Browsing: M15

2017

Management Functions Particularities In The Competitive Intelligences Proces

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Introduction. The manager is the key element in the process of information analysis inside a firm, especially because this process is used to make vast decisions, from strategic decisions to the most detailed tactical movements. It is a process that can reach all company’s departments and make them more efficient. The process’ success and its completion in order to create intelligence depends, first of all, on the manager’s ability to carry out the five competitive intelligence process activities and to act accordingly at each stage. Also, the manager’s response speed can make the difference between the success of an action to capitalize on the results of information analysis and its failure.

Aim of the study. Therefore, the paper will emphasize the importance of management functions and, especially, their particularities regarding the information analysis process and the competitive intelligence cycle. In the end, those particularities might be more important than the process itself, since the quality of the result depend drastically on the way tasks are distributed and managed. Last but not least, the manager should be able to make the distinction between regular activities and the ones defining the competitive intelligence process, in order to reach to desired objectives in an efficient manner.
Keywords: information analysis, intelligence, management functions, competitive intelligence process, competitiveness
JEL Clasification: D83, M11, M15

2020

Management’s attitude towards the crisis – a supporting factor for change and designing a strategic vision

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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