consequences in Republic of Macedonia united dozen of scientists, analyticities and journalists from every angle or in another way they tried and they still do to answer the question” Why did it have to happen?
Seen from the aspect of Republic of Macedonia, refugee crisis from Kosovo and military actions performed by NATO alliance on he territory of SR Yugoslavia made unwanted and hard consequences in the further socio economical development of R.Macedonia.
Intrest for the newly developed state in Republic of Maceodnia as well as for its future development, beside the USA, showed the other two European and global “players” – European Union and Russia. That gives to the whole situation additional dose of warning and precaution.