Browsing: synergy

Introduction. The analysis of the social-economic systems prove us that the whole is distinct from the sum of the parts. The concurrence of the components forming a system produces cumulated effects whose value exceeds the sum of effects of the components considered individually. Interactions at the level of parts help us understand the causes that sometimes generate spectacular outcomes of the system composing them. As a matter of fact, organizations exist because they mean more than the sum of the parts. Synergy facilitates precisely this pulling together of the members of an organization around a joint vision. From this perspective, we can connect organizational dynamics to the components of organizational culture.

Aim of the study. In this article, we aim at making a summary analysis of how synergy has intensifying effects by cooperation among the departments of CSOL-UB, but also between the latter and other entities: TEAM WORK, AERS, CARO, CAEN, SPHERAA SCHOOL, etc. Synergy analysis at the level of CSOL-UB leads us to the conclusion that cooperation among its departments generates benefits to the partners as well.
Keywords: synergy, network, intensifying, analogy efficacy, systems
JEL Classification: M00, M19

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