Browsing: M12

2013

Confronting the Consequences of a Permanent Changing Environment

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Introduction. Businesses and governments choose how they wish to deal with change. Whether this change is organizational, technological, political, financial etc or even individual pursuing actions as usual is likely to lead to a downward path.

Aim of the study. The authors of this paper are giving a set of tools for confronting and understanding the consequences of this era of permanent changes by building strengths and seeking opportunities within organizations (private or public) and within family (including friends). The work environment and the personal life of the individual have a common point which is adaptability, coping efficiently with changes, a demanded ability of the 3rd millennium human being.
Keywords: organizational change, employee, family, technological environment
JEL Classification: D23, M12, L2, D1, L86

2014

Feminine leadership and organisational culture

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Introduction. People in general, leaders especially, are influenced by the organisational culture and the other way around. Organisational culture represents a determining factor regarding the display of leadership, since these two processes create each other, adding value and consistency to one another. Moreover, organisational culture can be created and developed in a fluctuant business environment, in which the external factors influence its progress. The development of society has incessantly been emphasized by the relationship between the sexes, by their individual evolution, but also by the interdependency between them.

Aim of the study. Considering the fact that, in the current turbulent economic environment, certain qualities such as flexibility, intuition, development of communication networks and motivating the employees represent values that are considered to be “feminine”, one can assert that, in this case, gender is an opportunity. However, if we should take into consideration the impact of culture, of certain mentalities and misconceptions that are still present, regarding the woman’s standing in society, economy and politics, we can state that gender is a discriminating factor, because there is still the tendency to consider men as being better leaders.
Keywords: leadership, leader, organisational culture, opportunity, discrimination
JEL Classification: M12, M14

2014

The employees’ opinion about top management at the Berlin Ltd. distribution

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Introduction. Top management which directs and controls the overall activity of the organization, in general, is responsible for planning and interpreting of the purpose of the organization for determining, its business strategy and its main policies.

Aim of the study. This paper aims to highlight that one of the main problems facing commercial establishments offering commercial services is to find a way to differentiate the offer keeping in mind deal that these units dealing with services and whose main characteristic is intangibility. One of the ways standing out the offer is to make ensure that there are good quality services. This can not be obtained without the services of a highly motivated staff who understands the importance of their work in the smooth running of the enterprise.
Keywords: Top management, nominal scale, Likert’s scale, semantics scale, styles of leadership: authoritarian, participatory, autonomous, and indefinite.
JEL Classification: D23, M12, M51.

2014

Cross-cultural Leadership

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Introduction. In a world subject to a continuous process of globalisation, the concept of cross-cultural is frequently encountered in all fields of activity and at all levels. This is the reason why I undertook to approach such issue, not in its generic meaning, but customised for the leadership pattern.

Aim of the study. The present paper is meant to outline the positive effects that diversity may have on any organisation, subject to the condition that the said diversity be appropriately managed. As the leader is a person who, by power of example, makes other people adopting a similar attitude, the actions of the same oriented towards the fructification of the advantages of a cross-cultural environment, which are depicted in this study, are not only directly, but also indirectly, by synergy, impacting, in a positive way, on the organisation. Innovation, performance, competitive advantage and reputation are just some of the outcomes of finding unity in diversity.
Keywords: leadership, cross-cultural approach, globalisation, unity in diversity, competitive advantage
JEL Classification: M12, M14, M54

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