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.

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.

Levels of Reality as Source of Quantum Indeterminacy

We show that the notion of "levels of Reality" introduced by Werner Heisenberg in his "Manuscript of 1942" (1984) and by myself (1983-1985) could explain the quantum indeterminacy. General epistemological implications of this notion are also studied.Comment: 18 page

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 .

Methods and techniques specific to human resource management

The first part of the study presents the contextual and conceptual novelty elements concerning human resources on which this human resource management approach relies. The conceptual novelty element is represented by the comprehensive approach of human resource management (MRU), focused on the relationships of the organisation with internal and external human stakeholders, not limiting to the traditional approach, managers subordonees. The second part of the paper makes a selection of methods and techniques used in human resource management, grouped on the 14 activities specific to MRU. This ensures a coherent and effective methodological basis for human resource managers and specialists, in agreement with the challenges of the current period of transition to knowledge-based economy. The last part of the study indicates the methods and the techniques recommended to be used in particular during the eight stages of human resource reengineering.human resource management; specific human resource management methods; knowledge-based economy; human resources reengineering.

THE SPECIFIC OF KNOWLEDGE BASED STRATEGIES

Communication addresses the lesser-known in Romania issue of knowledge based specific strategies. The main issues addressed during scientific communication are: • assumptions and defining features of the knowledge-based strategies • strategic knowledge - the core of knowledge-based strategy • strategic dilemmas involved • types of specific strategies based on knowledge • key elements that condition the development of advanced knowledge-based strategies • coordinates of specific strategy knowledge-based methodology The communication, based on an intense consultation of the international literature in the knowledge management domain, contains elements of originality, with particular reference to the strategic knowledge variables, which determine the specific implementation of the strategies based on knowledge and the methodology to design and implement them.knowledge based management, knowledge based strategy, strategic knowledge, strategy dilemma, knowledge based strategy typology, methodology of strategy

A NEW KNOWLEDGE CYCLE

Paper focuses on knowledge cycle, essential element of knowledge based organisation. It starts from knowledge revolution, indicating knowledge roles—as raw material, production factor, product and capital—which transforms them in “the engine” of knowledge based economy. Based on these elements author’s original contribution is presented—knowledge cycle—made up of seven modules and structured in five phases. Presented knowledge cycle is highly different from knowledge cycles of McElroy, Wiig, Bukowitz and Williams, Meyer and, Zack. Knowledge cycle is useful both for better understanding of organisation’s mechanisms and knowledge based management and for increasing their functionality and performance.knowledge, organisation, management

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.

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.