Browsing: 2020, Vol. 32, Issue 2, December
Introduction. The COVID-19 pandemic affected society in general and the socio-economic environment in particular. The effects of this health crisis immediately spread to the economic and financial environment, affecting most industries.
Aim of the study. This article aims to analyze the impact of the COVID-19 pandemic in football clubs in the five most important championships in Europe. The methodology was based on a quantitative research method. The results of this analysis show that the football industry has been significantly affected, and the prices that clubs have been willing to invest in acquiring new players in 2020 have fallen dramatically compared to previous years. This paper may be useful to those who want to understand the implications of the pandemic in economics, in general, and in football, in particular.
Keywords: management, European football clubs, COVID-19 pandemic, football industry
JEL Classification: M10, M19
Introduction. Every crisis teaches its own lesson. From the multitude of economic and social phenomena, the crisis has a baleful force, both through the energies it engages and through the energies it consumes through manifestation. The crisis is the hardest lesson that forces us to be careful so that we can avoid it, overcome it. Crises can be “managed” to become bearable. The attitude of the management, expressed concretely by the activity of the leaders on different hierarchical levels, comes to maintain and influence the performances of the organization, to support the dynamics of the change processes and to help, in this way, to design and achieve the strategic vision.
Aim of the study. This paper intends to present some strategic visions and ways of exercising the missions of leaders in organizations determined by the requirements for change.
Keywords: management, organization, change management, crisis, strategic vision
JEL Classification: G10, M10, M15
Introduction. The present study focused on investigating entrepreneurial intention in Romania using a technique specific to the field of data mining, respectively classification trees. The main idea of the study is to identify the probabilities of an individual being classified as a potential entrepreneur, having as a starting point a series of socio-demographic characteristics, but also perceptions, beliefs and opinions on issues related to training, experience and skills.
Aim of the study. The analysis takes into account some perceptions of the institutional support that authorities can provide to the entrepreneurial ecosystem. After analyzing 1522 responses to a questionnaire, it was concluded on the one hand that most respondents are not attracted to the idea of launching their own businesses, while potential entrepreneurs are characterized by a high confidence in their skills, in turn know individuals who have become entrepreneurs, these evidence being in line with other studies in the field, these aspects characterizing other groups of individuals and other societies. The low importance of the variables that describe age, gender and fear of failure in building the model implies that in Romania these characteristics do not significantly influence the decision of individuals to become entrepreneurs.
Keywords: entrepreneurial intention, classification trees, GEM database, self-confidence
JEL Classification: C38, C82, L26, M13
Management dilemmas in the XXI century
Personal actions don’t always lead to the goals that we wanted to reach. The restrictions of a budge are lowering the posibilities of achiving organisational performances. The most important quality of a manager is to orientate through a complex system of restrictions, finding the liberty to be open-minded. The performance is mostly influenced by the skills of the employees. This is why any manager should be very atentive to any factors that influence the evolution of the eployees and their personal needs. Ethical norms and principles influence the actions and desicions of the managers. Relationships and moral issues which appear within organizations between managers and all categories of stakeholders can affect the economical performances and social performances of the company. The dilemmas of the manager are highlited by the way he solves the problems consistent with the responsabilities to the shareholders, employees, customers and comunity. Artificial intelligence and the risks that people take in using it are another dilemma of current management. In a world where resources are dwindling, conflicts may arise over their division. Here we can talk about a dilemma of negotiation capacity. Cultural differences and the tendency of global decision makers to standardize everything is another dilemma. And last but not least, the dilemma is an argument which is consisting in presenting two inevitable alternatives, having the same result anyway.