Adrian ARDUSĂTAN


31-20 PARADOXURILE INERENTE MANAGEMENTULUI

INHERENT PARADOXES OF MANAGEMENT

Paradoxes explains the need for management within institutions and the need for a continuing concern for improving the expertise of those who occupy leadership positions, such steps to limit the impact of these paradoxes, and allow materialization targeted goals and objectives in a reasonably efficient manner.

 

Keywords: paradoxes of management, motivating staffCuvinte cheie: paradoxurile managementului, motivarea personalului

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31-19 PREGĂTIREA ȘI DEZVOLTAREA PROFESIONALĂ – CALEA PERFORMANȚEI ÎN ORGANIZAȚII

PROFESSIONAL DEVELOPMENT AND TRAINING– PERFORMANCE ROUTE IN ORGANIZATIONS

 

Professional development followed by continuous training should be a priority for both the organization and the employee, the common desire to make performance. Professional training is a process during which participants acquire theoretical and practical knowledge necessary for their present activity. Unlike training, professional development is a more complex process, aimed at acquiring useful knowledge, both in relation to the current position and with the future.

 

Keywords: professional training, professional development

Cuvinte cheie: pregătire profesională, dezvoltare profesională

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29-33 PROVOCĂRILE TRANZIȚIEI CĂTRE POZIȚIA DE MANAGER

TRANSITION CHALLENGES
TO THE POSITION OF MANAGER
Management is learned on the job: making, observing, interacting with
others, being placed in unusual situations, enabling opportunities to grow and
develop from a professional perspective. Mastering the art of management is a
process of learning from experience.
Keywords: managerial communication, motivating staff
Cuvinte cheie: comunicare managerială, motivarea personalului

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27-33 ÎMPUTERNICIREA ŞI DELEGAREA RESPONSABILITĂŢILOR – CHEIA CREŞTERII ORGANIZAŢIONALE

EMPOWERMENT AND DELEGATION OF RESPONSIBILITIES – THE KEY ORGANIZATIONAL GROWTH
To be able to fulfil the goals and objectives, organizations must identify the appropriate modalities to keep people motivated and enthusiastic, state that will have a beneficial impact over the entire organizational climate, but the employee relationship with people outside the organization. One of these means is empowering people, whereas, therefore, they are creating trust and they are determined to use their knowledge and experience in order to achieve the desired results.
Keywords: empowerment, delegation, organization
Cuvinte cheie: împuternicirea, delegarea, organizaţie

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25-31 MANAGEMENTUL ÎN ADMINISTRAŢIA PUBLICĂ

MANAGEMENT IN PUBLIC ADMINISTRATION
Whatever the theoretical foundations on which the foundation of
managerial decisions, there is a permanent contradiction between goals and
means, on the one hand, and on the other, between the various interest groups
to each other and each with administrative power.
Keywords: management, leadership, public management
Cuvinte cheie: management, conducere, management public
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25-30 REGULA DE AUR A MANAGEMENTULUI

THE GOLDEN RULE OF MANAGEMENT
The main instrument for improving managerial relationships is your
own behaviour. The golden rule of management is „treat others as you like to
be treated”. People must have independence.
Keywords: managerial communication, motivating staff
Cuvinte cheie: comunicare managerială, motivarea personalului
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23-19 COMUNICAREA INTERNĂ ÎN ORGANIZAŢII. O ABORDARE DIN PERSPECTIVA RELAŢIILOR PUBLICE

INTERNAL COMMUNICATION IN ORGANIZATIONS.
AN APPROACH FROM THE PERSPECTIVE OF PUBLIC
RELATIONS
Internal communication needs to start from the premise that the
employee’s relationship with the organization is determined by the
contribution/payment relationship and should not be assimilated to a form of
internal marketing identifies employee as a client. Communication strategy with
employees is an area of specialty within the broader function of public relations,
which requires accountability and responsibility at the level of leadership. And
that’s because the management did not have to look as happy and satisfied
employees work can turn into the best ambassadors of the company.
Cuvinte cheie: comunicare internă, comunicare managerială, climat de
comunicare
Keywords: internal communication, managerial communication,
climate of communication

23-19 COMUNICAREA INTERNĂ ÎN ORGANIZAŢII.


23-20 ABORDARE STRATEGICĂ A ACTULUI DE COMUNICARE MANAGERIALĂ, Partea I-a

STRATEGIC APPROACH OF
MANAGERIAL COMMUNICATION, Part 1
Communication is crucial in the effectiveness of a manager. Brian
Tracy [1] is very categorically stating that „if you cannot communicate,
cannot be leader.” But effective communication is based on trust, that
manager must know how to win from subordinates. Managers know how to
listen and to become a good manager, able to communicate effectively, you
must know to listen to the other. That’s because everyone always feels the
need to feel important and valuable. Especially, a subordinate leader will
consider actions that will help raise the self; it will make them enjoy longer, and,
consequently, make it more efficient gear organization operating.
Cuvinte cheie: comunicare managerială, climatul de comunicare
Keywords: managerial communication, climate of communication

23-20 ABORDARE STRATEGICĂ A ACTULUI DE COMUNICARE MANAGERIALĂ, Partea I-a


23-21 ABORDARE STRATEGICĂ A ACTULUI DE COMUNICARE MANAGERIALĂ, Partea a II-a

STRATEGIC APPROACH OF
MANAGERIAL COMMUNICATION, Part II
Communication is crucial in the effectiveness of a manager. Brian
Tracy [1] is very categorically stating that „if you cannot communicate,
cannot be leader.” But effective communication is based on trust, that
manager must know how to win from subordinates. Managers know how to
listen and to become a good manager, able to communicate effectively, you
must know to listen to the other. That’s because everyone always feels the
need to feel important and valuable. Especially, a subordinate leader will
consider actions that will help raise the self; it will make them enjoy longer, and,
consequently, make it more efficient gear organization operating.
Cuvinte cheie: comunicare managerială, climatul de comunicare
Keywords: managerial communication, the climate of communication

23-21 ABORDARE STRATEGICĂ A ACTULUI DE COMUNICARE MANAGERIALĂ, Partea a II-a


21-9 INTELIGENŢA EMOŢIONALĂ – COMPONENTE, SEMNIFICAŢIE ŞI UTILITATE ÎN LEADERSHIP

EMOTIONAL INTELLIGENCE – COMPONENTS,
SIGNIFICANT AND USEFUL IN LEADERSHIP
Once we become adults, no one expected to become more intelligent,
even our mental capacities can be used more effectively in the experience. This
is true for emotional intelligence. The way we communicate with others and
how we communicate with ourselves ultimately determines our quality of life.
The more we know each other better and understand better, the wiser
decisions we take and we will get better results. We can and we must
continually improve our emotional skills, to do everything possible to become a
more complete and fulfilled person.
Cuvinte cheie: comunicare, inteligenţa emoţională, conducere/
leadership
Keywords: communication, emotional intelligence, leadership

9 INTELIGENŢA EMOŢIONALĂ – COMPONENTE,


21-8 COMUNICAREA ÎN LEADERSHIP – EFICIENŢĂ ŞI PRINCIPII

COMMUNICATION IN LEADERSHIP –
EFFICIENCY AND PRINCIPLES
Communication is crucial in the effectiveness of a leader. Brian Tracy
is very categorically stating that „if you cannot communicate, cannot be leader.”
But effective communication is based on trust, that leader must know how to
win from subordinates. Leaders know how to listen and to become a good
leader, able to communicate effectively, you must know to listen to the other.
That’s because everyone always feels the need to feel important and valuable.
Especially, a subordinate leader will consider actions that will help raise the
self; it will make them enjoy longer, and, consequently, make it more efficient
gear organization operating.
Cuvinte cheie: comunicare, conducere/leadership, eficienţă
Keywords: communication, leadership, efficiency

8 COMUNICAREA ÎN LEADERSHIP –