Companies of Scaent Baltic
 
imo
 
The beginning of "Scaent Baltic" activity is related to the Scandinavian countries' experience; therefore, the enterprise activity's strategy is based on the Scandinavian and Lithuanian management peculiarities. Actually it is an interesting and at the same time unique combination that helps create ideal management model. In addition, "Scaent Baltic" has concentrated its activity strategy on inner activity synergy support - this is how it is being aimed to set in sectors up both vertically and horizontally integrated companies" groups which operating outside the enperprise's borders, seek to be maximally competitive.

All enterprise activity strategy could be divided into four main parts:

1) activity planning;
2) activity management;
3) sources management;
4) inner and outer communication.

Both the activity of company itself, activities of separate sectors and even those of separate companies are planned every year. Although the company'a budget is made up for 5 years, every year it is overlooked, referring to the market conditions, macro-economical and other factors of the country, that could influence certain results.The budget is overlooked every month so as not to deviate from a long-term activity plan - such model is common to the Scandinavian countries and is very benefitial when trying to create the maximal synergy of group activity. The company draws extreme attention to its activity planning and has a very responsible approach towards it.
The activity management is the crucial element of all companies activity. The mamagement consists of 4 main spheres: organization, management, coordination and control. Even though "Scaent Baltic" comprises a number of different juridical items, implementing different activities, the management politics has remained the same for all of them. As far as the company's activity is concerned, it may be noticed that a hierarchical structure is common to it; however, a level of all members participation in all the processes of the company activity is very high and it may be noticed that team work traditions are cherished in the company. Experience shows that such work principle finally allows to achieve better results than uncontrolled inner competition. Employees have much freedom bu tat the same time are responsible when carrying out tasks - these are necessary conditions for creation and innovations. The more working atmosphere satisfies employees, the more they want to repay the company high quality and responsible work. Thus, one of the principal management tasks is to create for employees not only comfortable but also interesting their expectations meeting working conditions, that would help maintain competitive tension both among companies and inside them.

Due to the crisis worldwide, the field of resource management, has become one of the biggest priorities. Until the crisis has prevailed, the company was trying to optimize the company managed costs, provided professional legal basis and staff management services. However, during the time of crisis, all international experience and resources are concentrated on assurance of companies's competitveness and existence.

While developing the company's inner and outer commonication, the biggest focus is on a constant information flow to be created. One should remember that long-term success depends on companies abilities to integrate in the enviroement and feel social moods dominating in the society. Only seeking for profit can not assure a long-term society development and business expansion - nowadays, inevitable necessity is the company's social responsibility.