Browsing: 2016, Vol. 23, Issue 1, May
A New Configuration: Management’s Paradigms – Acting in the Context of Social Economy
Introduction. The way to the new configuration: management’s paradigms – acting in the context of social economy. Influences on the Enterprises’s organizational changes
Aim of the study. This paper aims to centres itself on three main directions, as follows: a) the functional reconsideration of the enterprise: the independent work blocks; the type-one-two blocks; the influence of social economy, social enterprise, social responsibility; new features belonging to the managers, new paradigms of management and their influence on the organizational dynamics; b) the role associated with informatics and the informational support mechanisms of the enterprises and beyond them, as well as the role of information in real time; c) the methods able to show how to interpret the market’s dynamics, by using medium and long-term studies, and the marketing, economic, social and political development.
Keywords: enterprises, small and medium enterprises (SME’s), organizational dynamics, quality assurance, profit, social responsibility, social economy, social enterprise, knowledge economy, human resources, human resources training
The Importance of Change Typology – a Key Element in the Enterprise’s Organizational Dynamics
Introduction. Nowadays, humanity finds itself in a time period in which the processes of change occur at a pace unknown before. Change itself happens in various fields – technological, economic, social, and environmental and at all the levels of the organization. There is a broad paradigm-changing action that can clearly be distinguished.
Aim of the study. This paper aims to highlight the support given to the organizational dynamics. Our study comes to support the organizational dynamics, by presenting the development of the concepts of „marketing” and „human resources”, by providing some relevant definitions for them, as well as the links that exist between them, in the context of small and medium enterprises (SME’s).
Keywords: organizational dynamics, enterprises, small and medium enterprises (SME’s), human resources, quality, profit
The Agency Problem in the Romanian State Owned Enterprise: The “Contractual Paradox”
Introduction.The first is informal and the latter is formal. Both contracts are concluded between the same actors. The first transaction sets the rent extraction from the firm, while the second contract establishes the decision-making mechanism for the allocation of the firm’s resources. The “rent” is not treated in this study as a surplus, as in Ricardo-Marshall model, but as a profit.
Aim of the study. This article is an analysis of a “contractual paradox” which exists in the relation between an agent and a principal, in the presence of rent extraction. This case focuses exclusively on the State Owned Enterprise – SOE in Romania. If the model built by MC Jensen and WH Meckling examines the agency costs occurring in the presence of an information asymmetry and conflicts of interest between the agent and the principal, “the contractual paradox” that I consider in this article assumes that the “agent” and the “principal” cooperate to extract a rent/profit detrimental to a State Owned Enterprise and, in this case, the conflict of interest between the two disappears or subsists only as regards rent extraction and risks sharing. The “contractual paradox” refers to the coexistence of two agency contracts in the same State Owned Enterprise.
Keywords: corporate governance, agent – principal, agency costs, rent seeking, rent extraction
Organizational Management And Economic Development From A Fiscal Point Of View
Introduction. Management is that tool of the manager who helps seek and find the path to progress toward development of the organization. An effective organizational management must lead to finding those levers to motivate all stakeholders in the development of the activity of entities, managers, employees and shareholders. Today, more than ever, CEOs and financial ones are facing complex issues that are basis for achieving their business objectives and strategic vision. An organization cannot conduct business without resorting to its management coordination function, coordination that takes place throughout the activity. Profit and loss control represents means to exercise overall control of the output of the organization activity. Management functions exist in a mutual inter-conditioning, they should not be viewed separately and none of them should be neglected or ignored.
Aim of the study. This paper tries to develop an understanding on the important functions of management and the relationship it has with fiscality.
Keywords: functions management, company development, organizational management, management process, fiscal policies.
JEL Classification: G0, H25, H30,M12
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.
Introduction. Organizational performance is considered, in last decades, to be not only the result of using the capabilities and resources of the organization, but also the result of “how things are done” in the organization towards the achievement of the objectives set. The most complex evaluation and performance improvement programs are giving due importance today to issues such as organizational culture and human behavior; skills for change, managerial skills and managerial competences models, or intangible assets such as knowledge management and organizational learning. The emergence of knowledge management, further developing the concept of intellectual capital from the 1990s, led to the creation of a knowledge society in the last three decades.
Aim of the study. This paper aims to highlight that the corporate culture is perceived as a shift in thinking for employees and managers, and the managerial culture puts its full mark on it – through the role models offered by managers who continue to be the “hard core” of it. Putting into practice this approach, we will consider some aspects of how managerial skills and the managerial culture are shared and manifested today in the knowledge society.
Keywords: managerial skills; managerial competencies models; managerial culture; knowledge society.
Performance evaluation of employees in private enterprises in the Municipality of Vushtrri, Kosovo
Introduction. Nowadays, enterprises face major economic issues and in order to elliminate these, they intend the best use of their financial assets. Among the most crucial assets impacting significantly the enterprise performance are human resources – the performance evaluation. Throughout this research, we have aimed to highlight their findings and the areas of study of which they have focused on. Given that managers – leaders evaluate the performance of their employees, make annual analyses on their staff and on how they feel at the workplace, by assessing the performance of all employees, we have collected data from them and analyzed it statistically.
Aim of the study. Throughout the study we will be able to see not only the current practices used in evaluating the performance in an enterprise but also the involvement of development and perception of the managers – leaders regarding the assessment of the performance based on the analysis of a concrete study backed up by questionnaires completed by the managers – leaders themselves. The work aims to explain the practices performance evaluation. Finally, it was necessary that, before presenting the results, to face the thought we encountered during our work and the effect the latter have had on the results. The last part of this material contains the conclusions coupled with the recommendations, the part where we had the possibility to share our thoughts regarding the results gained from the study.
Keywords: Human resource management, performance management, staff performance evaluation, enterprise, manager, analysis, case study
Introduction. Considering the examples of great personalities in the entire world, having imposed themselves as true leaders, who have constructively changed the history of their nations, we undertake to detect how much their decisions and actions were actually supported by the circumstances of the time, therefore identifying the extent of the real merits of the former. Leaders, by their conceptual meaning, represent individuals able to inspire trust to fellows and to move them to action, so that their behaviour is, without any doubt, significantly important in setting the patterns for the well-being of the people coordinated by the same, but without stimulating grounds, the synergic effect of their endeavours may remain ineffective.
Aim of the study. The present paper analyses the impact of national political leaders on the economic growth of a country, trying to reveal the favourable contexts and the available mechanisms at their hand, allowing them to exert such positive influence, as well as the constrains impeding the same to succeed in their attempt to outperform.
Keywords: national leaders, political leadership, economic growth, decision-makers, synergic effect
JEL Classification: F43, O10, O15
Intellectual Capital. Knowledge and Competitive Advantage in the Organizational Management
Introduction. The turbulent business environment has inevitably led to an increase in competition, especially in saturated markets of products and services. The economic development of the organization will indisputably depend on the multidimensional concept of intellectual capital. Man continues to be the primary factor within the organization through his creative capacity and also by his receptiveness to self-development. Obtaining strategic advantage is based on innovation, intangible resources of the organization and the use of competitive intelligence.
Aim of the study. In this paper we present a few aspects regarding the reflection of knowledge and intellectual capital focused on organizational processes in relation to the creation and development of the competitive advantage.
Keywords: knowledge, organizational management, competitive advantage, intellectual capital.
JEL Classification: M19, O34, L25.