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Ovaj rad ukratko opisuje put Tina Ujevića od rodne grude Vrgorca, Imotskog, Makarske preko Zagreba, Sarajeva, Beograda, Pariza, Splita i ponovno do Zagreba. O nekim se osobama ispredaju legende, a Tin Ujević je sam bio legenda. Nisu mu bili potrebni neobični doživljaji, kolumbovska otkrića, ratničke akcije ili revolucionarni podvizi. Tinov život u cjelini je bio gotovo nestvaran, kao neka bajka, bijaše i neobičan doživljaj, i otkriće, i neprestani podvig sa svim svojim djelićima. Tin je bio zaista nešto izuzetno u našoj sredini, u kojoj nikada nitko nije tako dosljedno nesebično i gordo gomilao, množio, zbrajao i dijelio duhovno bogatstvo, ne mareći za ustupke i kompromise kojima bi stekao i odgovarajuća materijalna dobra. U Tinovoj je bijedi bilo nešto kraljevsko, kao što ima vladara koji nisu nego bijednici.

This paper focuses on the implementation of a new organisational model in Croatian companies. The model is known as "staheholder approach" or the "stakeholder perspective". Analysis of privatization in Croatia has shown that managers, as the key stakeholders, have full control in companies with no majority owner. However, in comanies with majority owner, the owners have also left key decisions to managers. Therefore, the main goal of this paper is to analyse the attitudes of Croatian managers to the stakeholder approach, because their views will have a great impact on the introduction of the stakeholder approach in Croatian comapnies.

Textile and apparel industry in Europe is faced with higher cost structure than many of its competitors on world markets. Focusing on higher quality is a way to distinguish from competition and reduce total cost. In the past few years this industrial branch has been expecting problems because the total production is significantly smaller. Therefore, industry management has been warned about giving constant attention to: reducing costs and promoting their own brands. Hypothesis of this paper are that: Croatian managers in textile and apparel industry are not familiar with quality concepts ; and that application of quality tools and concepts contributes to achievement of better business results and competitiveness. It was critically assessed by survey sent to 150 managers in Croatian textile companies. Results showed that managers were not familiar with different quality concepts, but their perceptions about benefits from application were positive.

Central role of commodity exchanges is neutralization of financial and commodities price risk, providing effective risk management tools for basic industries and earning opportunities for well-informed investors. Conducting interview with managers in Croatian textile industry led to the conclusion that there was insufficient knowledge of futures trading techniques and opportunities. This paper analyse basic prerequisites for commodity trading, followed by cotton market analyse. For over a century cotton industry participates at futures and options market engaged in cotton price discovery and price risk transfer. With respect to pricing role of commodities exchange, this paper analyse hedging opportunities in Croatian textile industry.