Browsing: M54

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

2014

The Emotional Intelligence Approach for Enhancing Skills in Leadership

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Introduction. An appreciated manager coordinates efficiently the team and both his abilities to be a leader and assume his decisions is crucial for the success of the project. In the empirical study “O nouă abordare asupra învățării practice” several conclusions show that some leadership problems were related to the prioritization of the objectives, an efficient coordination of the members by the leaders, fear in assuming the leadership, not defending the leadership position and tension within the group when facing competition. As a leader, a certain state of mind is required to solve a long-term goal, to have a consistent behavior and adapt a certain leadership style to motivate in a specific situation the members of a team. In an emotional intelligence approach, controlling the afflictions of the mind means reducing the barriers towards being “able to” manifest a leadership style.

Aim of the study. The aim of this article is to argue that the quest of developing leadership skills can become useless when the leader fells into an inappropriate state of mind.
Keywords: emotional intelligence, leadership, afflictions of mind, leadership styles, creativity.
JEL Classification: J50, M12, M54

2015

The Intellectual Capital And The New Career Management In Public Institutions From Defence Field

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Introduction. In public institution the development of the concept of intellectual capital (understand simultaneously as human, structural and relational capital) mean the rise of the organisation`s competitiveness and the beget of structural capital (potential subsequently invested to achieve knowledge), respective the power building-up in efficient action – meaning the consolidation and development of success obtained in competition. The term of intellectual capital add up a sum of values, knowledges, abilities and habitudes of the employees, and also those cumulated on organisational level within what we call organisational culture, the final goal of its evolution being to obtain the optimal managerial efficiency. 

Aim of the study. This paper aims to highlight that the adequate exploitation of intellectual capital, obtained through the adequate exploitation of intellectual potential, of the individual and collective capabilities, capacities and performances ale the human potential mean to rich the maximum efficiency of institution. Repetitively application of an adequate management of individual career – materialized through a superior management of intellectual capital – will represent, in the end, an intelligent, creative and performant management of institutions/organisations.

Keywords: Labour training, firm employment decision, promotion, general personnel economics, intellectual capital, system improvement, synergy, manager training, continue formation knowledge management, human capital, occupational choice skills, professional labour markets, occupational licensing.
JEL Classification: M50, M51, M53, M54, J24, J44

2016

Talent Management in the Age of Globalization

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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

2017

Creating Comprehensive Human Resources Management Policies and Instruments by Using Strategic Personnel Planning – A Case Study on Romania’s Situation: a Quantitative and Qualitative Analysis

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Introduction. The human resources management is extremely important today due to the fact that it offers each and every company the opportunity to evaluate its most important asset, the personal, based on the past and present evolution, while using the appropriate policies, measurements and instruments, as well as by taking into consideration its general rules and regulations.

Aim of the study. This paper aims to highlight the following key aspects: first of all, the notions of human resources management and strategic personnel planning are defined and analysed; second of all, the necessity and the importance of creating and using comprehensive human resources management policies and instruments is taken into account; third of all, a case study done in a Romanian organization is presented, in terms of a quantitative and qualitative analysis; fourth of all, the results of the case study are presented and future predictions are made concerning the situation of similar organizations in Romania as well as in other countries worldwide; fifth of all, the concussions of this research paper are drawn, the limitations are presented and justified and the future research plans are presented.
Keywords: human resources management, policies, instruments, strategic personnel planning, quantitative analysis, qualitative analysis, Romania’s situation.
JEL Classification: J24, M00, M50, M51, M53, M54, O15, O20

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