Author: Paul Marinescu
Page: 5Innovation and EntrepreneurshipIt is difficult to decrypt innovation without considering the contribution of entrepreneurs, as the boldest ideas cannot be materialised otherwise than based on the actions of the latter. On the other hand, a successful business implies an optimum configuration of activities (distinctly from a common approach), this involving: the satisfaction of customer’s needs, a lower production cost and, sometimes, decreased price levels, a revolutionary design for products, based on novelty elements etc.Therefore, innovation and entrepreneurship are two continuously adapting, organically connected “realities”. It is an illusion to perceive a business as being immortal. We have to adjust all the time…
Page: 5 Change, globalization and management In the cause-effect relationship, change and globalization decisively influence the evolution of management. Obviously, we can also raise the issue of how management has accelerated, through repeated changes at the organizational level, the tendency of globalization. Management with its three dimensions: the existence of the market, the industrial means of organizing production and the corporation as the major form of business organization must adapt to new realities. The “three revolutions in management”: the detachment of management from production, the emergence of managers, professionals in the field and attracting employees in management activities foreshadow a…
Page: 5Ethics and competences The risks assumed by managers contain unknown elements susceptible to contribute to the bankruptcy of businesses. The dilemmas of managers are not related only to costs, but also to the destiny of their employees. Surviving on a market where the battles are carried out by partners having increasingly complex skills and where budgets are progressively more restrictive represents a true performance. Beyond the need for a consistent understanding of the economic mechanisms, managers should be able to attract resources characterised more and more by scarcity. The biggest challenge is related to the quality of human resources. It…
Introduction. During the time, especially in the last fifty years, leadership has increasingly become a major subject in the management literature, a subject of much thought, writing and teaching. While the importance of leadership is generally accepted all over the world, there are as many definitions of it as there are organizations. In spite of the fact that the business literature on leadership is so voluminous, there is not an agreed-upon definition of the concept of leadership. Leadership is not only intensely studied, but also practiced in different organizations. How to lead effectively an organization depends on many factors such as the organizational culture, the behavior of the followers, and the personal traits of the leader. The vast majority of successful leaders are multi-dimensional individuals.
Aim of the study. The aims of our paper are to present a short biography of Steve Jobs and to highlight his contribution to modern leadership. Our research is based on a literature review. The S. Jobs example illustrates how a transformational leader as him can be a key factor in successfully turning round the fortunes of a company as Apple. The paper facilitates a better understanding of modern leadership, emphasizing the case of S. Jobs, and provides a platform on which to build further studies on the same subject.
Keywords: leadership, Steve Jobs, leader, Apple
JEL Classification: M1, M19
Introduction. Starting from the observation that globally there are many voices questioning the level of adaptation of the current educational system to the realities of the contemporary world, we shall briefly present a couple of views on how the European and the American education of the future might look and also the way in which the academic leadership should manage this process of change. Since any vulnerability may represent in certain circumstances an opportunity, based on an existent analysis, as well as on some personal opinions we shall present the way in which the Romanian academic environment could develop. Believing that nowadays the exchange of experience and the know-how between different branches of the society are the key to obtaining a booster effect that will allow the occurrence of a synergy between them, we are proposing a vision through which the academic environment can take advantages, seizing on the experiences of the business environment, the effect of “leapfrogging” to eliminate the distance between the academic environment and similar systems in other countries with tradition.
Aim of the study. The purpose of this paper is to analyze the trends that mark the evolution of leadership in the Romanian academic environment from a systemic perspective to integrate the past, present and future. In our approach we start from an analysis of how the multiple transformations that took place within the Romanian society in its whole has influenced the academic environment, emphasizing especially the moments of rupture caused by the numerous reforms started and never completed and the problems of chronic underfunding faced by the system.
Keywords: leadership, academic environment, change, trends
Page: 5 Change from desire to reality When the leader proposes a change in the organizational level, he needs to know very well the internal springs that motivates each employee involved in this change. Changing the behaviour of a group can lead to decreases in performance for various periods of time. Learning management plays an essential role in successful change supporting because it provides useful information to the accumulation process and encourages the assumption of the difficult situations’ responsibilities. Insufficient preparation can induce individual or group fears that influences the speed and quality. In preparing the change, it’s mandatory to…
The capital of relationships at the level of an organisation
If we make an analysis of the organisational dynamics, we cannot ignore the connection between the quality of the network of relationships and the modality of highlighting the same. The relationships with suppliers, beneficiaries, competitors, banks, public institutions, NGOs have an essential impact on the personal and organisational performance. As regards their customers, the companies are sometimes tempted to make exclusive use of impersonal relationships. The apparent time saving obtained by resorting to such relationships can endanger the achieving of the established purposes. It is ascertained that the interpersonal relationships have an important role in the evolution of partnerships. The optimum combination between the use of interpersonal and impersonal relationships can generate performance. The analysis of stakeholders, of environments and the SWOT analysis can provide the information necessary to define the alliances and to identify the nodes of a future relationship. The preoccupation for the development of networks of relationships led to researches in the network, networking and network management fields. Successful companies are sometimes involved in partnerships having as final result research, technological and marketing activities. Hence, they create their own networks of trust relationships able to generate synergic effects.
Introduction. People in general, leaders especially, are influenced by the organisational culture and the other way around. Organisational culture represents a determining factor regarding the display of leadership, since these two processes create each other, adding value and consistency to one another. Moreover, organisational culture can be created and developed in a fluctuant business environment, in which the external factors influence its progress. The development of society has incessantly been emphasized by the relationship between the sexes, by their individual evolution, but also by the interdependency between them.
Aim of the study. Considering the fact that, in the current turbulent economic environment, certain qualities such as flexibility, intuition, development of communication networks and motivating the employees represent values that are considered to be “feminine”, one can assert that, in this case, gender is an opportunity. However, if we should take into consideration the impact of culture, of certain mentalities and misconceptions that are still present, regarding the woman’s standing in society, economy and politics, we can state that gender is a discriminating factor, because there is still the tendency to consider men as being better leaders.
Keywords: leadership, leader, organisational culture, opportunity, discrimination
JEL Classification: M12, M14
Introduction. A scientific approach to management was initiated for the first time in America in the late 19th century. Scientific management arose mainly from the need to increase efficiency in America, but other key factors were the spread of big businesses and the expanding application of science in industry. The aims of our paper are to present the emergence of scientific management in America and to emphasize the contribution of some of the most representatives American authors to its development. The methodological approach is literature review.
Aim of the study. Our paper shows that scientific management was essentially an American achievement that provided useful lessons for the whole human society.
Keywords: scientific management, efficiency, Taylor, America
JEL Classification: M10, N61
Introduction. Organizing the manufacturing processes constituted probably the most difficult challenge in the American automotive industry in the 1920s. A. P. Sloan Jr. was one of the greatest captains of industry and shaped General Motors Corporation into the largest automotive manufacturer of the world. His creative approach on how to mix a degree of decentralized responsibility with centralized control remains a useful example for every corporate leader.
Aim of the study. The aim of our paper is to emphasize the contribution of Sloan Jr. to the development of leadership. The methodological approach is literature review.
Keywords: A. P. Sloan Jr., leadership, General Motors Corporation, organization
JEL Classification: M1, L23, L62