Pages: 28-34 Introduction. Customer experience constitutes an important concern of the top management of business organizations as it represents a…
Browsing: M00
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
Introduction. The human resources management is extremely important today due to the fact that it offers each and every company the opportunity to evaluate its most important asset, the personal, based on the past and present evolution, while using the appropriate policies, measurements and instruments, as well as by taking into consideration its general rules and regulations.
Aim of the study. This paper aims to highlight the following key aspects: first of all, the notions of human resources management and strategic personnel planning are defined and analysed; second of all, the necessity and the importance of creating and using comprehensive human resources management policies and instruments is taken into account; third of all, a case study done in a Romanian organization is presented, in terms of a quantitative and qualitative analysis; fourth of all, the results of the case study are presented and future predictions are made concerning the situation of similar organizations in Romania as well as in other countries worldwide; fifth of all, the concussions of this research paper are drawn, the limitations are presented and justified and the future research plans are presented.
Keywords: human resources management, policies, instruments, strategic personnel planning, quantitative analysis, qualitative analysis, Romania’s situation.
JEL Classification: J24, M00, M50, M51, M53, M54, O15, O20
Introduction. In a period of less than two decades (mid-1950 and early 1970s) Japan succeeded in achieving high economic growth rates and becoming the world’s second economic superpower. Both macroeconomic and microeconomic factors, such as the Japanese government’s economic policies, institutional reform, high saving rates, land reform, and high-competitive corporate management contributed to this performance. Based on a strong cultural framework, the so-called “Japanese style management” represents one of the many explanations of the Japanese economic miracle. In this sense, the Japanese culture and its influence on Japanese management have been subject of numerous researches in the last decades.
Aim of the study. The paper aims to help readers to identify and understand some of the main cultural dimensions of the Japanese management. The research methodology is based on a quantitative method.
Keywords: culture, management, values, Japan
JEL Classification: M00