Human Resources Professional Development within the Knowledge-Based Economy Organizations

Through the present paper, we identified and argumented one of the most important consequences of the present business environment: appearance and, gradually, growth of differences between two categories of representants: human resources with high formation, strongly connected to the environment, who impose and even anticipate change, being fascinated by the development perspectives, unlike people always surprised by what is happening, sometimes lost by the predicable absence, having a continuous “fight” for keeping the other’s rhythm. The solution is represented by motivation and formation programs, on medium and long term in order to offer sustainable results. Consequently, from the organization management point of view, the most appropriate instrument for accomplishing and implementing this is the strategy, as an exponent of organization mission and objectives, in correlation with human resources, technical and material resources, financial and informational resources restrictions, and, moreover, the actions ways for accomplishing the competitive advantage.Small and medium enterprises (SMEs), human resources, professional development, motivation, economic performances, knowledge-based economy.

Management of macrovascular diabetic complications: a single-center case series analysis of consecutively attending patients in primary care

Introduction. The prevalence of diabetes mellitus is increasing, with type 2 diabetes (T2DM) being a major health priority for any public health system. Increased arterial stiffness in patients with diabetes will lead to the appearance of vascular complications. Increased arterial stiffness in patients with diabetes usually leads to vascular complications. Any earlier diagnosis of impaired macrovascular evidence may lead to improved outcomes in patient care. The objective of our study was to assess and evaluate the finger-toe pulse wave velocity (ftPWV), as a measure of arterial stiffness, in order to assist with early detection of macrovascular diabetic complications. Materials and Methods. The observational case series included 140 patients who are registered in a primary care office, of whom 73 were previously diagnosed with diabetes mellitus (study group). The age-matched non-diabetic group included 67 consecutive registered patients who visited the practice for other reasons. Results. The mean age of all patients was 51.42±11.57 years, with DM patients being with 4.5 years older than the non-DM patients (CI 95% and CI 95%). There was a significantly higher mean value of ftPWV in the DM group (p = 0.0039) although the study presented some limitations. Conclusions. The mean value of ftPWV was statistically significant higher in diabetic patients. The assessment of ftPWV is a non-invasive test, and the data can be used as a useful marker of vascular stiffness in primary care, thus providing an early diagnosis of macrovascular complications during the monitoring and care of the diabetic patient

Change Management – Condition of Organizational Sustainability in IT&C Small and Medium-Sized Enterprises

The present research aims to establish and outline strategies for promoting change in the context of organizational learning, in order to maintain deeply active and creative human resources, while capable of achieving economic sustainability. This is becoming more obvious now as the changes take place in a dynamic world where human resources are the only key factors able to provide the design and implementation of routine changes and procedures, in the present and not in the future. Furthermore, to highlight strengths and weaknesses of approaches regarding the sustainability and organizational change, our topic of research was conducted as an empirical study on the IT&C Small and Medium-sized Enterprises (SMEs), especially in the context of sustainability tending to become even more a value of modern, dynamic and powerful organizations. The main objective of the article is to outline some potential ways to implement the change management in the IT&C Romanian SMEs environment and their perception manner concerning the rationality and operationality of change, to ensure the viability and the organizational sustainability