Generolo Jono Žemaičio Lietuvos karo akademija

The purpose of the study is to review the foreign practice of operating representative offices in Russia and other countries, develop criteria for their performance evaluation. The methodological framework of the study is based on the review and analysis of the existing mechanisms for evaluating performance of representative offices of foreign companies. in this study, general research methods are used: methods of empirical research, monographic method, structural-logical method, methods of multidimensional classification. For many economies, entrepreneurship is the major driving force behind economic growth. Small businesses create employment opportunities and improve the quality of people’s lives, which in turn favorably affects the country’s own development. Entrepreneurship is a powerful mechanism to reduce unemployment, which is one of the pressing issues of today. The originality and novelty of the study rely on the need to formalize and implement a systematic approach to governmental support of entrepreneurship throughout all business areas in Russia. It will positively affect the development of the economy in general and the efficiency of entrepreneurship in particular.

Human Resources Management (HRM) is still regarded as an unexplored area from the perspective of performance, andtherefore many unanswered questions arise from this topic.The key link is the manager in HRM who is responsible for the co-implementation of HRM practices. From this specific perspective, managerial practices are an important assumption for a successful employees’ management and mainly their work performance. People management cannot exist without the existence of social competence that is inevitably influenced to a considerable degree by social intelligence of the manager.The relationship between social intelligence and performance motivation was examined on a sample of interviewees as well as the impact of social intelligence on handling demanding situations that a manager encounters in everyday work situations. The results of the research have showed the discrepancies in the age groups as well as work placement that has proved the fact that managers are more socially intelligent than non-managers. Further results of the research and the conclusions take us beyond in this area which requires increasingly bigger attention from academia. Clearly, both the impact of a manager’s personality on HRM and the possibilities of influencing organizational performance are topics that require further research.