The physical properties of three sweet cherry cultivars grafted on Gisela 6 rootstock were studied in agroecological conditions of Blagaj, Herzegovina (southern part of Bosnia and Herzegovina), during a period of two years (2020‒2021). The research included fruit and stone weight, flesh ratio, stalk length, fruit dimensions and fruit shape index) of Early Lory, Regina and Kordia cultivars. The fruits of the cultivar Kordia had the highest fruit and stone weight, flesh ratio, stalk length, fruit width as well as fruit shape index. The cultivar Early Lory had the highest fruit width and thickness. Based on the results, the cultivar Kordia showed the best results of physical properties of the fruit compared to the cultivar Early Lory and Regina.

As a business function that deals with the establishment of efficient and effective processes for planning and control of the company's operations, controlling has become a crucial function of any business organization. The global changes have forced companies to very intensively and quickly adapt their operations to new market conditions, and controlling bears the most significant burden of this adaptation to global changes. To expand the scope of knowledge about controlling, this paper provides a literature review of controlling development in modern businesses, focusing on selected developed and developing countries. According to the findings of various studies, controlling is used in the majority of firms in developed economies, and his role has expanded. Existing studies support the conclusion that controlling contributes to improved business performance. Based on the literature review, the paper presents an analysis of the current state of controlling function development in companies of selected developed and developing countries, with special emphasis on Bosnia and Herzegovina, where controlling is not fully implemented with limited practical use. Therefore, some recommendations for adequate development of controlling function in Bosnia and Herzegovina and developing countries are proposed.

Organizational configuration affects a number of management components, both hard and soft. Hard components include: organizational structure, strategy and control, and soft components are: organizational culture, organizational learning, leadership, motivation, organization power, organizational change, rewarding employees, evaluating performance and connection between individual and organization. Therefore, it can be said that organizational configuration affects organizational culture. The organizational configuration creates a framework in which a specific type of organizational culture is applied. For an organization to be successful in achieving its goals, there needs to be a high degree of agreement between the chosen model of organizational configuration and the type of organizational culture. Therefore, each model of organizational configuration corresponds with a precisely defined type of organizational culture, because only in that way organization will avoid problems in its functioning. This paper is an exploratory type, which means that it will create assumptions about the degree of agreement between specific models of organizational configurations and certain types of organizational cultures. In this paper, based on theoretical implications, assumptions are created about the degree of agreement of Mintzberg's models of organizational configurations, which are re cognized in the literature as Mintzberg's basic types of configurations and typologies of organizational cultures according to Cameron and Quinn, better known as the competing value model. Situational elements that form models of organizational configurations according to Mintzberg and the dimensions on the basis of which are performed the typology of organizational cultures according to Cameron and Quinn are taken into account.

The paper investigates the influence of organizational culture on the leadership style in the company. Every company needs managers who will develop a certain leadership style in order to meet the preconditions for effective actions that will lead to the achievement of the company's goals. Organizational culture in accordance with established norms and rules determines how to understand and accept specific employee behavior, and which leadership style is fitting for managing employees by managers of company leaders. The paper uses a situational approach to leadership according to which the typology of leadership styles is based on two key criteria: concern for people and concern for performance. The classification of organizational culture according to the Edwards and Kleiner typology is based on four types of organizational culture: indifferent culture, caring culture, strict culture and integrative culture. Based on the agreement of the criteria for differentiating the types of organizational cultures and leadership styles, hypotheses about cause-and-effect relations between them are set in the paper.