Author: Cristina Veith
Introduction. The crisis caused by the COVID 19 virus has affected both the economic environment and the daily lives of all citizens. Despite the restrictions imposed by the pandemic, some companies have understood to continue their activity, to train their staff, to inform their suppliers and customers. The main problems faced by organizations, in addition to those inherent in the decrease in turnover, lack of liquidity, were those related to staff. Digitization has been accelerated in all environments and areas of activity. For a good development of the activity in the remote working system, the managers were put in the situation to redefine their management, orientation and control. The change was not only related to the use of new technology and remote work, but also to the transition in a time of crisis, dominated by panic and concern for citizens for their own safety and health.
Aim of the study. The purpose of this article is not limited to an analysis of the literature, but presents certain aspects from which we can learn lessons for finding and applying the right solutions in practice, especially for managers who face the challenges of coordinating remote teams. One of the important challenges that managers face in leading remote teams is communication. Communicating unclear, incomplete or ambiguous messages is very risky, and the effects can be disastrous. Crisis communication must have a single source of presentation of the truth, it must be clear, simple and humane. The essential element of distance communication refers to being very accurate.
Keywords: Digitalization, COVID 19, work force, leadership, management and communication.
JEL Classification: M12, M15, M53, M54, D83
Introduction. In the context of “Industry 4.0”, applying the principles of diversity management is a very important topic for all developed countries. Even if the adoption of regulations intended to increase the number of women in different management positions is discussed at the government level, the culture of each individual organization is a deciding factor for the chances of women’s success. Secondary sources consisting of statistical data, scientific articles and relevant sources and materials were used for them. Aspects such as traditions, customs and beliefs influence both the share of women involved in professional life, but also the different level of payment. This leads to another much-debated topic, namely equality in chances and rights. Our country, even though it is not one of the largest economies in the world, has understood the benefits of gender diversity in order to ensure a healthy and sustainable development. This is also the case of the generally man dominated IT sector.
Aim of the study. This paper focuses on the involvement of women in the professional activities of the future. The cultural differences between the developed economies of the world is one of the main causes of the percentage differences related to the involvement and the role of women in ensuring a long term sustainable development.
Keywords: Management, IT industry, woman role, Industry 4.0
JEL Classification: M12, M14, M54
Introduction. The paper aims to analyse the links between various networks and the way they can interact, particularly where networks belong to different stakeholders, involving also State authority. The case analysis argues on the idea that each restructuring process especially where it targets state-controlled institution needs to incorporate measures to install good corporate governance and management efforts toward open communication and transparency, along with effective quantitative risk analysis and compliance management when assessing an offence which may be deemed “criminal” in its European autonomous meaning.
Aim of the study. The methodology used comprised a comparative study and historical and logical research tools but also qualitative research such as interviews with the subject company and benchmarking the result to similar cases. The results of the paper point out the relevance of the rules and principles underlying the restructuring process of a public authority, effects and interaction between institutions and the need for clearer and more transparent legal framework, particularly where sanctions can be combined in a manner with negative impact on offender’s ability to continue to operate.
Keywords: State agency, currency control regulation, confiscation, proportionality
JEL Classification: K34, K38, K42
Introduction. Industry 4.0 is characterized by intelligent manufacturing and implementation of Cyber Physical Systems in production which refers to both the built-in sensors, the microcomputer networks and the direct connection of the machines to the value chain. Today, IoT is only a small part of the global phenomenon that can be called “The Internet of Everything”. The economic growth in our country was one of the highest in the EU since 2010, with an average rate of 3.0 percent during 2010-18. The 2018 GDP per capita is around 65 percent of the EU28 average, up from 25 percent 20 years ago. The IT&C sector is one of the growth engines of the Romanian economy. In the last years, foreign companies have opened development and support centres in Romania. Of the total workforce in Romania, 2.2% work in IT&C, generating 5.9% of GDP. Digitization generates economic growth.
Aim of the study. In this paper we describe the challenges posed by Industry 4.0 and analyse the opportunities and risks in the IT&C industry in Romania based on the information available in the specialized literature.The method used is a descriptive and quantitative one, combined with a SWOT analysis. The goal is to underline the huge possibilities that our IT&C sector has, and how it can impact our national economy given “Industry 4.0”. With a well developed IT&C sector, the cost of digitalisation can be much lower for our country compared to those that do not have such capable specialists in this field. Due to the changes brought by “Industry 4.0”, the Romanian entities need to look also at examples from other countries in the EU.
Keywords: Opportunities and risk, SWOT, IT industry, Industry 4.0
JEL Classification: M12, M14, M54
Introduction. The purpose of this paper is to present the results that can be obtained by implementing the Lean Six Sigma methodology in the health system of our country. The results are also supported by the case study regarding the implementation of Lean Six Sigma techniques in a public hospital with good performances, nationally recognized: The Municipal Emergency Hospital Moinesti. These strategies, which include Lean and Six Sigma methods, aim to implement process improvements through a set of principles and practices that promote greater efficiency and effectiveness, with fewer errors. The main motivation for the thematic research is due to the fact that the Romanian health system has notable deficiencies which, despite the many positive changes in our country in general, in the health system, in particular, the progress is expected. From previous studies in clinics in the US and Europe we have found that there is a methodology that puts patients and their needs first, by reducing and avoiding waste, as well as streamlining and organizing medical services, so that they can meet patients’ expectations.
Aim of the study. The present paper is based on both a secondary research and the actual carrying out of a case study, extended at the experiment level. The results of this paper show that the medical organization has a greater capacity to respond to challenges within the system, the use of resources has been maximized. There has been an increase in the satisfaction of the patients but also of the doctors, with the elimination or reduction of some costs. The application of the Lean Six Sigma concept in healthcare is a new topic and few researches have been carried out in this field, this work can be useful to the entities that carry out their activity in this area of utmost importance, who want to increase their level and quality. the services offered.
Keywords: Management, Lean Six Sigma, Hospital, Health.
JEL Classification: M12, M14, M54