Decreasing the Resistance of the Human Resources to Organizational Changes

One of the most difficult problems faced by the management of all organizations within innovation and change processes is the resistance to change. This study, dealing with this issue, has the following main objectives: to identify the main sources of resistance to change, to outline the directions for reducing chang’s resistance, to design essentially managerial approaches in order to counter the resistance to change. The first part presents the 14 most frequent and most important sources of resistance to change, with a brief explanation of its content. It continues with the formulation of five key strands to reduce resistance to change. In the second part of the study, six major management approaches that can substantially reduce the resistance to change in organizations are established: shaping organizational culture, designing a strategy favouring organizational change, performing a management system "open" to change, achieving an intense and multilateral communication with all employees and key stakeholders, focusing on the coaching of staff towards change, developing consistent relationships with stakeholders, both internal and external. The last part of the paper deals with the first managerial approach to counter managerial resistance to change, shaping organizational culture, in a contextual view.management of change; innovation; change’s resistance; human resources management; organizational culture.

Strategic Managerial Change and Organisational Innovation

Without any doubt, the number, amplitude and speed of changes are increasing rapidly in all fields in the last period. In this context it is essential to identify and to deal primordially with strategic changes. This paper deals with the concept of strategic change revealing the main success factors involved taking into consideration transition to the knowledge based economy. The connection between the strategic managerial change, stability and organisational equilibrium is the key for organisation performance. In the last part of the study we analyze the innovation as the specific form of change, focusing on the sources of change and innovation in organizations divided in two categories – internal and external.change; strategically change; organisational equilibrium; balanced dinamism; innovation; innovation principles; change sources; knowledge.

Procesual and Structural Organisational Features of Small Business

The study is aimed to highlight the particularities of the procesual organization and structural organization in the SMEs, starting from the main variables that have influence on them. After presenting these variables, it is necessary to approach the specific parameters of the procesual organization in the SMEs in general and in particular in the industrial companies. On this basis, it is identified and analyzed nine general features of the organization systems in SMEs, with some specific aspects at the level of the microenterprises, the small enterprises and, respectively, the medium enterprises. The final part of the study is concentrated on the presentation and analysis of SMEs particularities with respect to the types of organizational structures and their components – post, function, compartment, hierarchical level, span of control and organization relationship. As a whole, the study provides a comprehensive and innovative description of the organization elements specific to the SMEs, significantly differentiated from those defining the large companies which, as a rule, are studied and described in the specialized books and articles.SMEs; informal organization; organization variables; entrepreneurs; organizational structure .

Coordinates of Policy Concerning SMEs Development in Romania

Approach of SMEs development in Romania is based on two category of premises: 7 internal premises, which refers on the Romanian economy and 6 external premises regarding the EU situation and world evolution in last two years. The second part of the paper contains the three coordinates of SMEs development in Romania: previsions concerning performances and business environment in 2010; strategic priorities and coordinates regarding economy’s development structure in certain fields – commercial, scientific, human resources and economic; construction and implementation of strategy for realization of knowledge based economy in Romania. Elements incorporated by this material are aiming to contribute to the take of the SMEs sector and implicitly of the Romanian economy from the actual economic crisis.SMEs; business environment; economic crisis; innovation, entrepreneur; business opportunity; strategic priority; knowledge based economy; strategy.

Perceptions of Entrepreneurs Regarding Romanian Business Environment in 2010

Business environment influence SMEs activities on multiple levels, so entrepreneurs are constantly accommodating to it, which ensures their economic survival. In the same time, majority of entrepreneurs modeling the business environment, most often based on the principle of learning by doing or action learning. Although they are in an interdependent relationship, business environment impacting to a greater extend entrepreneurs. This paper will present - based on a complex research made in 2010 - few important aspects referring entrepreneurs perception on the Romanian business environment.business environment, entrepreneurs, SMEs, business opportunities, contextual evolutions, SMEs difficulties, crisis, recommendations of entrepreneurs.

Objectives, Competitive Advantages, Managerial Priorities and Main Activities of Romanian SMEs

The economic science, that proved its viability, and the practice of economic evolution of different countries strongly argue the major decisive role held by the SMEs in the economic activity within whichever country. SMEs’s special importance results from the fact that they are the principal producers of economic essence in any country, offers working places for the majority of population and their performances condition economy’s progress and performances in each country and life standard for the population. The purpose of this item is to present few findings of an extensive empirical research of SMEs made in 2008, regarding the objectives, competitive advantages, managerial priorities and key activities of Romanian small and medium sized enterprises, in order to form a general view of this very important sector of economy.entrepreneurs; SMEs; objectives; business; development; competitive advantages; managerial priorities; innovation; key activities.

Getting out of Crisis of SME Sector

Without any doubt, relaunching Romanian economy depends very much on SME sector getting out of the crisis, sector which has the main contribution to GDP production, to state budget income and human resources employment. Starting from these premises, based on scientific research performed in the framework of the VALAD* project, we present in the following a group of coordinates and markers which, in our opinion, are capable to relaunch indigenous SME sector. Elements contained in this study are complementary to the ones presented in the article “Policy coordinates concerning SME sector development in Romania”, published in the previous issue of this magazine.crisis; SME sector; SME’s management; entrepreneurship.

Romanian Management Status and Performance in the European Environment

At all times whatsoever the evaluation of the quality and efficacy of a given field or process may be performed in an absolute manner – by using certain indicators actually measuring the elements – or in a relative manner, by comparison with the quality and efficacy of said field or process as run within other systems. Anytime a crises occurs – and this is stated by the quasi – totality of management specialists – the quality of the management implemented in the previous period has been “in pain”. A good management counters the occurrence of such crises or – when the crisis causes are somewhere outside the area where the management can directly intervene – it diminish any such crises.European management, Romanian management, economic crisis, management efficacy, performance.

Romanian SMES during the crisis

The paper looks at how smes from Romania evolved in the period 20042011. The main objective of the paper is to compare smes situation before the start of the economic crisis and during the period of the crisis. The examination is done from a dynamic perspective and the analysis comprises two aspects: a) the evolution of a number of economic indicators related to Romanian smes in the studied period and b) the opinions and the perceptions of smes about the impact of the economic crisis on their activity. The paper advances proposals of possible strategies to help smes better cope with the on-going economic crisis