Browsing: O20

Introduction. Leadership could be seen as a process to achieve company’s goals through company’s people. In any company and also in banks and central banks, leadership could register notable performance as a result of harmonization between formal and informal organization of the company. Maintaining a dynamic and optimal balance for ensuring the simultaneous attainment of individual aspirations of employees and company objectives should be a goal and a permanent preoccupation of the management team. Nowadays, leadership of the central banks have to face a multitude of issues that concern accountability and credibility of monetary authorities.

Aim of the study. In this regard, one of the essential characteristics that determine and influence leadership of a central bank was to ensure that the degree of central bank independence from the political authorities of the country concerned. Before and during the international financial crisis, NBR has faced some important and difficult periods, watershed might say, in terms of the proper functioning of his leadership. These include: adopting the strategy of monetary policy based on inflation targeting, the speculative attack on the currency in the period 17 October to 5 November 2008 and the liquidity crisis of Romanian banks with foreign capital.
Keywords: central bank functions, formal and informal organization, decision taking, inflation targeting strategy, speculative attack on currency
JEL classification: E52, E58, G20, M10, N20, O20

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

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