Abstract:The crisis manager's goal is not only to stop the crisis development in the company, but, as a further step, to achieve the fundamental turnover in its development leading to a successful solution. crisis management requires completely different managerial competencies from those used in "standard" periods as time pressure is a negative factor aggravating the situation and in addition to that, resources are reduced calling for stimulation. A crisis manager should motivate both himself and the staff and it is he who is expected to be creative even under pressure.Key words: company crisis, crisis management, turnover, managerial competencies Abstrakt: cílem krizového manažera je nejen zastavit krizový vývoj podniku, ale následně dosáhnout zásadní obrat v jeho vývoji a podnik vyvést z krize. Krizové řízení vyžaduje zcela odlišné manažerské kompetence, než "běžné" období, protože v krizi působí negativně časový tlak a zdroje jsou redukované a musí se mobilizovat. Krizový manažer musí motivovat nejen sebe, ale i ostatní pracovníky, zvládat stres a současně být přitom kreativním.Klíčová slova: krize podniku, krizové řízení, turnover, manažerské kompetence Supported by the Ministry of Education, Youth and Sports of the czech republic (grant no. MSM 6046070904).

Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.

For many company managers, company crises are associated with the time when the very existence of the company is discussed. In literature, however, crisis is sometimes viewed as a potential opportunity for the company. This article presents the findings of the survey the purpose of which was to confirm or reject the hypothesis that crisis might become an opportunity for the company. The hypothesis being proven true, the survey further focused on the identification of factors that help companies overcome crisis situations and improve their competitive position with respect to that held before the crisis.

Currently, the world of business is more and more dominated by companies which possess and know how to exploit their intangible resources, in particular the potential of their employees, to achieve competitiveness. The importance of learning organisations, knowledge organisations and corporate culture has been constantly growing. The article presents the outcomes of a survey carried out with the aim of identifying attitudes of managers of agribusiness organisations to talented people and the role of these people in gaining a competitive advantage. The survey has found that Czech agricultural enterprises are somewhat special in this area and that the existing conditions affect managers' approaches and distinguish them from other large companies in other industries. It has also shown that agricultural companies do not have the same opportunities as large companies to select and develop talented individuals, and therefore these activities should be carried out, to a large extent, by universities.Key words: talent, talented individuals, leaders, project talent, conditions for talent's utilisation, role of talents in the company development Abstrakt: V současném podnikání se stále více prosazují podniky, které vlastní a umějí využívat k dosahování své konkurenceschopnosti nehmotné zdroje, především potenciál svých pracovníků. Stále více se zdůrazňuje význam učící se organizace, znalostní organizace a podnikové kultury. Článek přináší výsledky výzkumu zaměřeného na identifikaci přístupů manažerů podniků v oblasti agrobyznysu k talentům a k chápání role talentů při dosahování konkurenční výhody. Provedený výzkum ukázal, že v českých zemědělských podnicích existují v této oblasti specifické podmínky a z nich vycházející přístupy manažerů, které tyto podniky odlišují od velkých podniků v jiných odvětvích. Dále se ukázalo, že zemědělské podniky nedisponují takovými možnostmi pro výběr a práci s talenty jako velké podniky a z toho vyplývá potřeba většího přesunu těchto činností na univerzity.Klíčová slova: talenty, leadeři, projektové talenty, podmínky činnosti talentů, role talentů v rozvoji podniku

This article focuses on the perception of crisis management of case business university due to the shift from in-person learning to online or distance form based on COVID-19 and suggestions to improve university branding and competitiveness. Results are based on interviewing students enrolled at business courses during the coronavirus crisis. The aim is to identify successful crisis management practices of a university based on key factors drawn from students’ feedback to ensure smooth shift to online education while maintaining efficiency and reputation. Students reactions were analysed to construct factors leading to successfully manage university’s value though non-standard period. Students reflection on their experiences brings factors crucial to manage unexpected situation, i.e.: personalized communication, openness of school staff, fast reactions, alternative study possibilities, management of social impact, and alternative exams.