Author: Cristina Bolcaș

Introduction. Entrepreneurs, managers and leaders are important players in a competitive market economy. Entrepreneurs create and develop businesses, by manifesting initiative and entrepreneurship, which are real drivers of economic development in the contemporary period. Managers design and implement organizational strategies and policies, the fundamental objective of which is to obtain sustainable competitive advantages. Leaders, through their informal authority, charisma and their ability to relate and communicate, give credibility and consistency to entrepreneurial and managerial actions. Entrepreneurs and managers need to gain the support of leaders in substantiating, adopting and implementing organizational change projects, which are essential in an increasingly dynamic business environment.

Aim of the study. The paper provides an integrated perspective on issues related to entrepreneurs, managers and leaders, highlighting similarities, differences and points of interference among them.
Keywords: organization, change, entrepreneurs, managers, leaders
JEL Classification: L26, M10, M21, O10

Introduction. Every crisis teaches its own lesson. From the multitude of economic and social phenomena, the crisis has a baleful force, both through the energies it engages and through the energies it consumes through manifestation. The crisis is the hardest lesson that forces us to be careful so that we can avoid it, overcome it. Crises can be “managed” to become bearable. The attitude of the management, expressed concretely by the activity of the leaders on different hierarchical levels, comes to maintain and influence the performances of the organization, to support the dynamics of the change processes and to help, in this way, to design and achieve the strategic vision.

Aim of the study. This paper intends to present some strategic visions and ways of exercising the missions of leaders in organizations determined by the requirements for change.
Keywords: management, organization, change management, crisis, strategic vision
JEL Classification: G10, M10, M15

Introduction. In a constantly changing and evolving market worldwide, each organization seeks to shape and develop appropriate leadership, so that it responds to all the demands arising in the organization’s internal and external environment. Organizational culture imposes itself as the best way for operating in a successful manner. The members of the organization must develop a belief shared by the same values, attitudes, habits and written or unwritten rules that directly influence their activity. Culture needs to evolve in order for the organization to remain relevant in a changing environment. In this sense, changing the organizational culture is not an easy process, as the members of the organization are often reluctant to new things, having a behavior that implies weaker results.

Aim of the study. This paper aims to highlight a few models of organizational culture, approaches, features, characteristics and implementation strategies. At the same time, the paper offers a brief review of the empirical research of the terms published in the specialized literature, including various conceptual frameworks such as: “corporate culture”, “workplace culture”, “business culture”, but also an analysis of the organizational culture that is permanently created and modified so as to ensure the continuity and efficiency of the organization.
Keywords: organizational culture, corporate culture, workplace culture, business culture, models of organizational culture
JEL Classification: M10, M14, L21

Introduction. The paper approaches in a correlative vision the issues of entrepreneurship and intrapreneurship, as vectors of the development of organizations in the contemporary economy. Relevant aspects regarding the entrepreneurial phenomenon and respectively the intrapreneurial phenomenon are presented, highlighting similarities, major differences, as well as areas of interference between them. The scientific approach continues with the exposition of important elements regarding the entrepreneur and the intrapreneur, as main actors of the entrepreneurial and intrapreneurial phenomena.

Aim of the study. Through the approached themes, the paper highlights aspects found in all types of organizations operating in the current business environment, considering that entrepreneurship is mainly linked to micro-enterprises and small companies, while intrapreneurship is manifested mostly in medium- and large-sized organizations.
Keywords: organization, entrepreneurship, intrapreneurship, entrepreneur, intrapreneur
JEL Classification: L26, M10, M21, O10.