The paper present a series of contributions to the development of a model of eco technologic organization. Managers of various organizations generally recognized the need for change, as a way to cope with competitive pressures, but many do not understand how the change should be implemented. The key to success is to integrate employees, their roles and responsibilities within the organization in a structure of processes. A process-based approach and starting with the declaration of vision and mission, analyzing critical success factors and identifying the basic processes, it is the most effective way of employment of staff in the process of change In these conditions paper addresses notions of implementation of the change in the industrial organizations: organizational change process, consequences of ignoring the change, internal and external factors of change, actions needing chang

Dan DOBROTĂ

Gheorghe AMZA

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  Fiabilitate si Durabilitate - Fiability & Durability    Supplement no 1/ 2012   Editura “Academica Brâncuşi” , Târgu Jiu, ISSN 1844 – 640X     153 CONTRIBUTIONS TO THE DEVELOPMENT OF A MODEL OF ECO TECHNOLOGIC ORGANIZATION  Prof. univ. dr. ing. Dan DOBROTĂ, ”Constantin Brâncusi” University of Târgu - Jiu, Romania, ddan@utgjiu.ro  Prof. univ. dr. ing.  Gheorghe AMZA, Polytechnic University of Bucharest Romania, amza@camis.pub.ro   Abstract:  The  paper  present  a  series  of  contributions  to  the  development  of  a  model  of  eco  technologic organization. Managers of various organizations generally recognized the need for change, as a way to cope with competitive pressures, but many do not understand how the change should be implemented. The key to success is to integrate employees, their roles and responsibilities within the organization in a structure of processes. A process-based approach and starting with the declaration of vision and mission, analyzing critical success factors and identifying the  basic  processes,  it  is  the  most  effective  way  of  employment  of  staff  in  the  process  of change In these conditions paper addresses notions of implementation of the change in the industrial organizations: organizational change process, consequences of ignoring the change, internal and external factors of change, actions needing change.   Keyworks: organization,  model, eco technologic, implementation.   1. INTRODUCTION  Each organization has its own specific type of organization and functioning and in this regard, it is difficult to recommend a common methodology, applicable anywhere, anytime and  whose  success  is  always  guaranteed.  Although  consultants  often  have  their  own methodologies, sometimes quite performing based on a rich work experience, however, it cannot be said that there is only one way to succeed. The following we will clarify some ideas and instructions to be used by those who wish to implement or maintain such a system.   2. IMPLEMENTATION MODEL OF ECO TECHNOLOGIC ORGANIZATION  2.1. Initiating implementation model of eco technologic organization   The organizations held a series of changes, some are small scale, affecting an individual or small group of individuals, such as small changes in work organization at a job, others are large scale, affecting the overall organization her or its major areas, such as the assimilation of a new product or introducing a new management system.  Schematically, the changing process appears as in figure 1. An organization must be aware of market pressures, and develop appropriate strategies to win customers on the basis of existent  competitiveness  criteria  existent  in  the  market  at  that  time.  In  reality,  market competitiveness criteria lead the market. Organization cannot change these criteria and the environment that creates external pressures will not change. Therefore, change must come from  the  organization.  Figure  2  illustrates  the  consequences  resulting  from  ignoring  the current market forces and avoiding changing actions.     Fiabilitate si Durabilitate - Fiability & Durability    Supplement no 1/ 2012   Editura “Academica Brâncuşi” , Târgu Jiu, ISSN 1844 – 640X     154 There  are  countless  examples  of  organizations  that  have  paid  a  lot  for  ignoring  the changes in market conditions hesitating or refusing to adapt to these changes.  The  changes  are  real  changes  that  apply  to  any  part  of  the  organization:  plans  and activity  programs,  the  scope  of  the  management,  machinery  and  equipment,  equipment, organizational structure, the people themselves etc.    Figure 1. Organizational change process                                        Figure 2. Consequences of ignoring the change     Fiabilitate si Durabilitate - Fiability & Durability    Supplement no 1/ 2012   Editura “Academica Brâncuşi” , Târgu Jiu, ISSN 1844 – 640X     155    Figure 3. Internal and external factors of change    Figure  3  represents  the  schemes  of  internal  and  external  factors  that  may  cause changes in an organization. The external factors of change arise from external organizational environment factors: general and specific (figure 1 and figure 2)       2.2. Awareness of the need to implement environmental management  Managers of various organizations generally recognized the need for change, as a way to cope  with  competitive  pressures,  but  many  do not  understand  how the  change  should  be implemented. The key to success is to integrate employees, their roles and responsibilities within the organization in a structure of processes. A process-based approach and starting with the declaration of vision and mission, analyzing critical success factors and identifying the basic processes, it is the most effective way of employment of  staff in the process of change (table 1). Senior  management  should  begin  developing  the  new  process-oriented  structures  by commitment  to  all  levels  by  observing  certain  stages.  The  starting  point  should  be  an overview of the organization and the changes requested by the management team. By carrying out this diagnostic analysis on the imposed changes, on existing problems, and on the areas for improvement, can get an initial commitment, vital to begin the transformation process is obtained. The  basic  processes  describe  what  it  is  done  or  what  should  be  done  so  that  the organization achieves success factors. The first step in understanding the basic processes is to identify an architectural network of processes with the same order of importance (figure 4).  Once the basic processes are defined, it is necessary for the new structure of processes objectives,  targets  and  performance  indicators  to  be  set.  The  decomposition  into  sub-processes,  activities  and  tasks  is  also  necessary.  An  insight  into  how  to  the  structure  of processes should be carried out is presented in figure 5. Assignments are made by individuals. The employee must understand the task and his position in the hierarchy of processes.     Fiabilitate si Durabilitate - Fiability & Durability    Supplement no 1/ 2012   Editura “Academica Brâncuşi” , Târgu Jiu, ISSN 1844 – 640X     156  Table 1.  Actions needing change Values  Necessary actions Stakeholders’ attitude towards environmental performance. Reporting  results  of  studies  by  stakeholders  to  all employees; including their satisfaction degree as the key element for the environmental plan; individual assessing and rewarding for an exceptional service. Team work and cooperation  Extensive  use  of  teams  to  improve  quality;  reward  of team  members  according  to  system  of  assessment  of special activities. Internalization of the client-supplier relationship Using environment quality management at compartment level; encouraging interaction between compartments. Leading all the indicators depending on the degree of satisfaction of stakeholders. The  communication  of  this  concept  to  all  employees; meeting  stakeholders’  objectives  represent  the  top objectives revealing performances of the organization. Primacy of long-term improvements to rapid improvements. Teams  to  supervise  the  resolution  of  factual  issues; rejecting quick solutions that are not supported by data. Facts and data are preferred to suspicions and assumptions. Preparing  teams  to  solve  problems  based  on  facts; supporting management teams for the correct diagnosis based on objective data. Focus on finding solutions, not mistakes. Award  those  employees  who  find  new  problems  and work to solve them. Total involvement of employees  Follow closely the employees involved; relief efforts to achieve  quality  and  environmental  performances; employees’  involvement  award  in  the  assessment  of organization’s culture. Approach the environmental quality in the context of organization. Structure of quality  system  must be  integrated into the existing  one;  setting  targets  and  long  term  plans  for environmental quality; the  approach  in the  field of the environment is a new road to be followed. Guideline for environmental quality is an intensive process. Recruitment  and  training  of  appropriate  personnel; popularize environmental quality policy in the domain of environmental  quality  in  promoting  a  new  attitude  of staff;  training,  assessment,  promotion  and  reward  staff with honors in environmental quality domain. Promoting a spirit of commitment to the environment Full involvement of senior management; availability of necessary resources; patience and perseverance in action; joining  local,  national  and  international  organizations having as objective environmental quality.         Fiabilitate si Durabilitate - Fiability & Durability    Supplement no 1/ 2012   Editura “Academica Brâncuşi” , Târgu Jiu, ISSN 1844 – 640X     157    Figure 4. Architecture of processes    Figure 5. Identify main processes and their decomposition  3. CONCLUSIONS.   Sustainable development of eco technologic organization cannot be achieved only through the  efforts  of  the  organization,  but  it  requires  the  participation  of  all  sectors  of  society. Government has an important role to play, through laws, regulations, taxation systems and other measures. The main activities that the Government could perform to management an eco technologic organization on a sustainable basis are:    Fiabilitate si Durabilitate - Fiability & Durability    Supplement no 1/ 2012   Editura “Academica Brâncuşi” , Târgu Jiu, ISSN 1844 – 640X     158  - use the command and control regulations and economic incentives to force industry to internalize the cost of environmental depreciation, making  the polluter (and ultimately the consumer) pay;  - develop plans and adopts policies to encourage eco technologic organizations to use environmental  factors  and  natural  resources  adequately  without  adversely  affecting productivity;  - conducting or sponsoring research in the environmental field;  -  collection  and  dissemination  of  significant  data  material  relating  to  emissions  of pollutants and their effects on human health and the environment, in order to create public awareness of problems and a request for environmental non hazardous products and services;  -  participation  in  international  agreements  to  reduce  pollution,  causing  cross  border effects.    REFERENCES  1. Amza, Gh., -  Eco technology and sustainable development, publisher Printech, Bucharest, 2009. 2.Amza,  Gh.,  Pîrvulescu  Mihaela-  Achieving  sustainable  development  of  a  mathematical model of manufacturing organization eco technology welded construction, TQSD, Bucharest, 2008 3. Gore, Al., Earth in the Balance. Ecology and the Human Spirit,  Penquin Books, U.S.A., 1993. 4. Hart, S.L., Greening, B., - “Strategies for a Sustainable World", Harvard Business Review on Business and the Environment, Cambridge: Harvard University Press, p. 108, 2000. 5. Oprean, C., Bucur, A., Vanu, A., „A mathematical model of the innovation indicator"   Balkan  Region  Conference  on  Engineering  and  Business  Education  &  International Conference  on  Engineering  and  Business  Education,  Sibiu,  Romania.  15-17  October, publishing Lucian Blaga Univesrsity of Sibiu, 2009. 6. Oprean, C., Vanu, A.,”Leadership and organizational wellness”, Review of Management and Economical Engineering, Cluj-Napoca, Romania, volume 8. No.2 (32), 2009. 

CONTRIBUTIONS TO THE DEVELOPMENT OF A MODEL OF ECO TECHNOLOGIC ORGANIZATION

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