Browsing: M21

Introduction. The entrepreneur is a key character of the economy with a competitive market that translates into business ideas by taking advantage of opportunities offered by the market.

Aim of the study. The paper sets out representative approaches in relation to the entrepreneur, developed over time by reputed economics and management specialists. The best known and quoted classifications of entrepreneurs set out in the specialized literature, namely the one elaborated by the American Professor John B. Miner and the STRATOS typology, are presented and analyzed in a comparative vision. The strengths and vulnerabilities of each type of entrepreneur in the two types presented are systematically emphasized. Also, the main variables defining entrepreneurial spirit and the most important forces that determine it are highlighted and explained in the paper.
Keywords: entrepreneur, business idea, business opportunity, entrepreneurial spirit.
JEL Classification: L26, M10, M21, O10.

Introduction. Quality in healthcare means doing what is right for the right people exactely at the right time and doing it always in a friendly and highly professional mannar. Whenever unfavorable experience has been detected –meaning a gap between expected and actual performance – a set of key questions must be answered: where, when, and why problems occurred. Once the questions answered, changes must be made. Improvement projects should be systematic and not intuitive, including a methodical performance improvement process.

Aim of the study. In the following lines we present an efficient healthcare improvement performance model, namely ”FOCUS-PDCA”. Another tool for improving health performance is the „Medical-specific checklist”. It has an important contribution to improving health performance through standardizing the list of steps to be followed, as well as establishing the legitimate expectation that each of these steps will be followed accordingly for all patients.
Keywords: quality management, performance improvement, methodical process, “FOCUSPDCA”, Medical-specific checklist.
JEL Classification: I10, I12, I15, M16, M21, O20, O21

Introduction. Given that organizational development is achieved through the design and implementation of some change projects, several representative models of organizational change developed over time by recognized personalities in the field of change management are presented and analyzed. Based on the analysis of these models, the paper proposes a model of organizational change applicable to companies operating in the contemporary business environment.

Aim of the study. Organizational development is influenced by the continuous improvement of the processes and activities carried out and, implicitly, of the results obtained. In this context, this paper offers a perspective on organizational development by exposing some reference approaches from specialized literature, highlighting the “management system – strategy – organizational culture” trinomial.
Keywords: organization, organizational development, change, change model.
JEL Classification: M10, M21, L21, O21.

Introduction. Entrepreneurs, managers and leaders are important players in a competitive market economy. Entrepreneurs create and develop businesses, by manifesting initiative and entrepreneurship, which are real drivers of economic development in the contemporary period. Managers design and implement organizational strategies and policies, the fundamental objective of which is to obtain sustainable competitive advantages. Leaders, through their informal authority, charisma and their ability to relate and communicate, give credibility and consistency to entrepreneurial and managerial actions. Entrepreneurs and managers need to gain the support of leaders in substantiating, adopting and implementing organizational change projects, which are essential in an increasingly dynamic business environment.

Aim of the study. The paper provides an integrated perspective on issues related to entrepreneurs, managers and leaders, highlighting similarities, differences and points of interference among them.
Keywords: organization, change, entrepreneurs, managers, leaders
JEL Classification: L26, M10, M21, O10

Introduction. The paper approaches in a correlative vision the issues of entrepreneurship and intrapreneurship, as vectors of the development of organizations in the contemporary economy. Relevant aspects regarding the entrepreneurial phenomenon and respectively the intrapreneurial phenomenon are presented, highlighting similarities, major differences, as well as areas of interference between them. The scientific approach continues with the exposition of important elements regarding the entrepreneur and the intrapreneur, as main actors of the entrepreneurial and intrapreneurial phenomena.

Aim of the study. Through the approached themes, the paper highlights aspects found in all types of organizations operating in the current business environment, considering that entrepreneurship is mainly linked to micro-enterprises and small companies, while intrapreneurship is manifested mostly in medium- and large-sized organizations.
Keywords: organization, entrepreneurship, intrapreneurship, entrepreneur, intrapreneur
JEL Classification: L26, M10, M21, O10.