Analele Universitii Constantin Brncui din Trgu Jiu, Seria Economie, Nr.

4/2010

MODELE DE MODERNIZARE

MODELS OF MANAGERIAL

MANAGERIAL ABORDARE

EFFICIENCY IN CRISIS CONDITIONS

COMPARATIV

Prof. univ. dr. Ion VERBONCU

Academia de Studii Economice din
Bucureti

Prof. Ph.D. Ion VERBONCU

Academy of Economic Studies Bucharest
Abstract: The Romanian economy and
organizations are going through a deep
economic crisis, generated by a complex of
causes, endogenous and contextual. The
unanimous assessment is that one of the most
important causes is represented by the the
unprofessional management of the central
government exercised at economic operators
and public organizations levels. Making the
management more efficient, by promoting and
using appropriate models is an important
solution given it is supported by professional
managers and specialists. Such models,
differentiated by organizatoric "stages" of the
economy have in common the promotion of the
strategic
management
and
managerial
reengineering, which facilitates and directs the
managerial change awaited for over 20 years.

Abstract
Asigurarea
unei
funcionaliti
ridicate economiei i societii romneti nu
este posibil fr revigorarea firmelor i
organizaiilor publice, acestea din urm
adevrate prestatoare de servicii pentru
ceteni, comunitile locale i celelalte
categorii
de
organizaii.
Condiia
fundamental a unui asemenea reviriment o
constituie modernizarea managementului
lor, demers complex, strategic i, n acelai
timp, dificil dac lum n considerare
particularitile constructive i mai ales,
funcionale ale acestora. Indiferent de
modalitatea pentru care se opteaz de la
promovarea managementului strategic la
reproiectarea
managerial,
de
la
metodologizarea
managerial
la
profesionalizarea
managerilor
i
a
managementului rezultatul ar trebui s se
reflecte n conturarea unui management
performant, capabil s asimileze acquis-ul
comunitar, bunele practici ale unor
instituii publice similare i, concomitent, s
influeneze
comportamentul
mediului
ambiant, naional i internaional. Centrarea
modernizrii manageriale pe oameni
manageri i executani - , procese, structuri,
instrumentar
managerial,
informaii,
cunotine i decizii / aciuni faciliteaz
obinerea de performane manageriale i,
implicit, economic.

Key words: professional management,

professional managers, model of managerial
efficiency,
management
reengineering,
performance management
1.
Main features of the Romanian
management

Romanian organizations management

approach must take into account the current
state of economy and management at national
level and trends that characterize them.
Romania, and indeed elsewhere, is marked by
deep economic and financial crisis started in
2008, but by another crisis - the management Cuvinte - cheie: management, reproiectare fully felt in the last two decades of capitalist
managerial, metodologizare managerial, development of the country. We note, in this
view, a complex of coordinates which allow
performane manageriale i economice.
Romanian organizations and their management
1. Starea actual a managementului to evolve (1):
organizaiei
lack of a professional national strategy
9

Analele Universitii Constantin Brncui din Trgu Jiu, Seria Economie, Nr. 4/2010

n pofida unor progrese semnificative

reduced
functionality
of
n teoria managerial (apariia a numeroase
macroeconomic management systems
lucrri
de
specialitate,
dezvoltarea
medium degree of strategic-tactical
nvmntului
superior
economic,
centralization both of political and
dezvoltarea formrii continue n domeniul
national economic management
managementului, conturarea unor teorii
increased instability in management
nchegate n domeniul managementului,
structures
amplificarea cercetrii tiinifice naionale
insufficient systemic dimension of
n management .a.) n practic, realizrile
macroeconomic management
sunt modeste, att la nivel de firm, ct i la
excessive politicization of national
nivel de instituie public. Acestea se refer
management and central and local
la:
government
dimensiunea anticipativ, prospectiv
neglect of national interest
este timid conturat, n continuare fiind
insufficient
size
of
innovativedeficitari n ceea ce privete proieciile
educational of macro-management
viitorului economiei i organizaiilor sal
high degree of bureaucratization of
sub forma strategiilor i politicilor
management and Romanian society
globale i pariale. De 20 de ani tot
high corruption in public administration
cutm soluii salvatoare, tot ncercm s
and its management
ne aezm pe o traiectorie marcat de o
partial
capitalization
of
human
anumit stabilitate, dar nu reuim. Cu
resources
available
to
Romania
excepia ultimului an, caracterizat printrquality managers in Romania is uneven
o criz financiar mondial, nu putem
and has a tendency to mitigate
invoca nicio scuz pentru justificarea
national quality management, quality
declinului economic, deoarece cauza
found in business, social services
principal
o
reprezint
declinul
(health, welfare, etc.), the quality of life
managerial, iar n acest context,
of people - well below the EU average insuficiena unor repere realiste
is questionable.
obiective, opiuni strategico-tactice,
modaliti de obinere de avantaje
Managerial modernization models in
competitive etc. amplific starea de 2.
crisis
conditions
incertitudine.
Atitudinea pompieristic de soluionare a
These models are based upon the SWOT
unor probleme specifice oricrui etaj
analysis
of the enterprise and of the national
managerial
este,
n
continuare,
alimentat de amatorismul multora din and international envirnonment it operates in.
cei care ayi conduc i gestioneaz We recommend the use of a diagnosis of the
organizaii,
agenii
naionale
ori managerial and economic potential (made by
multidisciplinary teams of specialists from
ministere.
Insuficienta compatibilizare dintre within and without the firm in question), as
manageri i posturile pe care le ocup, well as of a market survey intended to
generat
de
lipsa
de
competen highlight the main opportunities and threats
managerial, de nesincronizarea dintre (2,3). More specifically, the viability potential
autoritatea personal i autoritatea oficial should be determined by means of the SWOT
conferit posturilor explic n mare msur analysis, meant to evaluate the internal and
lipsa
de
performane.
Concursurile external factors that influence a firms activity.
The results of the diagnostic and market
organizate pentru ocuparea acesteia sunt
studies
could be taken advantage of along two
formale, iar nominalizarea ctigtorilor se
face pe alte criterii dect cele declarative directions:
the
consolidation
and
invocate, uneori chiar pe criterii politice
elaboration of global and partial
(vezi managementul ageniilor/autoritilor
10

Analele Universitii Constantin Brncui din Trgu Jiu, Seria Economie, Nr. 4/2010

naionale i al instituiilor publice

strategies
deconcentrate, vezi ealoanele 2 i 3 din
the design of managerial
ministere, vezi firmele cu capital major i
modernization methods specific
integral de stat etc.).
to the crisis period.
din punct de vedere organizatoric, Figure 1 Managerial efficiency model of a
deciziile adoptate sunt axate cu firm under crisis conditions
prioritate pe structurile organizatorice,
neglijndu-se elementele manageriale
situate n amonte de acestea
obiectivele i procesele. Obiectivele, ca
importante
modaliti
de
responsabilizare individual, de grup i
organizaional, trebuie s dispun de
procese de munc judicios delimitate i
dimensionate
(activiti,
atribuii,
sarcini) care, la rndul lor necesit un
suport structural organizatoric
adecvat, respectiv structuri ct mai
suple, dinamice i eficiente. Este foarte
dificil regsirea acestui trinom n
practica
managerial
a
oricrei
organizaii n vreme ce, o parte
important a deciziilor de restructurare
sau
reorganizare
urmrete
disponibilizarea personalului. Ca atare,
nti efectele i apoi cauzele!
n ceea ce privete antrenarea i, mai
ales, suportul su economic motivarea
- , situaia este similar. Teoretic este
invocat
motivarea
bazat
pe
performanele individuale, de grup i
organizaionale, iar practic, criteriul
motivaional cel mai important este
Mitigate or eliminate the causes
legat de ndeplinirea (!) sarcinilor.
Sintagma i-a ndeplinit exemplar generating widespread weaknesses and
sarcinile este din ce n ce mai frecvent strengths of that cause, is achieved through a
uzitat n ministere, agenii, instituii set of methods (recommendations) for effective
publice i parial n firme ntruct management of economic operators, as
managerii acestora nici mcar nu summarized in (2).
a. Promotion of strategic management,
ncearc s defineasc obiective.
mentalitatea majoritii managerilor din by fundament, reengineer and implement
sectorul public este una axat pe realistic strategies, able to exploit the
expectativ, pe ateptare, rolul lor fiind diagnostic studies, marketing, environmental
doar unul de supraveghere i and national strategy / Sector (3).
On the one hand, the elaboration of a
nicidecum strategic sau tactic
companys
strategy implies defining the
obiectivele sunt greu sau imposibil de
cuantificat n comparaie cu sectorul latters vision, mission, and strategic
privat unde maximizarea profitului objectives, as well as identifying the resources
reprezint inta fundamental a necessary for the achievemnt of objectives,
setting intermediary and final deadlines, and
ntreprinderii
instabilitatea legislativ din ultimii 20 specifying the means of achieving a
11

Analele Universitii Constantin Brncui din Trgu Jiu, Seria Economie, Nr. 4/2010

competitive advantage. On the other hand, the

implementation of a companys strategy
implies ensuring the necessary conditions for
the actual achievement of objectives, namely:
managerial conditions
human conditions
material conditions
financial conditions
cultural conditions.
b.
Reengineering the management of
Romanian
companies
after
rigorous
methodological scenarios that meet the
requirements of promoters reengineering - M.
Hammer and J. Champy - focusing on the
management processes through a radical,
dramatic, fundamental of those (4,5,7)
- We recommend to Romanian companies
whos facing declining both on economic and
managerial areas, that "going well", but are
threatened by the imminent danger that the
wine inside or outside (the environment,
national and international) or "going very
well, but wish to consolidate their position in
a market or "fixed" in other markets - using a
scenario methodology divided into five
sequences: aims, processes, structures,
2. Modele de modernizare managerial people (managers and performers), results
pentru firme si institutii publice
(performance).
c.
Rigorous
methodologization
of
management through the promotion and
use of systems, modern management
methods and techniques and methodologies
appropriate to engineer / reengineer and
maintenance operational management and
its components (6,9,10).
We recommend promotion and use of
management based on profit centers,
management by projects, management by
exception, the dashboard, delegation.
d.
Privatization of management of large
companies, wholly or partial owned by the
state. Experience of privatization of large state
enterprises being under economic and financial
decline, indicate that this solution was not the
best, since most companies have not resolved
Figura nr. 1 - Model de modernizare the substantive issues that have faced.
Therefore we propose that in future to use the
managerial a firmei n condiii de criz
privatization of their management.
e.
Improving organizational culture in
terms of amplification its position as a
strategy determinants, of change in general
12
de ani face, adesea, imposibil
aezarea managementului pe nite
coordonate riguroase, att teoreticometodologic, ct i pragmatic.
gradul de descentralizare managerial
este nc redus, instituiile publice aazis descentralizate fiind, n continuare,
dependente de stat, cel puin din punct
de vedere financiar.
instituiile publice deconcentrate dispun
de un management croit de la centru,
la nivel de minister ori autoritate /
agenie naional i operaionalizat, din
pcate, dup aceleai tipare, indiferent
de amplasarea lor teritorial.
managerii publici veritabili sunt nc
puini n Romnia, iar cei care conduc
i gestioneaz instituiile publice i
subdiviziunile lor organizatorice sunt,
n mare parte, deficitari la capitolul
competen
managerial.
Cauza
principal a unei asemenea situaii o
reprezint ncadrarea i promovarea
acestora cu prioritate pe criterii
politice.

Analele Universitii Constantin Brncui din Trgu Jiu, Seria Economie, Nr. 4/2010

Fig. nr. 2 Model de reproiectare

managerial autoritate naional instituie
public
3. Abordare comparativ
Asemnri
Ambele modele includ cteva
modaliti
majore
de
modernizare
managerial i, implicit, de amplificare a
eficienei i eficacitii acestor organizaii:
promovarea
managementului
strategic
reproiectarea managerial
metodologizarea managerial
ameliorarea culturii organizaionale
profesionalizarea managerilor i a
managementului
Deosebirile sunt date de:
obiectul de activitate al instituiei
publice, total diferit de cel al unei
ntreprinderi;
particularitile
constructive
i
funcionale ale instituiei publice i
managementului su;
gradul de centralizare managerial i
13

and the condition of economic performance

and management. Organizational culture
must be addressed not in itself but in
conjunction
with
other
management
components that is conditional or conditional.
Also, inserting the recommendations in the
category
of
effective
management
arrangements should be consistent with other,
very strong relationship between them(8).
f.
Improving professionalization of
managers and organizations. Exercise
scientific management really is not possible
without professional managers, i.e. managers'
who know management and are able to exploit
this knowledge in practice. Professional
managers are those who:
Know the configuration management
processes and know their specific content of
each function - foresight, organization,
coordination, training, monitoring- evaluation;
Know how to base and take
management decisions, compliance with
quality requirements imposed on them - the
scientific, timeliness, comprehensibility, etc.;
Effectively turning the systems,
methods or management techniques depending
on circumstances;
Know how to set goals for others and to
assume achieve their goals and objectives led
area incumbent;
Determines the subordinate staff in
setting and achieving goals;
Motivate staff, based on recorded
performance at individual, group and
organization.
g.
Generate a pronounced economic
dimension to company management.
Insufficient economic substantiation of
decisions within the firm, low attention given
to economic issues relating to cost, price,
taxes, interest, etc.. generate an economic
dimension given to Romanian company
management. Considers it necessary for the
overall approach, but also in terms of
management efficiency parts of his that deliver
high levels of economic efficiency, amid
prioritize certain objectives and economic
performance indicators expressed by volume
(quantity) and efficiency (quality) .
h.
Increased national and international
visibility
of
Romanian
company

Analele Universitii Constantin Brncui din Trgu Jiu, Seria Economie, Nr. 4/2010

economic foarte ridicat, comparativ management in the context of increasing

cu firma
international transfer of managerial knowdimensiunea politic apreciabil ce how. Romanian firm small, medium or large,
marcheaz managementul acestei cannot operate outside connections with
categorii de organizaii (instituii national and international environment which
is influenced and should influence them.
publice)
inexistena unei piee specifice, a Permanent information exchange with similar
concurenei, situaie ce elimin foreign companies facilitate the transfer of
avantajul
competitiv
din managerial know-how and thus their economic
terminologia
i
practica and scientific competitiveness.
managementului strategic;
caracterul adesea empiric, amatorist 3. Comparative approach
al
managementului
unei
pri
Similarities:
apreciabile a instituiilor publice
Both models include few major
imposibilitatea
promovrii
i
modalities
of managerial redesign and,
utilizrii managementului pe baza
centrelor de profit la nivelul implicitly, of amplifying these enterprises
instituiilor publice i, n general, a efficiency and effectiveness:
promoting the strategic management
unui
numr
mai
ridicat
de
managerial reengineering
instrumente manageriale
managerial methodologization
impactul
diferit
asupra
improving the organizational culture
performanelor
organizaionale
(manageriale i economico-sociale)
professionalizing the managers and
management
Differentiations are given by:
4. Bibliografie
very high degree of managerial and
economic centralization in comparison with
1. Nicolescu, O., Verboncu, I., Profiroiu M. the enterprise
Starea de sntate a managementului din
considerable political dimension which
Romnia i ieirea din criz, Ed. 10, imprints the public institutions management
Bucureti, 2010
the non-existance of a specific market, of
2. Verboncu, I. Zalman, M. Management i competition, situation which eliminates the
performane, Ed. Universitar, Bucureti, competitive advantage from the terminology
2005
and practice of their strategic management
3. Verboncu, I. (coord) Strategieoften empiric / amateurish character of the
cultur-performane,
Ed.
Printech, management of a considerable part of
Bucureti, 2008
Romanian enterprises
4. Nicolescu, O. Verboncu, I. Metodologii
imposibility of promoting and using the
manageriale, Ed. Printech, Bucureti, 2008
profit center-based management at public
5. Mougin, Y La performance? Soyez, institution level and, in general, of a higher
tranquille, je la surveille de pres! AFNOR, number of managerial tools
Paris, 2007
different impact on the organizational
6. Collins, J. De la performance a performances (managerial and economiclexcellence, Edition Village Mondial, social).
Paris, 2006
7.
Hammer,
M.,
Champy,
C. 4. References
Reengineering
the
corporation, 1. Nicolescu, O., Verboncu, I., Profiroiu M.
Herper Collins, New York, 1993
Starea de sntate a managementului din
8. Hofstede,
G.
Managementul Romnia i ieirea din criz, Ed. 10, Bucureti,
structurilor multiculturale (Cultures and 2010
Organisations: Software of the Mind), Ed.
14

Analele Universitii Constantin Brncui din Trgu Jiu, Seria Economie, Nr. 4/2010

Economic, Bucureti, 1996

9. Verboncu, I. The Managerial Tools
Managerial Performances Economic
Performances, in Review of International
Comparative Management, Bucureti, nr. 8,
Vol. 1,3 / 2007
10. Verboncu, I. Ten Steps to Excellence in
the Industrial Entreprises Management, in
Proceedings of the Conference on
Manufacturing
Systems
ICMaS,
Roumanien Academy Publishing House,
Bucureti, 2007

2. Verboncu, I. Zalman, M. Management i

performane, Ed. Universitar, Bucureti, 2005
3. Verboncu, I. (coord)
Strategie-culturperformane, Ed. Printech, Bucureti, 2008
4. Nicolescu, O. Verboncu, I. Metodologii
manageriale, Ed. Printech, Bucureti, 2008
5. Mougin, Y La performance? Soyez,
tranquille, je la surveille de pres! AFNOR,
Paris, 2007
6. Collins, J. De la performance a
lexcellence, Edition Village Mondial, Paris,
2006
7. Hammer, M., Champy, C. Reengineering
the corporation, Herper Collins, New York,
1993
8. Hofstede, G. Managementul structurilor
multiculturale (Cultures and Organisations:
Software of the Mind), Ed. Economic,
Bucureti, 1996
9. Verboncu, I. The Managerial Tools
Managerial Performances Economic
Performances, in Review of International
Comparative Management, Bucureti, nr. 8,
Vol. 1,3 / 2007
10. Verboncu, I. Ten Steps to Excellence in
the Industrial Entreprises Management, in
Proceedings
of
the
Conference
on
Manufacturing Systems ICMaS, Roumanien
Academy Publishing House, Bucureti, 2007

15