Author: Paul Marinescu
Introduction. The analysis of the social-economic systems prove us that the whole is distinct from the sum of the parts. The concurrence of the components forming a system produces cumulated effects whose value exceeds the sum of effects of the components considered individually. Interactions at the level of parts help us understand the causes that sometimes generate spectacular outcomes of the system composing them. As a matter of fact, organizations exist because they mean more than the sum of the parts. Synergy facilitates precisely this pulling together of the members of an organization around a joint vision. From this perspective, we can connect organizational dynamics to the components of organizational culture.
Aim of the study. In this article, we aim at making a summary analysis of how synergy has intensifying effects by cooperation among the departments of CSOL-UB, but also between the latter and other entities: TEAM WORK, AERS, CARO, CAEN, SPHERAA SCHOOL, etc. Synergy analysis at the level of CSOL-UB leads us to the conclusion that cooperation among its departments generates benefits to the partners as well.
Keywords: synergy, network, intensifying, analogy efficacy, systems
JEL Classification: M00, M19
The capital of relationships at the level of an organisation
Leading high performance organisations is the attribute of those leaders capable of using, as motivating argument, the distribution of power at the level of the organisation members or, as attitudinal argument, the efficiency. In fact, it is about the positioning of the organisation manager in relation to people or to particular tasks. The individual power temptation can isolate the leader if this is inadequately distributed, being non-compliant with the people’s merits. We should consider the large range of power components, relating to: position, authority, expertise, resource owner, in general, information owner, in particular etc. In order to allow an equitable distribution of power, it is essential for the monitoring, control and assessment process to be impeccably achieved. We can refer to the double side of processes: quantitative and qualitative.
Leadership between fiction and reality
Often, reality overtakes fiction as the real world always contains the fiction germs, the latter growing and becoming susceptible to provide unpredictable results. The individual and organisational development vectors can generate, in the future, leadership patterns difficult to anticipate at this moment. The social and economic networks, the new technologies will define different ways of communication, collaboration, management and decision-making. The nowadays leadership theories risk to become, very soon, inoperative. Those experiencing reality have the great advantage to feel “on spot” its evolution trajectory. At this time it is not easy to determine which of the dependence forms are dominant: the ways eras create their needed leaders or the ways extraordinary leaders change eras. I rather act and also propose my fellows to act, so that the contexts created by us turn into laboratories allowing for the tomorrow leadership theories to develop. Between meditating and not acting, we should all choose being meditative in action.
Introduction. In the age of uncertainty change represents one of the most important challenges for all types of organizations. Changeability constitutes today a key competitiveness factor for any company.
Aim of the study. The aim of our paper is to show that strategy and change are two related concepts in the business literature. The methodological approach is literature review. As companies around the world are facing hyper-competition in all industries and markets, they often initiate strategic changes in order to improve their competitiveness.
Keywords: strategy, change, strategic change, company, competitiveness
JEL Classification: L1, M1
Introduction. From the perspective of leadership change symbolizes the existence of the organization. Most assuredly, this is not a matter of change at all costs, but rather of increasing organizational performance and training people. As leadership is a creative activity, in this paper, we aim to show that the unconventional is closely connected to creativity.
Aim of the study. From the perspective of interpersonal relationships the leader has to continually create contexts in which people can express themselves. On the one hand, the success of leaders is contingent on the moment the development of their personal career starts. On the other hand, the team is thus given the opportunity to develop. In order for people in an organization to acknowledge a leader’s point of view, it is essential that the latter be compelling. From our point of view, most unconventional leaders possess an informal educational component which allows them to reveal their true potential without any constraints. When we talk about potential we have the native constituent in mind, whence we can adduce a few terms that define realities such as: multiple intelligence, emotional intelligence, social intelligence, adaptive intelligence, spiritual intelligence. The examples that we share in this paper, regarding the development of projects and organizational systems, state the ways in which unconventional leadership can occur. The unconventional leader will be ingenious, innovative, creative, charismatic, a finalizer and an example in the eyes of the team.
Keywords: unconventional, creativity, leadership, innovation, network.
JEL classification: M100
The cause and effect relationship between certainties and uncertainties
We are witnessing a wave of mergers and acquisitions both in terms of business value and alliances concluded globally. The increasing number of mergers and acquisitions is a result of globalization that creates market opportunities, contributes to the reduction in barriers to entry into markets, facilitates networking technologies, and expedites communications restructuring. From this perspective, mergers and acquisitions are now considered corporate strategies causing global changes, influenced therewith by these changes. The combination of these factors and the global trend towards privatization have fostered and sustained the greatest economic expansion and the stock market boom. Companies recur to strategic alliances in order to secure a strategic balance in the market. Merger decisions are often influenced by the potential that is offered by synergies when a variety of skills converge to ensure: the generation of new sets of activities and that of financial economies of scale, an increase in operational efficiency through economies of scale, lower costs of capital by leveling cash flow, and a better link between investment opportunities and internal cash flows.
Introduction. The making of footwear, one of the most ancient crafts, has a long history. The manufacturing of shoes represented a handicraft activity until the mid-nineteen century. In the late 1800s and the beginning of the 1900s, the footwear industry adopted the factory system and became increasingly mechanized. One of the most important footwear companies has been the Bata Company. Its economic success was based on the well-known Bata Management System that constituted the subject of a wide range of discussions and debates in the business literature.
Aim of the study. The aim of our paper is to render in brief the BMS. The methodological approach is literature review. Our paper has shown that BMS represents an effective and efficient management system that includes solid business principles.
Keywords: Bata, management system, footwear industry, company, business
JEL Classification: M1
Page: 7Education and entrepreneurial spiritThe attitude of a man is influenced by the quality of education. Too often we use to exclusively impute to the system the educational problems of individuals and groups. It is necessary to look lucidly and toidentify the role of family, civil society and individuals in education. Exercising leadership means continuously learning and, therefore, it is difficult to separate the educational dynamics from the team evolution at organizational level. The training of individuals occurs in variable contexts that they create or in which they are involved.From the leadership perspective, education is also a problem of assuming…
Introduction. Comparative management studies (parochial, ethnocentric, polycentric comparative, geocentric) allow us to define the scope of investigation starting from specific cultures, the similarities and differences between various cultures, from investigating multinational corporations, thus establishing the meaning of the evolution of management in the globalization era.
Aim of the study. Through this analysis we intend to briefly present some of the common elements of management in each country and, at the same time, to point out some of the notable differences. Within our analysis, we consider some peculiarities of the specific management models of enterprises in the United States, Germany, Great Britain, France and Spain. In this regard, we shall use, inter alia, Geert Hofstede’s model regarding the cultural dimensions in management (individualism / collectivism, certainty / uncertainty, masculinity / femininity, high power distance / low power distance).
Keywords: management, result, effect, individual, global, managerial culture
Introduction. The process of explaining the political factors will never be able to replace the realities and that is the reason why we propose to have, on an European level, an analysis of the way in which the economic discrepancies deepen the educational ones thus creating a spiral of disparities within all areas. It is obvious that we cannot only conclude that certain policies have been bankrupt, but to seek and find solutions for the future. The demographic deficit in the Eastern European countries has created even bigger problems in the educational field favouring the emergence of some problems in pension systems also, but in the systems of distributing the revenues as well.
Aim of the study. In this article we intend to do a review of the main issues faced by the higher education in Eastern Europe, the causes which generate these problems, but also the economic, social, political and cultural effects on the level of those countries, but also on international level.
Keywords: flow of human resources, selection, business environment, motivation, personal, performance management, discrepancy.