Management is a key function of the company. The effectiveness of the management depends on the success of the company or other organizational system. Therefore, it is rightly considered that the main cause of the underdevelopment of many countries is the lack of a system of modern management, and not resources. The goal is to use limited resources (human work, production elements, money) in order to achieve the set goals with a higher degree of efficiency and effectiveness. It is very important to note that today's large companies require the application of a professional management system. Professional managers of the company are hired experts, who have appropriate knowledge, skills and experience in the field of management. It is believed that management is by its very nature universal and hence it’s wide application in various forms of social organizational systems. The key elements of management are universal and with appropriate adaptation, applicable in different environments, which the previous scientific researches and experiences in practice have shown. However, this does not mean that management is applied everywhere in the same way. In today's conditions, the ability by which individuals and organizations produce and master new knowledge becomes a key comparative advantage. The ability of an organization or individuals to recognize the source of new creative ideas, to change their environment, represents learning to create. In a competitive global economy, the only source of sustained competitive advantage will be people in the organization, because other factors of production (technology, capital, information) can be copied. The effectiveness of organizations in such circumstances is primarily dependent on people, since, by their quality, knowledge and behavior, people are the main factor in the organization's success. Leadership, or human resource management, is becoming the most important function of modern management as well as the basic factor of success of the global organization. It is generally accepted, and there is a belief that in the modern world economy there is a need for people with "managerial and leadership abilities". Such people are determined as specific assets in the enterprise.

The permanent increase in the proportion of persons aged 65 and over in Bosnia and Herzegovina (BiH) is hardly recognized as an issue that deserves due public attention. Compared to those cities striving for standards of age‑friendly urban environment proposed by World Health Organization (WHO), social conditions for active ageing in BiH capital Sarajevo are evidently suboptimal. Since ageing is at the same time an individual process, the main purpose of the paper is to examine satisfaction with the quality of life among senior citizens through a survey. The research was carried out on a sample of 103 older persons who are users of four existing centres for healthy ageing in the city. In addition to the semi‑structured questionnaire, semi‑structured interviews with senior citizens and coordinators at centres for healthy ageing were also conducted. Senior citizens – most of them a generation of Baby‑boomers – were asked questions regarding income, loneliness, family relationships, social participation, leisure, life satisfaction, physical environment as well as mobility. In doing so, some topic areas of age‑friendliness, such as social participation, outdoor spaces and public transportation in Sarajevo have been evaluated. Contrary to assumptions, respondents are quite content with their social life. Nevertheless, apart from enhancing of older people’s social inclusion in general, various structural changes are necessary in order to convert Sarajevo into a more age‑friendly city. The establishment of centres for healthy ageing is certainly a step forward in that direction.

Procrastination is widely recognized as a motivational problem, but its nature is still not entirely understood, especially in the work domain. Procrastination in the execution of everyday work tasks could be motivated by both mood repair and predictor of poor mood. It could also be related to task characteristics, like averseness or demands. The aim of this study is to examine the relation between procrastination, levels of self-efficacy, perceived job demands and control, and symptoms of anxiety and depression. This study was conducted on a sample of 70 teaching assistants, the employees of a small university. The data was collected using Avoidance reactions to a deadline scale, DASS, Self-efficacy scale and Job demand-control scale. Correlation results indicated that self-efficacy and perceived job control were negatively, and job demand positively related to proneness to procrastination. Furthermore, individuals with more symptoms of anxiety and depression tended to procrastinate more. Perceived job control is the single relevant predictor of delaying job-related tasks and activities. The findings clearly suggest that job control deserves additional attention when it comes to the prediction of workplace procrastination.