Browsing: M14

Introduction. Talent management could be defined currently as ,,all the systems and processes that enable a company to attract, develop and retain employees with highly qualified” but given different interpretations we observe that ,,talent management” has a different meaning for each company. Some organizations aim to manage talent throughout the company, while others are just managing employees with high potential.

Aim of the study. This paper aims to highlight that talent management is applied differently from one organization to another depending on the type and stage of development where they are. Approaches to this subject differ so greatly from one company to another, that a process for some is “nice to have”, and for others it is a process having a significant impact in business. Yet top companies have created worldwide selection networks through which talented peopleare recruited to be hired within such (Facebook, Google, Microsoft, Samsung, etc.). The budgets meant for identifying people with high potential are especially generous and therefore these companies have long-term collaboration with universities in various countries. It is true that talented people have a few areas in wich they excel and companies need to support them to develop these skills/competencies but at the same time, they have to ,,cultivate’’ also their social skills in order to integrate into organization and thus to help them but also the organization to develop harmoniously and be permanently competitive.
Keywords: Talent, organization
JEL Classification: M11, M12, M14, M54

Introduction. In recent years, based on previous experience of the European Union to stimulate innovation at national and regional level there has been a paradigm shift in thinking about innovation in the creation of the concept of smart specialization. Smart specializations, taking into account the specificities and traditions of the regions have become a means to improve innovation and the competitive position of the European Union. In Poland, the regions introduce the concept of smart specialization in their innovation strategy. In the case of the Silesian Province for the most intelligent specializations were: energy, medicine and information and communication technologies. In these areas in the coming years should be focused stimulant level of innovation in the region, which gives a chance for faster development of the entire region.

Aim of the study. The paper presents the concept of smart specialization on the example of the Silesian province. Starting from the origins of the use of the concept of smart specialization in the European Union, shows the definition of the concept, the use of the concept in the development of regions and presented that specializations are considered smart for the Silesian province.
Keywords: smart specialization, innovation, production, technology, knowledge-based economy
JEL Classification: M14, M42, M48

Introduction. In the context of “Industry 4.0”, applying the principles of diversity management is a very important topic for all developed countries. Even if the adoption of regulations intended to increase the number of women in different management positions is discussed at the government level, the culture of each individual organization is a deciding factor for the chances of women’s success. Secondary sources consisting of statistical data, scientific articles and relevant sources and materials were used for them. Aspects such as traditions, customs and beliefs influence both the share of women involved in professional life, but also the different level of payment. This leads to another much-debated topic, namely equality in chances and rights. Our country, even though it is not one of the largest economies in the world, has understood the benefits of gender diversity in order to ensure a healthy and sustainable development. This is also the case of the generally man dominated IT sector.

Aim of the study. This paper focuses on the involvement of women in the professional activities of the future. The cultural differences between the developed economies of the world is one of the main causes of the percentage differences related to the involvement and the role of women in ensuring a long term sustainable development.
Keywords: Management, IT industry, woman role, Industry 4.0
JEL Classification: M12, M14, M54

Introduction. Two university events took place in spring and autumn 2019, having the following themes: Sustainable Education & Development in EU28 and Entrepreneurial Student Societies in Romania of the Creative Students. The objectives of the two events were the formation of the student leadership and entrepreneurial skills. Partner in the organization of these two events was a Romanian training & consultancy company which held two workshops whose themes were: transformational leadership and business simulation. In the former event, there was a team decision-making exercise which lay the stress on the leader’s role. The participant students were also administered a career questionnaire. In the latter event, there was a strategy building case-study and company coordination for a whole year. A focus group was also achieved, dealing with how the digital organization and the leader of the future look like. The main issues were certain concepts regarding the difference between a manager and a leader, the roles of the leader, the methods of the team decision-making, the leader’s necessary skills for building of a digital organization.

Aim of the study. The paper describes the results of the two workshops, each event involving about seventy students from more than ten university centers from Romania, as well as students from abroad – Europe and Africa. The research methodology was based on both quantitative and qualitative methods. The romanian academic environment is ready to develop talents in the entrepreneurship and leadership field. Millennials represent a major change in the employment market, and their vision about digital organization and the leader of the future helps companies to adapt their organizational culture to the new managerial profile.
Keywords: university events, leadership skills, entrepreneurial skills, digital organization, leader of the future
JEL Classification: L22, M14, M53

Introduction. In a constantly changing and evolving market worldwide, each organization seeks to shape and develop appropriate leadership, so that it responds to all the demands arising in the organization’s internal and external environment. Organizational culture imposes itself as the best way for operating in a successful manner. The members of the organization must develop a belief shared by the same values, attitudes, habits and written or unwritten rules that directly influence their activity. Culture needs to evolve in order for the organization to remain relevant in a changing environment. In this sense, changing the organizational culture is not an easy process, as the members of the organization are often reluctant to new things, having a behavior that implies weaker results.

Aim of the study. This paper aims to highlight a few models of organizational culture, approaches, features, characteristics and implementation strategies. At the same time, the paper offers a brief review of the empirical research of the terms published in the specialized literature, including various conceptual frameworks such as: “corporate culture”, “workplace culture”, “business culture”, but also an analysis of the organizational culture that is permanently created and modified so as to ensure the continuity and efficiency of the organization.
Keywords: organizational culture, corporate culture, workplace culture, business culture, models of organizational culture
JEL Classification: M10, M14, L21

Introduction. Industry 4.0 is characterized by intelligent manufacturing and implementation of Cyber Physical Systems in production which refers to both the built-in sensors, the microcomputer networks and the direct connection of the machines to the value chain. Today, IoT is only a small part of the global phenomenon that can be called “The Internet of Everything”. The economic growth in our country was one of the highest in the EU since 2010, with an average rate of 3.0 percent during 2010-18. The 2018 GDP per capita is around 65 percent of the EU28 average, up from 25 percent 20 years ago. The IT&C sector is one of the growth engines of the Romanian economy. In the last years, foreign companies have opened development and support centres in Romania. Of the total workforce in Romania, 2.2% work in IT&C, generating 5.9% of GDP. Digitization generates economic growth.

Aim of the study. In this paper we describe the challenges posed by Industry 4.0 and analyse the opportunities and risks in the IT&C industry in Romania based on the information available in the specialized literature.The method used is a descriptive and quantitative one, combined with a SWOT analysis. The goal is to underline the huge possibilities that our IT&C sector has, and how it can impact our national economy given “Industry 4.0”. With a well developed IT&C sector, the cost of digitalisation can be much lower for our country compared to those that do not have such capable specialists in this field. Due to the changes brought by “Industry 4.0”, the Romanian entities need to look also at examples from other countries in the EU.
Keywords: Opportunities and risk, SWOT, IT industry, Industry 4.0
JEL Classification: M12, M14, M54

Introduction. The purpose of this paper is to present the results that can be obtained by implementing the Lean Six Sigma methodology in the health system of our country. The results are also supported by the case study regarding the implementation of Lean Six Sigma techniques in a public hospital with good performances, nationally recognized: The Municipal Emergency Hospital Moinesti. These strategies, which include Lean and Six Sigma methods, aim to implement process improvements through a set of principles and practices that promote greater efficiency and effectiveness, with fewer errors. The main motivation for the thematic research is due to the fact that the Romanian health system has notable deficiencies which, despite the many positive changes in our country in general, in the health system, in particular, the progress is expected. From previous studies in clinics in the US and Europe we have found that there is a methodology that puts patients and their needs first, by reducing and avoiding waste, as well as streamlining and organizing medical services, so that they can meet patients’ expectations.

Aim of the study. The present paper is based on both a secondary research and the actual carrying out of a case study, extended at the experiment level. The results of this paper show that the medical organization has a greater capacity to respond to challenges within the system, the use of resources has been maximized. There has been an increase in the satisfaction of the patients but also of the doctors, with the elimination or reduction of some costs. The application of the Lean Six Sigma concept in healthcare is a new topic and few researches have been carried out in this field, this work can be useful to the entities that carry out their activity in this area of utmost importance, who want to increase their level and quality. the services offered.
Keywords: Management, Lean Six Sigma, Hospital, Health.
JEL Classification: M12, M14, M54