MANAGING STRESS - THE KEY TO ORGANIZATIONAL WELLNESS

In the 21 cetury, the century of fast changes, business operates faster and with more complexity and uncertainty than ever before. The impact of stress on profitability, whether creative or negative, must be understood, measured and managed in a realisticstress, cost, managers, investment, knowledge, efforts, profit

MANAGING RENEWABLE ENERGY IN THE EU10 REGION

The problems of renewable energy and regional development have gained a global dimension, as well as the concerns about the economic growth. Therefore, this study investigates the issue of managing renewable energy in the EU10 region, within the context of recovery and anticipated growth of the region. The findings of this study disclose that an important source of economic growth in the EU10 region's countries may be to start some new investments in renewable energy. In order to develop the field of renewable energy may be used EU funds, and may be envisaged different public-private partnership models, that may contribute to lower societal costs and increased deployment rates. The study was conducted by combining a wide variety of sources, such as statistics, reports and articles. The results reported in this study could be used for further research in the area of implementing green energy projects in the EU10 region. Another direction for further research could be to identify the most attractive countries for different renewable energy investment projects in the EU10 region.renewable energy, EU10 region, regional development, investment, economic growth

THE IMPACT OF ORGANIZATION'S PERSONALITY ON MANAGERIAL BEHAVIOR

Organizational climate and the conditions that determine the "personality" of an organization represent important factors in determining the managerial behavior. Climate and behaviors are strongly influenced by organizational culture. Managerial behavior is determined by the variety of ways of realizing functions and by their attitude to employees and subordinates. These features of the each manager’ behavior is defined management style. This study examined the relationship between individual’s personality, organization’s personality, the environmental factors and managerial behavior. Data were collected from thirty enterprises (micro, small and mediums) from Bihor County. The results obtained from these sources suggested that the size of the lead group has a great influence on managerial behavior.culture, organization, personality, managerial behavior

ORGANIZATIONAL STRESS AND ITS IMPACT ON WORK PERFORMANCE

Nowadays, in times of economic crisis, most managers or entrepreneurs have to cope with a lot of new job challenges which can easily transform into stressors. Work related stress is of growing concern because it has significant economic implications for the organization. Even if some stress is a normal part of life, excessive stress can influence one's productivity, health and emotions and it has to be taken under control. When people lose confidence, they refuse to take responsibilities, they get quickly irritated, they are unsatisfied of their job, their performance will be very low and the organization will be in danger. Fortunately, most managers and entrepreneurs know which stress main symptoms are and have the necessary knowledge for managing and reducing it before it can affect employees' daily work. Stress can have an impact both on the organizational welfare and on personal behavior of supervisors or employees, that's why, the ability of managing it can make the difference between job's success or failure. The purpose of this paper is to study Romanian managers and entrepreneurs from Bihor County's perception regarding the stress phenomenon, if they feel that they are affected by stress, if they promote some methods to reduce it and if they consider that stress can influence the organizational performance. As a research method we used an online questionnaire, applied to a number of 75 managers and entrepreneurs that represent the target group of the project \\\\\\\"Flexibility and performance through management\\\\\\\", project financed by the European Social Fund - \\\\\\\"Invest in people\\\\\\\". Each participant had to answer a number of 35 questions regarding stress and the results will be presented in this paper. The main conclusion is that, even if job itself is seen as a stressor, there are other important factors that can produce stress such as: family problems, personal problems or social problems.organizational stress, impact, managers, entrepreneurs, work performance

TEN KEY CONCEPTS AND THE SUCCESS OF ROMANIAN ORGANIZATIONS

This paper is focused on ten key concepts which influence the success of the organizations at the beginning of XXI century. The great changes generated by globalization determine firms to be more competitive. This means that we have to focus on: mission, leadership, emotional intelligence, innovation, organizational culture, human resources, total quality management, ethics, conflict management, brand, and the value offered to the clients.leadership, organizational culture, human resources management

APPRECIATIVE INTELLIGENCE AND ITS INFLUENCE ON ROMANIAN MANAGERS’ BEHAVIOUR

Appreciative intelligence is a process that allows successful managers to realize their innovative and creative ideas, achieving realistic goals by using the ability to identify the positive potential of actions and take advantage of them. The main characteristic of a manager, in order to obtain organizational welfare is to have the ability to discover the hidden aspects of any situation and to share them with his employees, investors, partners and colleagues. In this paper we will present the result of a questionnaire that we applied on a number of ten Romanian managers, five from Bihor County and five from Cluj County, in order to find out if they heard about appreciative intelligence and if they consider it important for the organizational development

NIVELUL DE SERVIRE A CLIENTILOR DIN PERSPECTICA LOGISTICII

Although most senior manager agree that customer service is important, they find it difficult to explain exactly what it is and does. However we have identified three facets of customer service: customer service as (1) an activity, (2) performance level and (3) management philosophy. Corroborating these dimensions, this paper argues that excellent customer service is to add value for all members of the supply chain. The need for viewing logistical requirements across time can be illustrated using the product life-cycle framework The paper identifies the three facets of customer service: availability of goods, operational performance and service quality. The paper concludes that in order to implement a basic service platform, it is necessary to specify the level of basic service commitment to customers and performance at a level above basic service represent extra commitment justified by the unique business situation.life-cycle of products, logistics, client service

ANALYSIS OF THE ONLINE PURCHASE BEHAVIOUR OF ROMANIANS

n recent decades, technological development has experienced significant acceleration, and smart devices are now widely available. Romanian e-commerce market, although ahead of countries like Greece, Portugal, Italy or Bulgaria, has still a long way to go before reaching its full potential. The purpose of this paper is to analyse the online shopping behaviour of Romanians. For this, we analyzed statistic data on internet access and online purchases and discussed the findings of an online purchase behaviour survey of 580 Romanian respondents. The main findings of the survey suggest that, while 64 percent of respondents prefer online shopping to the classic non-virtual shopping, the top three risks that worry potential online Romanian buyers are: fake online reviews, uncertain quality of goods, and unreliable match. 5G technologies, ultra-fast smart devices, lack of borders in online commerce are already present, so the future belongs to those who will know how to adapt and anticipate the needs of online shoppers

THE EFFECTS OF MOODS AND EMOTIONS ON DECISION MAKING PROCESS – A QUALITATIVE STUDY

The current study investigates the effects of moods and emotions on decision making process. For this purpose, we conducted a qualitative study by interviewing 12 managers working in large companies in Bihor county. Our fidings point out the main effects the mood and emotions have on the decision making process. Of the themes that emerged from the analyzed interviews, three hold particular significance. First, moods and emotions are interfering with managers’ ability to process information, specificaly, negative moods and emotions diminises the ability of the managers to process information, while positive moods and emotions lead to a greater ability to process information. Related with this issue, the second theme reffers to the effects of moods and emotion to the making decision time. The main aspect we have pointed out here is that while negative emotions lead to increased decision-making time, positive emotions have a contrary effect. Third, positive moods and emotions lead the manager to make a decision being controled by his/her heart not by t his/her mind. On the other hand, the decisions made by managers being influenced by negative moods and emotions are mostly controled by their mind, not by their heart. We conclude that mood and emotions play a central role in managers’ decision-making. That is why a manager should have a high emotional quotient (EQ) in order to correctly identify which events caused their emotions and manage them so that not to have negative effects on decision making process. We presented, on the one hand, a few ways to reduce the unwanted effects of emotions on decision making and, on the other hand, a few ways to develop and cultivate positive emotions. However, we underlined the idea that it is not a good thing a manager to make an important decision when he/she is deeply influenced by his/her moods and emotions

COMPARATIVE ANALYSIS BETWEEN THE MANAGERIAL STYLE OF UPPER AND LOWER LEVEL MANAGERS

• product competitiveness