Browsing: M10

 Pages: 93-99Introduction.The purpose of this paper is to summarise, analyse and explain the concept of strategic alliances, as elaborated by…

Pages: 100-115 Introduction. This article examines the strategic integration of Information and Communication Technology (ICT) within organizational processes, focusing on…

Introduction. The economics scholars agree that investment in education is a competitive advantage. After participating and graduating the “Advanced Summer School in Analyzing Market Data 2013”, the students will gain some formal competences is applied knowledge in Statistics with the IBM SPSS Statistics software. Studies show that the employers seek also practical competences in the undergraduate students, along with the theoretical knowledge.

Aim of the study. The article focuses on a SWOT analysis for organizing a Summer School in order to compose lists of strengths, weaknesses, opportunities and threats. The purpose of the “Advanced Summer School in Analyzing Market Data 2013“ is to train undergraduate students from social-human sciences to gain competences which are valued in the market and a certificate for attendance, to develop an appropriate training program which combines applied knowledge, statistics and IBM SPSS software and to create a „Summer School quality brand” with high-quality training programs for the Faculty of Administration and Business.
Keywords: SWOT, Summer School, Competences, Education, Knowledge.
JEL Classification: I21, M53, M10

Introduction. Leadership could be seen as a process to achieve company’s goals through company’s people. In any company and also in banks and central banks, leadership could register notable performance as a result of harmonization between formal and informal organization of the company. Maintaining a dynamic and optimal balance for ensuring the simultaneous attainment of individual aspirations of employees and company objectives should be a goal and a permanent preoccupation of the management team. Nowadays, leadership of the central banks have to face a multitude of issues that concern accountability and credibility of monetary authorities.

Aim of the study. In this regard, one of the essential characteristics that determine and influence leadership of a central bank was to ensure that the degree of central bank independence from the political authorities of the country concerned. Before and during the international financial crisis, NBR has faced some important and difficult periods, watershed might say, in terms of the proper functioning of his leadership. These include: adopting the strategy of monetary policy based on inflation targeting, the speculative attack on the currency in the period 17 October to 5 November 2008 and the liquidity crisis of Romanian banks with foreign capital.
Keywords: central bank functions, formal and informal organization, decision taking, inflation targeting strategy, speculative attack on currency
JEL classification: E52, E58, G20, M10, N20, O20

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. In an international landscape characterized by continuous structural changes and a growing competitive pressure, the role of SMEs is becoming increasingly important, in their capacity as providers of employment opportunities and key-players in the prosperity of local and regional communities.

Aim of the study. The paper highlights evolutionary benchmarks of the EU SMEs, with special reference to three indicators, namely the number of firms, number of employees and gross value added. The main EU documents relating to SMEs are briefly presented, specifically the “European Charter for Small Enterprises” and “Small Business Act” for Europe. In the final part of the paper we have analyzed the “skills and innovation” principle, which is of major importance in the context of the “A Union of Innovation” Initiative, included in the Europe 2020 Strategy.
Keywords: European Union, SMEs, Small Business Act, skills and innovation.
JEL Classification: L25, L26, M10, M21, O10.

Introduction. What does leader development mean? It essentially refers to the extension of the capabilities and competences of individuals so as to effectively impact, in a positive way, by their behaviour and role playing, on the convergence of the entire organization to a common goal: success.

Aim of the study. This paper aims at rendering the main characteristics distinguishing leaders from common individuals, as well as from managers, while identifying the progressive steps and the key elements needed for leader development. Learning how to lead oneself is a prerequisite for leading others, but without continuous training, coaching or mentoring, and above all, without effective experience, individuals will never get to become real leaders.
Keywords: leader development, planned experience, action learning, coaching, mentoring
JEL Classification: M10, M12

Introduction. An effective leadership, an evolutionary organizational culture and permanent connection to change may ensure a company’s success within an ever more dynamic competitive environment. The scientific approach of this paper is in line with theoretical and applied research in the field by the presentation of the connections existing among leadership, organizational culture and organizational change.

Aim of the study. The paper highlights the triad “vision – motivation – momentum”, the mission and the defining coordinates of leadership, the complementarity “new – tradition” in organizational culture, the stages of the change management process and the role of managers and leaders in the preparation and implementation of change projects. Leadership is essential in building and developing an appropriate cultural model, which, in its turn, is an important vector of organizational change processes in modern companies.
Keywords: leadership, organizational culture, organizational change, managers, leaders.
JEL Classification: M10, M12, M14.

Introduction. On a long term Romania’s economic and social development potential looks quite promising thanks to the potential that SMEs pose and that must be encouraged and stimulated to capitalize current and potential business opportunities.

Aim of the study. The present paper gives an overview of Romanian SMEs within the European context, while analysing the number and proportion of firms and their employees, as well as the added value that the SMEs sector brings to economy. Similarly, the present paper analyses demographic evolution of SMEs and their density, regarded as a strategic indicator that reflects, from a quantitative perspective, the development stage of SMEs in Romania and in relation to the EU. The last section of the paper illustrates various aspects regarding the position that Romania occupies in the EC as to the implementation of the Small Business Act for Europe.
Keywords: SMEs, number of employees, added value, demographic evolution, density of SMEs, SBA for Europe.
JEL Classification: L25, L26, M10, M21, O10.

Introduction. Contemporary organizations need to understand the meaning of change and to tackle it as a source for improving processes and activities, aiming at increasing the performance and competitiveness.

Aim of the study. The paper presents approaches to organizational change and highlights the fundamental objectives which the organizations set for themselves by designing and implementing organizational change programs. The conceptual framework of the change management is defined and the stages of the change management process are presented. In the final part of the paper the problem of resistance to change is highlighted by explaining the content of the stages that employees go through in the process of adapting to change within organizations.
Keywords: organizational change, change management, resistance to change, objectives, competitiveness.
JEL Classification: M10, M12, L21.