Introduction. Any organization, irrespective of the field, needs skilled leaders who have a vision and confidence in action.The leader plays various roles and the key issue is to determine how they influence the performance of the team they coordinate.
Aim of the study. The research method used was the mathematical modeling applied to the example of a team. The aim of the research is to identify the cooperation method in order to improve workers’ performance but also to minimize the possible conflicts which can affect the level of performance. The results of this research led us to conclusions regarding the characteristics of the team leader.
Keywords: leader, organization, performance, models
JEL Classification: D23, F15
Introduction. One of the unfulfilled ideals of the modern mind is that of “unity of science”. It is, at the core, a reductive ideal. A key part part of its reductive approach consists, most often, in finding matches between the kinds one employs to theorize about certain processes and unique types of entities on a lower level in a mereological scale. This is widely assumed to provide reductions of the theory on the upper level to that on the lower one, and ultimately to the most basic, namely that of physics. Nevertheless this ideal, according to which every type of entity has to be shown to be ultimately equated with a definite type of microstructure, has been vehemently challenged.
Aim of the study. The paper examines a few methods for drawing categories that can be employed in special sciences. By examining some of the core phenomena that laid the basis of the most prominent approaches to typing in special sciences, it shows that we must accept a novel approach to delineating scientific kinds. Its peculiarity is that makes the latter parts of an array of structures, rather than possessing a fixed one. This can provide with a useful principal line of approach the leaders attempting to organize complex and evolving phenomena.
Keywords: concepts, special sciences, epistemology, evolution, functional, organization
Introduction. Organizing the manufacturing processes constituted probably the most difficult challenge in the American automotive industry in the 1920s. A. P. Sloan Jr. was one of the greatest captains of industry and shaped General Motors Corporation into the largest automotive manufacturer of the world. His creative approach on how to mix a degree of decentralized responsibility with centralized control remains a useful example for every corporate leader.
Aim of the study. The aim of our paper is to emphasize the contribution of Sloan Jr. to the development of leadership. The methodological approach is literature review.
Keywords: A. P. Sloan Jr., leadership, General Motors Corporation, organization
JEL Classification: M1, L23, L62
Introduction. Innovation is an integrating part of the re-vitalization plan of EU economy and it is one of the seven initiatives comprised in the 2020 Europe Strategy. The European Union supports through active policies the creative-innovative processes, as illustrated by the Cohesion Policy Program for 2007-2013 and by the ”Horizon 2020” Program for Research and Innovation.
Aim of the study. The present paper presents, from an organizational perspective, relevant aspects related to the question of innovation and innovation management, while pointing out the most important internal and external factors that favour the introduction of innovation into the sphere of processes that are run by organizations, as well as into the sphere of products and services provided by organizations. At the same time, the paper briefly presents the essential attributes of organizations which obtain competitive sustainable advantages through innovation.
Keywords: organization, innovation, management of innovation, contextual factors, intraorganizational factors, competitive advantage.
JEL Classification: D83, L21, L25, O31, O32.
Introduction. The knowledge economy model is marked by investment in research, development, innovation and human capital which is the key drivers of modern economy for increasing returns. The allocation of resources in human capital brings performance and benefits to companies investing in their employees. Moreover, in present, once with the globalization and economic crisis, the world economy is crossing through powerful changes and challenges.
Aim of the study. The paper aims to highlight the role of human capital in the new organizational management strategies focused on achieving a high level of competitiveness, innovation and development through management and leadership strategies.
Keywords: human capital, management, development, competitiveness, investment, organization
JEL Classification: J24, O15
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. The future of organizations depends decisively on their ability to constantly improve their technologies and processes and, on this basis, to develop new products and services that correspond in quantitative and qualitative terms to the evermore diversified requirements of the demand bearers.
Aim of the study. The paper addresses relevant aspects related to creativity and innovation as inexhaustible sources of sustainable competitive advantages. The conceptual framework of creativity is defined and the important phases of a creative process are delimited. The main types of innovations are briefly presented, while at the same time the variables defining the innovation capacity of organizations are revealed. The final section of the paper highlights the key role of management in stimulating creative and innovative processes within organizations and in developing innovative projects.
Keywords: organization, creativity, innovation, management, sustainable competitive advantage.
JEL Classification: M10, L21, O31, O32.
Introduction. The basis of the success of the private environment and of the organizations that make up it is the organizational behavior. This is the main responsible for the failure or the success of a company or organization. In organizational behavior, the assumed values, the resources involved, the staff, the leadership, but also the external elements, but with which a direct or indirect connection is created, are still involved. The sustainability of a company or organization is given by some elements that differentiate it from the competition, the image of the waters it created on the market, but also from a reputable assumption of what it has done or is about to do in the private environment.
Aim of the study. We will not be able to talk about companies having a successful organization without knowing the results and how it has achieved. Even if the strategies and actions are left in the shadow and known only internally, ensuring only that transparency of things that will be known does not mean that those strategies and actions did not exist. Within a successful company, at their core will be some defining components and elements applied consciously, responsibly, assumed and based on sound knowledge. A proposal to achieve sustainability over time within the organization will be described throughout the paper.
Keywords: organization, sustainability, vision, dimensions of sustainability, competitive differentiation
JEL Classification: L1, L2, M1
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