Author: Irina Popescu (Dogaru)

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

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Introduction. All media companies face the issue of dramatic market changes and consumers’ habits. The new technologies, the competition represented by the e-commerce companies and the huge number of nonjournalists content producers have major impact on the mass media industry. Strategies and business models must led to the best use of resources, keeping the constant market shares, and thus increasing profitability. Flexible strategies, market knowledge, loyal readership, the ability to innovate and adaptability to change are the elements that prepare businesses for an era of personalized information, as mass-media are ones of the few industries whose products are exclusively intangible-conceptual and non-material.

Aim of the study. The economic goals that media industry management needs to achieve are as important as the responsibility towards society and customers. The major focus of mass media management is finding the model to ensure the optimal balance between the costs involved by producing quality content, gaining trust and readership loyalty, managing digital and technology successfully as mandatory elements for revenue growth and business stability.
Keywords: management objectives, advertising market, readership, audience measurement
JEL Classification: M10, M20, L29

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Introduction. Two university events took place in spring and autumn 2019, having the following themes: Sustainable Education & Development in EU28 and Entrepreneurial Student Societies in Romania of the Creative Students. The objectives of the two events were the formation of the student leadership and entrepreneurial skills. Partner in the organization of these two events was a Romanian training & consultancy company which held two workshops whose themes were: transformational leadership and business simulation. In the former event, there was a team decision-making exercise which lay the stress on the leader’s role. The participant students were also administered a career questionnaire. In the latter event, there was a strategy building case-study and company coordination for a whole year. A focus group was also achieved, dealing with how the digital organization and the leader of the future look like. The main issues were certain concepts regarding the difference between a manager and a leader, the roles of the leader, the methods of the team decision-making, the leader’s necessary skills for building of a digital organization.

Aim of the study. The paper describes the results of the two workshops, each event involving about seventy students from more than ten university centers from Romania, as well as students from abroad – Europe and Africa. The research methodology was based on both quantitative and qualitative methods. The romanian academic environment is ready to develop talents in the entrepreneurship and leadership field. Millennials represent a major change in the employment market, and their vision about digital organization and the leader of the future helps companies to adapt their organizational culture to the new managerial profile.
Keywords: university events, leadership skills, entrepreneurial skills, digital organization, leader of the future
JEL Classification: L22, M14, M53

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