The transformation of ownership, often reminiscent of the earlier historical period of the original accumulation of capital, is an opportunity for the rapid enrichment of those who had a monopoly in former socialist societies. At the same time, the redistribution of national wealth encourages changes in the relationship of forces in the social structure of power, which makes privatization the scene of sharp conflicts of interest with controversial consequences for the entire society. Weak institutions of the rule of law cannot limit the aspirations of different interest groups to gain economic power, so privatization is an area of great economic risk. That is why the greatest attention of both the public and specialized non-governmental organizations in the EU candidate countries is devoted to monitoring the privatization process. The paper aims to point out the basic features of the privatization process in Serbia. In this regard, we have analyzed the cause and effect relationships of the economic phenomena associated with this process, that is, we have pointed out the fact that certain legal provisions also contribute to the spread of abuses in this area. The importance of transparency in the privatization process, as an important precondition for economic growth and democratic transformation, was particularly emphasized.

Proper selection of persons to perform managerial work (in various forms of ownership) is an important initial step, and after proper selection, one should continuously work with persons who will perform that work, monitor them, guide and work on their career development. When choosing a leader, one must take into account the knowledge he should possess, desirable traits (intellectual, voluntary and emotional personality traits), attitudes, the degree of authority he enjoys and the nature of functioning -the group he works with to solve problems. Important personality traits, which should be taken into account when choosing a person for managers are: temperament, interests, character and abilities, and they can be determined to some extent on the basis of certain qualitative and quantitative indicators. Numerous knowledge from practice, although various sciences and scientific disciplines provide a good basis for high efficiency and effectiveness, show that there are many managerial (managerial) problems, and there are few good managers. The aim of this paper is to provide certain theoretical knowledge that provides a good basis for improving operational practices aimed at properly identifying candidates for managers, their proper education and training throughout their working lives and career development.