Analiza diagnostic a subsitemelor sistemului de management Diagnosis Analysis of the Sub-Sistems of Management System

The management system represents all the elements having an organizational, decisional, informational, and methodological character through the agency of whom the process of management is achieved with a view of attaining a maximum level of performance. The managerial machinery of a modern company has a systemic structure within which the interdependencies among the component elements determine the functioning mechanism of the management at all levels. Irrespective of company’s characteristics (profile, size, market position, etc.) the following components of the management system should be noticed: the decisional sub-system, the organizational sub-system, the methodological and managerial sub-system, and the informational sub-system. The paper deals with a profound diagnosis analysis of these sub-systems considering the case of a company which activates within the Romanian energetic industry. The decisional sub-system gathers all the decisions adopted and implemented within the company according to the established goals and to the managerial hierarchical configuration. Integrated within the methodology of managerial analysis of the company, the diagnosis analysis of the decisional sub-system has as a goal the knowledge of its components, namely of the decisions established by managers during a certain period, of the manner the authority within the company is structured, of the decisional tools employed as well as of the part played by the organisms of participative management. Organizational sub-system represents all organizational elements that provide the frame, the division, the combination, and the functionality of labor processes with a view of achieving envisaged goals. The data displayed by the organizational scheme, the organizational and functioning regulations, jobs responsibilities at the level of a machines building company have emphasized several aspects that represent the starting point of analyzing the two components of this management sub-system, namely formal organization and informal organization. Informational sub-system comprises a series of data, items of information, informational fluxes and circuits, procedures and means of approaching information meant to contribute to the settlement and achievement of the company’s goals. The analysis of the informational sub-system has in view the fact that its part is to provide the company’s inner needs of information and its quality depends on the level of development of the technologies of transmitting information. The methodological sub-system designates the group of systems (complex methods), methods, and techniques employed in conceiving and exerting managerial functions and relations within a company. The important mutations that take place within the internal and external environment of the companies determine the managerial team to employ systems, methods, and techniques characteristic to managerial activity that are continually up-dated.diagnosis analysis; management system; decisional sub-system, organizational sub-system; informational sub-system; methodological sub-system

Optimizing the Managerial Decision in Energetic Industry

Making a decision is a complex process which must be based upon a method that is able to establish the optimum criteria in choosing an alternative, in evaluating the main effects of implementing the decision which was taken and in estimating the risks involved. The optimizing methods and techniques fall into several groups. Thus, judging by the number of criteria that was taken into consideration when making decisions, the optimization methods and techniques can be identified as uni-criterial decisions and multi-criterial decisions; considering the objective condition state which affects the problem that needs decisional solution, there can be decisional methods and techniques used in optimizing decisions in conditions of certainty, decisional methods and techniques used in optimizing decisions in conditions of uncertainty and decisional methods and techniques used in optimizing decisions in risky conditions. The continuous improvement of the decisional subsystem - an important component of the firm’s management - represents a necessity under the circumstances that the latest decades reveal a development of the decisional elements, both in the theoretic-methodological field and in the application field. The decisional methods and techniques must be found in the managers’ decisional processes at different hierarchical levels (individual managers or group managers), so that a high scientific materialization level of the methods should be ensured.decision; variant; optimizing methods and techniques; decisional tree; certainty; uncertainty; risk

THE IMPROVEMENT OF THE INVESTMENT DECISIONAL SUBSYSTEM

This paper presents instruments for investment process improvement starting from the improvement process characteristics, investment decisions, strategic decisions and thus investment decision subsystem. The approaches of specialists regarding the decision of retooling and reliability is based, generally, on a mathematic, quantitative support, and the main mathematic methods regarding the adoption of the retooling decision are: the simple score method, the balanced score method, operating cost – retooling cost method, the method of minimizing the total operating cost of technologic equipment, the method of comparing maintenance costs with total up-to-date expenses.improvement process, investment process, decision subsystem, simple score method, balanced score method.

THE MANAGEMENT OF A PORTFOLIO IN THE CONDITIONS OF ECONOMIC CRISIS

The need for money is one of the main financial goals of any company. Such needs have led to specific segments of demand and supply that demand for money and the money supply, in particular capital. Were created following specific markets: financial markets, with specialized division of labour in money markets and capital markets. Capital market is to supply and demand for medium and long term capital, with the same role as the financial market in general, having featured the long duration of maturity. From the viewpoint of the agents involved two types of markets that is the primary market, which are negotiated in the presence of primary and secondary securities issuer, that and his participation, and market secondary market investors, financial flows are directed to a investor to another. Institution typical secondary capital market is the stock market. Coverage of financial instruments, according to EU directives in force, is broad, including both tradable capital market instruments and money market instruments. Investment is defined in national accounts as gross fixed capital formation is the value of durable goods purchased by the production units to be used at least one year in production processes. The investment flow is therefore measured over a period, often a year, noted that the yield from an investment is proportional to the risk assumed. Investing in shares of the opportunity to diversify revenue and achieving consistent earnings, earnings from sales and purchases of shares may be significantly higher earnings from a bank

Analiza diagnostic a subsitemelor sistemului de management Diagnosis Analysis of the Sub-Sistems of Management System

The management system represents all the elements having an organizational, decisional, informational, and methodological character through the agency of whom the process of management is achieved with a view of attaining a maximum level of performance. The managerial machinery of a modern company has a systemic structure within which the interdependencies among the component elements determine the functioning mechanism of the management at all levels. Irrespective of company’s characteristics (profile, size, market position, etc.) the following components of the management system should be noticed: the decisional sub-system, the organizational sub-system, the methodological and managerial sub-system, and the informational sub-system. The paper deals with a profound diagnosis analysis of these sub-systems considering the case of a company which activates within the Romanian energetic industry. The decisional sub-system gathers all the decisions adopted and implemented within the company according to the established goals and to the managerial hierarchical configuration. Integrated within the methodology of managerial analysis of the company, the diagnosis analysis of the decisional sub-system has as a goal the knowledge of its components, namely of the decisions established by managers during a certain period, of the manner the authority within the company is structured, of the decisional tools employed as well as of the part played by the organisms of participative management. Organizational sub-system represents all organizational elements that provide the frame, the division, the combination, and the functionality of labor processes with a view of achieving envisaged goals. The data displayed by the organizational scheme, the organizational and functioning regulations, jobs responsibilities at the level of a machines building company have emphasized several aspects that represent the starting point of analyzing the two components of this management sub-system, namely formal organization and informal organization. Informational sub-system comprises a series of data, items of information, informational fluxes and circuits, procedures and means of approaching information meant to contribute to the settlement and achievement of the company’s goals. The analysis of the informational sub-system has in view the fact that its part is to provide the company’s inner needs of information and its quality depends on the level of development of the technologies of transmitting information. The methodological sub-system designates the group of systems (complex methods), methods, and techniques employed in conceiving and exerting managerial functions and relations within a company. The important mutations that take place within the internal and external environment of the companies determine the managerial team to employ systems, methods, and techniques characteristic to managerial activity that are continually up-dated

Optimizing the Managerial Decision in Energetic Industry

Making a decision is a complex process which must be based upon a method that is able to establish the optimum criteria in choosing an alternative, in evaluating the main effects of implementing the decision which was taken and in estimating the risks involved. The optimizing methods and techniques fall into several groups. Thus, judging by the number of criteria that was taken into consideration when making decisions, the optimization methods and techniques can be identified as uni-criterial decisions and multi-criterial decisions; considering the objective condition state which affects the problem that needs decisional solution, there can be decisional methods and techniques used in optimizing decisions in conditions of certainty, decisional methods and techniques used in optimizing decisions in conditions of uncertainty and decisional methods and techniques used in optimizing decisions in risky conditions. The continuous improvement of the decisional subsystem - an important component of the firm’s management - represents a necessity under the circumstances that the latest decades reveal a development of the decisional elements, both in the theoretic-methodological field and in the application field. The decisional methods and techniques must be found in the managers’ decisional processes at different hierarchical levels (individual managers or group managers), so that a high scientific materialization level of the methods should be ensured

Optimizing the Managerial Decision in Energetic Industry

Making a decision is a complex process which must be based upon a method that is able to establish the optimum criteria in choosing an alternative, in evaluating the main effects of implementing the decision which was taken and in estimating the risks involved. The optimizing methods and techniques fall into several groups. Thus, judging by the number of criteria that was taken into consideration when making decisions, the optimization methods and techniques can be identified as uni-criterial decisions and multi-criterial decisions; considering the objective condition state which affects the problem that needs decisional solution, there can be decisional methods and techniques used in optimizing decisions in conditions of certainty, decisional methods and techniques used in optimizing decisions in conditions of uncertainty and decisional methods and techniques used in optimizing decisions in risky conditions. The continuous improvement of the decisional subsystem - an important component of the firm’s management - represents a necessity under the circumstances that the latest decades reveal a development of the decisional elements, both in the theoretic-methodological field and in the application field. The decisional methods and techniques must be found in the managers’ decisional processes at different hierarchical levels (individual managers or group managers), so that a high scientific materialization level of the methods should be ensured

The role of university - business partnerships in increasing students entrepreneurial skills

In this paper, we first bone up on the literature as regards the relationship between universities and the business environment and its role on the development of entrepreneurship as an engine of economic growth. We continued the paper by presenting this relationship in the context of introducing projects related to entrepreneurship within the University of Petroșani. In the methodology part, on the one side, the university - business entity partnerships are statistically analyzed and on the other side, the results of a enquiry that was applied to entrepreneurs during 2019-2021 within the POCU project ”EU - ENTREPRENEUR - increase of students participation from vulnerable categories to undergraduate study programs through entrepreneurial innovation ”POCU Contract /379/6/21. The paper brings to interesting conclusions about the relationship between universities and entrepreneurs and how it can intensify the efficiency of this collaboration from the perspective of increasing the entrepreneurial skills of students

Identification and Functional Characterization of a Novel Mutation in theNKX2-1Gene: Comparison with the Data in the Literature

Background: NKX2-1 mutations have been described in several patients with primary congenital hypothyroidism, respiratory distress, and benign hereditary chorea, which are classical manifestations of the brain-thyroid-lung syndrome (BTLS). Methods: The NKX2-1 gene was sequenced in the members of a Brazilian family with clinical features of BTLS, and a novel monoallelic mutation was identified in the affected patients. We introduced the mutation in an expression vector for the functional characterization by transfection experiments using both thyroidal and lung-specific promoters. Results: The mutation is a deletion of a cytosine at position 834 (ref. sequence NM-003317) (c.493delC) that causes a frameshift with formation of an abnormal protein from amino acid 165 and a premature stop at position 196. The last amino acid of the nuclear localization signal, the whole homeodomain, and the carboxy-terminus of NKX2-1 are all missing in the mutant protein, which has a premature stop codon at position 196 (p.Arg165Glyfs*32). The p.Arg165Glyfs*32 mutant does not bind DNA, and it is unable to transactivate the thyroglobulin (Tg) and the surfactant protein-C (SP-C) promoters. Interestingly, a dose-dependent dominant negative effect of the p.Arg165Glyfs*32 was demonstrated only on the Tg promoter, but not on the SP-C promoter. This effect was also noticed when the mutation was tested in presence of PAX8 or cofactors that synergize with NKX2-1 (P300 and TAZ). The functional effect was also compared with the data present in the literature and demonstrated that, so far, it is very difficult to establish a specific correlation among NKX2-1 mutations, their functional consequence, and the clinical phenotype of affected patients, thus suggesting that the detailed mechanisms of transcriptional regulation still remain unclear. Conclusions: We describe a novel NKX2-1 mutation and demonstrate that haploinsufficiency may not be the only explanation for BTLS. Our results indicate that NKX2-1 activity is also finely regulated in a tissue-specific manner, and additional studies are required to better understand the complexities of genotype-phenotype correlations in the NKX2-1 deficiency syndrome

Global Retinoblastoma Presentation and Analysis by National Income Level.

Importance: Early diagnosis of retinoblastoma, the most common intraocular cancer, can save both a child's life and vision. However, anecdotal evidence suggests that many children across the world are diagnosed late. To our knowledge, the clinical presentation of retinoblastoma has never been assessed on a global scale. Objectives: To report the retinoblastoma stage at diagnosis in patients across the world during a single year, to investigate associations between clinical variables and national income level, and to investigate risk factors for advanced disease at diagnosis. Design, Setting, and Participants: A total of 278 retinoblastoma treatment centers were recruited from June 2017 through December 2018 to participate in a cross-sectional analysis of treatment-naive patients with retinoblastoma who were diagnosed in 2017. Main Outcomes and Measures: Age at presentation, proportion of familial history of retinoblastoma, and tumor stage and metastasis. Results: The cohort included 4351 new patients from 153 countries; the median age at diagnosis was 30.5 (interquartile range, 18.3-45.9) months, and 1976 patients (45.4%) were female. Most patients (n = 3685 [84.7%]) were from low- and middle-income countries (LMICs). Globally, the most common indication for referral was leukocoria (n = 2638 [62.8%]), followed by strabismus (n = 429 [10.2%]) and proptosis (n = 309 [7.4%]). Patients from high-income countries (HICs) were diagnosed at a median age of 14.1 months, with 656 of 666 (98.5%) patients having intraocular retinoblastoma and 2 (0.3%) having metastasis. Patients from low-income countries were diagnosed at a median age of 30.5 months, with 256 of 521 (49.1%) having extraocular retinoblastoma and 94 of 498 (18.9%) having metastasis. Lower national income level was associated with older presentation age, higher proportion of locally advanced disease and distant metastasis, and smaller proportion of familial history of retinoblastoma. Advanced disease at diagnosis was more common in LMICs even after adjusting for age (odds ratio for low-income countries vs upper-middle-income countries and HICs, 17.92 [95% CI, 12.94-24.80], and for lower-middle-income countries vs upper-middle-income countries and HICs, 5.74 [95% CI, 4.30-7.68]). Conclusions and Relevance: This study is estimated to have included more than half of all new retinoblastoma cases worldwide in 2017. Children from LMICs, where the main global retinoblastoma burden lies, presented at an older age with more advanced disease and demonstrated a smaller proportion of familial history of retinoblastoma, likely because many do not reach a childbearing age. Given that retinoblastoma is curable, these data are concerning and mandate intervention at national and international levels. Further studies are needed to investigate factors, other than age at presentation, that may be associated with advanced disease in LMICs