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within a certain focus, function, or profession provided, of course, that theindividual has enough space and time to become a professional in the givenfield. This applies in all job categories, from mechanics or toolmakers toprogrammers of the most modern software. The company needs many carriersof work professionalism, and to those from whom they hire it, it provides notonly employment, but also a share in joint success and more independence,because a %u201cprofessional%u201d in the field usually has know-how at a much higherlevel than a manager. The driving force of professionalism is in the hands ofboth parties involved %u2013 the employee, who must make significant efforts andbe personally involved in this direction, but also in the hands of the company,which, in collaboration with education experts, must offer its employeesconcrete paths for professional development.However, in order to satisfy the need for meaningful concrete work, thepossibility of development and growth of independence in participation in theeconomic activity of the company, the second driving force mentioned isnecessary, which is the behaviour and attitude of the individuals themselves.Employees must become engaged actors and partners of the company, whowill leave behind the logic of obedience and replace it by accepting their ownresponsibility for the success of specific company projects and thus also for itsfate. Despite the fact that the necessity of this change in employee behaviourhas been discussed in theory and practice since the late 1990s, in many casesit remains an unfulfilled task. In Western European companies, the frequentcause of this situation is the pressure of trade unions maintaining old schemes,according to which employees are not supposed to participate in makingcompany decisions, their task is only to implement the orders of their superiors,or contradict them. In the former planned economies, the passive and obedientemployee in some cases persists as an inherited mentality of the formercentralised management system. In both parts of Europe and in non-Europeancountries, we can find numerous situations in companies where teams of highlyqualified employees or competent engineers are managed in a Taylorist andbureaucratic way, which threatens their professional advancement, theefficiency of the company, and the human climate in it.The need for innovations to release the energy, initiative, and creativityof employees is closely related to the concepts of satisfaction, engagement,and motivation, which are a means of fulfilling it. Michel (1994) characterisesengagement as affection, or the employee%u2019s dedication to work. The involvedemployee defines themselves through their professional activity, which theyconsider to be the central dimension of their life. Haegel (2016) clarifies severaldifferences between engagement and satisfaction. Satisfaction is amanifestation of an individual%u2019s relationship to work, but engagement orients,controls, and accompanies the given relationship. Satisfaction depends on the982 European Entrepreneurship