FEATURES OF THE INTELLECTUAL CAPITAL WITHIN ROMANIAN SMES

Intellectual capital has become a key element of the knowledge economy and the knowledge economy, which includes today even the SMEs from Romania, alongside with other types of organizations, puts a great emphasis on the exploitation of the intellectual capital. The SMEs employees create a constructive work environment, they manifest a mutual trust and most of them have an appropriate work behavior conforming to the internal standards. The jobs and the teams formed inside the analyzed SMEs are stimulating the development of the intellectual skills, which reduces the need of involving external experts, appealing those experts would transform tacit knowledge into explicit knowledge. The organizational communication provides the necessary information for the employees and contributes to the establishment of certain fair and effective relationships between managers and employees, between colleagues, but also with the people outside the organization

THEORETICAL AND METHODOLOGICAL ASPECTS OF THE PROFESSIONAL PERFORMANCES EVALUATION

Evaluating performances is an operation that is periodically completed within organizations, analyzing the work balance of the employees in order to discuss with the employees the recorded progresses and the required measures to be taken in the future. Within the Romanian organizations the evaluation process of the human resources has encountered a series of particularities determined by the existing conditions in which it is completed, by the pursued targets and by the selected methods.human resources, professional performance evaluation, organisations, employee, methods and technique of performances evaluation

THE PERFORMANCE OF NON-GOVERNMENTAL ORGANIZATIONS

Operation of NGOs is dependent on the correct identification of the needs in the community and their ability to attract the necessary funds to cover them. Non-profit organizations interest to performance measuring and fulfilling the objectives has increased lately, this it become an essential element for the survival of the organization. The main reasons that underlie the increasing interest are: increasing the number of new organizations; increasing the budgetary reductions; the decrease in the number of donors; increasing the challenges arising from the multiplicity of social cases. In addition, the majority of the stakeholders associated with the NGOs want to know if the programs or services they claim have a prominent and positive impact on the community. Such organizations felt the need to demonstrate the effectiveness of the programs they provide and the correctness of using the funds are made available. The article intends to present the issues related to the concept of performance for NGOs, to clarify the content of each performance categories, namely economic performance, managerial performance and social performance

E-BUSINESS - A CONTEMPORARY REALISTIC FORM OF SUCCESSFUL BUSINESS

Nowadays, businesses are founded on the law of excluded middle and have to make a choice between two paths: they can either choose to evolve and keep pace with the technological trends, or to stagnate and wither just like a flower without water does, and so they become useless – both ways can be probable in the current economic context. Together with the technological evolution of the world, a new type of business has emerged on the business market, namely electronic business. Numerous websites and companies which deal with online sales are present on the market. Whether they organise online auctions or offer access to information pages or databases in exchange for payment, electronic businesses represent a new manner of doing business, a domain which is currently expanding

Good manners and etiquette- components of businessman’s image

Modern management takes particular interest in people, in knowing them from a psychosocial perspective, considering their entire personality. It is based on human-centred systems, solving people’s problems, treating humans as subjects not as objects, so that it creates a positive psychosocial environment – the only one which incites, stimulates, mobilizes people for work, inventiveness and creation. There will always be aspects to learn in a business environment which is continuously evolving. Success does not only depend on the ability to distinguish chances and opportunities, it also relies on leaving behind a personal card which makes a good impression and which strengthens business relations in the long run

ANALYSIS ON THE ENTROPIC MODEL OF THE INTELLECTUAL CAPITAL. CASE STUDY OF THE SMES IN THE NORTH EAST REGION

The intellectual capital in its dynamic approach focusses on the development of the entropic model, which expresses the dynamic transformation of the theoretical intellectual capital in a concrete and useful intellectual capital. The aim of the present paper is to perform a detailed analysis of the intellectual capital inside the SMES of the North-Est region of the country. It also speaks about the influence of the main integrators of the intellectual capital, divided into three elements: the cognitive, the emotional and the spiritual capital, about how they are acting as a field of forces upon the basic components of the intellectual capital, such as knowledge, intelligence and values and how they determine the generation and development of the intellectual capital in the eastern analyzed SMEs. Both jobs and teams inside the analyzed SMEs are stimulating the development of the intellectual skills, which reduces the need for involving the external experts, by appealing only those specialists who could transform the tacit knowledge into explicit knowledge. The organizational communication provides the necessary information and contributes to the establishment of a fair climate and of the effective relationships between managers and employees, between work mates, and also with the people outside the organization

THE EVOLUTION OF THE CAPITAL MARKET IN ROMANIA IN THE CONTEXT OF THE COVID-19 PANDEMIC

The purpose of this study is to emphasize the main aspects regarding the evolution of the capital market in Romania in the context of the COVID-19 pandemic. This study tries to present the main aspects which marked the evolution of the national capital market in the last period. The domestic capital market went through a delicate period during the beginning of 2020, since in times of crisis the stock markets react emotionally and thus, are recorded relatively important fluctuations. Although the COVID-19 pandemic created a lot of uncertainty in the capital market, the end of 2020 brought back optimism among investors. In 2021, the d domestic capital market recovered all the decreases registered in 2020 and ended this year with very good results

ASPECTS REGARDING FUNCTIONAL STRATEGIES IN ROMANIAN ORGANIZATIONS

This paper is a theoretical approach of the importance of functional strategies use by organizations in order to reach set targets. Functional strategies are closely linked to the changing competitive environment. Functional strategies may be the competitive advantage of each company. These strategies contribute to the implementation of the integrated business strategy of the company. They are the foundation for achieving the company's strategic intent. Functional strategies clarify the corporate and business strategies of a company or business unit. In contemporary times, these strategies offer a series of more specific details on the way in which key functional areas shall be managed in the near future by operations managers. Through functional strategies, managers make decisions and carry out actions acquiring higher competencies in different business functions (marketing, financial, operational, human resources) in accordance with corporate strategies and on business level. If corporate strategies and strategies on business level are developed by managers, strategies may be prepared for the functional areas of each business unit. The development of functional strategies may fluctuate from formal to informal. Within larger organizations that carry out complex operations there may be several strategies regarding each major function. Smaller organizations may usually function with lesser policies, and most of them may be informal

DIGITAL MARKETING IN POST-PANDEMIC CONDITIONS

As the COVID-19 pandemic affected the entire world, companies had to develop new techniques and practices to adapt to digital transformation, there came a need for change, for a restructuring of organizational management policy with reference to marketing and communication processes and strategies, organizational procedures, as well as for an awareness of the new technologies that are the bridge towards the online environment. New innovative technologies are the enablers of efficiency and working time reduction, with a focus on automation and systematization. Our aim is to highlight the impact of digitalization on business marketing, the importance of the company’s position and mentality in relation to the current context, as well as the changes in consumer behaviour. The dynamics and fast pace of current trends changes in marketing increase the need to be open about the implementation and adoption of new communication technologies and tools. In this context, organizations must take into account the remodelling of marketing strategies that should be streamlined taking into account intra-organizational and strategic management challenges. Therefore the study aims to outline the implications of digital marketing on the post-pandemic management of companies, and comes up with suggestions related to the allocation of resources in terms of digitalization, that may have a positive impact on improving operational tasks, effectiveness and efficiency through automation

STATISTICAL MODELS OF REPRESENTING INTELLECTUAL CAPITAL

This article entitled Statistical Models of Representing Intellectual Capital approaches and analyses the concept of intellectual capital, as well as the main models which can support enterprisers/managers in evaluating and quantifying the advantages of intellectual capital. Most authors examine intellectual capital from a static perspective and focus on the development of its various evaluation models. In this chapter we surveyed the classical static models: Sveiby, Edvisson, Balanced Scorecard, as well as the canonical model of intellectual capital. Among the group of static models for evaluating organisational intellectual capital the canonical model stands out. This model enables the structuring of organisational intellectual capital in: human capital, structural capital and relational capital. Although the model is widely spread, it is a static one and can thus create a series of errors in the process of evaluation, because all the three entities mentioned above are not independent from the viewpoint of their contents, as any logic of structuring complex entities requires