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Lista Temelor de Studiu La Disciplina "Managementul Afacerilor"
Lista Temelor de Studiu La Disciplina "Managementul Afacerilor"
“MANAGEMENTUL AFACERILOR”
&RQFHSWXOGHPDQDJHPHQWGHULYGLQODWLQHVFXOPDQXVUHSUH]HQWkQGPDQH-
YUDUHD SLORWDUHD &HO FH WUHEXLH V RUJDQL]H]H úL V UHDOL]H]H DFHVWSLORWDWHVWH
PDQDJHUXO FHO FH SDUWLFLS QHPLMORFLW OD RUJDQL]DUHD úL HIHFWXDUHD DF LXQLL
manageriale.
În 8. YHUEXO ³WR PDQDJH´ LQVHDPQD D DGPLQLVWUD D FRQGXFH D UHXúL
cuvântul fiind derivat apoi in manager si management.
Principiile managementului stiintific au fost formulate de Frederick Taylor
la inceputul anilor 1900.:
V VH HODERUH]H R YDULDQW úWLLQ LILF GH UHDOL]DUH D RELHFWLYHORU
UHQXQ kQGX-se la modele empirice bazate pe experienta si rutina;
VVHDVLJXUHRVHOHF LHúWLLQ LILFDOXFUULORU
V VH FRRSHUH]H FX OXFUWRULL Dv OXFUULOH V ILH H[HFXWDWH FRQIRUP
SULQFLSLLORUúWLLQ LILFH
PXQFD úL UHVSRQVDELOLWDWHD V ILH UH]RQDELO vPSU LWH vQWUH PDQDJHUL úL
OXFUWRUL
,Q DFHHDVL SHULRDGD +HQU\ )D\RO D IRUPXODW IXQF LXQLOH úL SULQFLSLLOH
FRQGXFHULLRUJDQL]D LRQDOH
- planificarea,
- organizarea,
- comanda,
- coordonarea,
- controlul.
Afacerea
7HUPHQXOGHDIDFHUHDUHRXWLOL]DUHWRWPDLODUJvQvQWUHDJDOXPHÌQ8.
DFHVWWHUPHQVHPQLILFXQOXFUXFHWUHEXLHIFXWSHQWUXDFkúWLJDÄEDQL
ÌQ GHVIúXUDUHD XQHL DIDFHUL LQWU IDFWRULL FRQVXPDWRULL SURGXFWRULL
distribuitorii.
3HQWUXREXQGHVIúXUDUHDXQHLDIDFHULWUHEXLHVFSDUFXUVHHWDSHOH
-GHQWLILFDUHDSURGXVXOXLVDXVHUYLFLXOXLúLGHWHUPLQDUHDDFHORUHOHPHQWH
FHvOGLIHUHQ LD]GHFHOHODOWHSURGXVHGHSHSLD
- HIHFWXDUHDXQXLVWXGLXGHSLD
- QHJRFLHUHDGLQWUHFHOHGRXSU LFRQWractante;
- SXQHUHDvQSUDFWLFDDIDFHULL
$FWLYLWDWHD GH GHPDUDUH D XQHL DIDFHUL DUH OD ED] H[LVWHQ D D WUHL
elemente:
-H[LVWHQ DXQHLRSRUWXQLW L
-vQWUHSULQ]WRUXOVDXHFKLSDVD
-IUXFWLILFDUHDRSRUWXQLW LL
3ULQvQWUHSULQ]WRUVHvQ HOHJHSHUVRDQDFHRUJDQL]HD]GH LQHDVXPULVFXO
XQHLDIDFHUL8QXLvQWUHSULQ]WRUvLSRWILDWULEXLWHIXQF LLPDMRUH
-DILSXUWWRUGHULVF
- inovator
-FRQGXFWRUDOvQWUHSULQGHULL
2SRUWXQLW LOHSLH HLSRWILH[SULPDWHVXEIRUPDXQRUWLSXULGHLGHL
a) idei de tip A –FDUHDVLJXUFOLHQ LORUXQSURGXVFDUHQXH[LVWSHSLD D
UHVSHFWLYGDUH[LVWSHDOWHSLH H
b) idei de tip B – un produs, un nou proces tehnologic
c) idei de tip C –VHUHIHUODUHDOL]DUHDXQHLDFWLYLW LHFRQRPLFH
ÌQWUHSULQ]WRUXOSRDWHDYHDRS LXQLGHDERUGDUHDSLH HL
1) produs –VHUYLFLXQRXSLD PRQGLDOÌQWUHSULQGHUHDVHYDFRQIUXQWDFX
FHDPDLULVFDQWODQVDUHGHSURGXV
SLD DH[LVWHQWSURGXV – serviciu nou. Întreprinderea introduce un nou
produs.
SLD PRQGLDO SURGXV – sHUYLFLX H[LVWHQW ([LVW R JDP vQWUHDJ GH
vQWUHSULQGHULFHFRPHUFLDOL]HD]SURGXVHH[LVWHQWHGDUSLD DDIRVWvQFKLV
SLD H[LVWHQWSURGXVH[LVWHQW([LVWRSXWHUQLFFRQFXUHQ
/DQLYHOXOvQWUHSULQGHULORUPLFLúLPLMORFLLIDFWRULLFHLQIOXHQ HD]QHYRLDGH
previziune sunt:
1) JUDGXOGHFRQFXUHQ
2) H[SHULHQ DúLHGXFD LDvQWUHSULQ]WRUXOXL
3) HWDSHOHGHGH]YROWDUHvQFDUHVHDIORUJDQL]D LD
Etapele functiei de previziune:
1) GHWHUPLQDUHDGLUHF LHLHFRQRPLFHDHYROX LHLYLLWRDUH
2) stabilireaRELHFWLYHORURUJDQL]D LHL
3) SUH]HQWDUHDDQVDPEOXOXLGHLQWHQ LLúLDFLORUGHXUPDW
4) VWDELOLUHDUHVXUVHORUúLDPRGXOXLGHXWLOL]DUH
7(0$3UHYL]LXQHDúLSODQLILFDUHDDIDFHULORU
2ELHFWLYHOHSODQLILFULL
3URJUHVXOVRFLDOVHFRQVLGHUFSRDWHILGHILQLWSULQ
36 0[3['[&[DO LIDFWRUL
unde: PS-program social; P-SUHJWLUH SURIHVLRQDO '-GRWDUHD PDWHULDO
C-SURJUHVXOúWLLQ HL
(OHPHQWHOH GH ED] DOH SURFHVXOXL GH FRQGXFHUH VXQW GHILQLWH vQ FDGUXO
IXQF LLORURUJDQL]DWLHL
-VFRSXORUJDQL]D LHLGHDRE LQHSURILW
-VFRSXOPLVLXQLLFHSHUPLWHvQGHSOLQLUHDVFRSXOXLRUJDQL]D LHL
-RELHFWLYHOHVXQWILQDOLW LSHFDUHvQWUHDJDDF LXQHDRUJDQL]D LHLHRULHQWDW
-VWUDWHJLDGH LQHRELHFWLYHOHSULQFLSDOHDGDSWDUHDFXUVXOXLGHDF LXQH
- SROLWLFLOH UHSUH]LQW GHFODUD LLOH JHQHUDOH VDX vQ HOHJHULOH FH RULHQWHD]
JkQGLUHDúLDF LXQHDvQ luarea deciziilor.
- SURFHGHHOH UHSUH]LQW JHQXULOH GH DF LXQH FH GHOLPLWHD] PRGDOLWDWHD
H[DFWvQFDUHVHGHVIúRDURDFWLYLWDWH
-UHJXOLOHUHSUH]LQWHQXQ XOFHVWLSXOHD]RDF LXQHVSHFLILFúLGHILQLW
-EXJHWHOH GHFODUD LLGHUH]XOWDWH[SULPDWHvQWHUPHQLILFúL
Etapele procesului decizional:
SUHFL]DUHDúLGHILQLUHDRELHFWLYXOXL
2.adunarea, reglementarea datelor
3. RDQDOL]DLQIRUPD LLORU
4. construirea variantelor
5. adaptarea deciziei si comunicarea deciziei
6. aplicarea deciziei
7. controOXOúLXUPULUHDDSOLFULLGHFL]LHL
'HFL]LLOHSRWILOXDWHvQPDLPXOWHFRQGL LL
a. FRQGL LLGHFHUWLWXGLQH
b. FRQGL LLGHULVF
c. FRQGL LLGHLQFHUWLWXGLQH
$2UJDQL]D LLOHSRWDYHD
-RVWUXFWXUDIRUPDORILFLDO
-RVWUXFWXUDLQIRUPDOQHRILFLDOGHFRPXQLWDWH
Cele mai importante principii pe care trebuie sa le urmareasca o societate
sunt (principiile managementului modern):
a. SULQFLSLXOXQLW LLvQDWLQJHUHDRELHFWLYXOXL
b. principiul ariei de control
c. princLSLXOGHOHJULLDXWRULW LORU
d. SULQFLSLXOXQLW LLGHFRPDQG
e. SULQFLSLXOUHVSRQVDELOLW LL
%7LSXULGHVWUXFWXULGHRUJDQL]D LL
a. WUDGL LRQDO
b. UD LRQDO
c. FDULVPDWLF
Avantaje sistemului birocratic de organizare sunt:
1. DSOLFDUHDLPSDU LDODregulilor
2. un sistem de proceduri bine definit
3. sistem bine definit de autoritate
4. diviziunea muncii
Dezavantaje sistemului birocratic de organizare sunt:
1. reguli arbitrare
2. FRQIX]LLúLFRQIOLFWHGHPXQF
3. slaba adaptare la noua tehnologie
4. coPXQLFDUHDVODEvQWUHRDPHQL
5. VSD LLLQVXILFLHQWHQHFHVDUHFUHúWHULLGHSHUVRQDO
0DQDJHPHQWXOVFKLPEULL
/D ED]D SHUWXUED LLORU FH IDF QHFHVDUH VFKLPEULOH FRQGL LRQDWH VWDX
fenomene:
a. IHQRPHQHUHDOHH[LVWHQWHFHVROLFLWVILHDWHQXDWHVDXHOLPinate
b. IHQRPHQHVXELHFWLYHX]XUDVDXOLSVDH[SHULHQ HLvQRUJDQL]D LHGHFDODMH
în departamente etc...
Restructurarea afacerii cuprinde:
a. regruparea afacerii
b. HODERUDUHDGHVWUDWHJLLVHFWRULDOHúLWHULWRULDOH
5HDF LLOHQHJDWLYHFDUHDSDUODVFKLPEarea structuri organizationale sunt:
a. WHDPDGHDSLHUGHVDXGHDVFGHDYHQLWXULOH
b. WHDPDGHDQXGLVWUXJHUHOD LLOHSHUVRQDOHFUHDWH
c. QHFHVLWDWHDGHDvQY D
d. teama de necunoscut
&RQGL LL FDUH WUHEXLHVF OXDWH vQ FRQVLGHUDUH YLV-a-YLV GH FRQWULEX LD
partenerului în afacere:
- FRQGL LLOHvQFDUHXUPHD]VVHGHILQHDVFSUofitul
- FDUHHH[SHULHQ DSDUWHQHUXOXLGHDIDFHULvQIRUPXODUHDXQHLSURSXQHUL
&RUHOD LDGLQWUH0DQDJHPHQWúL0DUNHWLQg
3HQWUX D GHPDUD úL GHUXOD R DIDFHUH vQ OLWHUDWXUD GH VSHFLDOLWDWH VH
UHFRPDQGDRDQDOL]DPQXQ LWDFXSOXOXLWHKQRORJLH SLD 3HQWUXXQRPGH
DIDFHUL VWDUHD GH VSLULW FH FXSULQGH úL QR LXQHD GH PDUN 3UHVXSXQH UHDOL]DUHD
FkWRUYDQR LXQL
- FXWDUHDSHUPDQHQWDIDSWHORUFRPHUFLDOHHYLWkQGDVHPXO XPLFXRSLQLL
nejustificate.
- GHVFRSHULUHDFHORUPDLHILFLHQWHPLMORDFHGHDVHGLIHUHQ LDGHFRQFXUHQ
- HODERUDUHDXQHLRIHUWHFDUHVFRQVWUXLDVFPDLPXOWGHFkWXQVLPSOXGHYL]
- V UHDOL]H]H R FRPXQLFDUH DWHQW DVWIHO vQFkW FOLHQWXO V SHUFHDS WRDWH
avantajele.
8QRPGHDIDFHULWUHEXLHVDFRUGHRLPSRUWDQ GHRVHELWHYDOXULLFRUHFWH
DFDSDFLW LORUILUPHORUFXFDUHGRUHúWHVIDFDIDFHUL
'HDFHHDVHSRDWHVSXQHFDSOLFDUHDXQXLPDUNHWLQJDODIDcerii conduce la
formularea unor anumite reguli:
- DUHIX]DRDIDFHUHQXHRUXúLQH
- VHOHFWDUHDDIDFHULORUQXHGLILFLODWXQFLFkQGVHIDFHRWHPHLQLFDQDOL]D
UHXúLWHORUúLHúHFXULORU
- QXHVXILFLHQWVWULH]LWUHEXLHVúLDOHJL
- atunci când ai aOHVRDIDFHUHVLPSODDGDSWDUHDXQRUPVXULWHKQLFHQXH
VXILFLHQW
- PDUNHWLQJXODIDFHULORUvQVHDPQDSURSLHUHDGHFOLHQW
5ROXOúLIXQF LDPDUNHWLQJXOXLvQSUDFWLFDHFRQRPLFDDIDFHULORU
/XPHDFRQWHPSRUDQVHFRQIUXQWFXRVHULHGHSUREOHPHSULQWre care:
D JOREDOL]DUHD HFRQRPLF FDUH VHPQLILF UHGXFHUHD vQ XOWLPHOH GHFHQLL D
ODUMHORUJHRJUDILFHDGLIHUHQ HORUFXOWXUDOHúLHFRQRPLFHRGDWFXDSDUL LDPDULORU
tehnologii
b. decalajul veniturilor – pe parcursul ultimelor decenii a devenit tot mai
VUDF SXWHUHD GH FXPSUDUH D VXIHULW XQ GHFOLQ vQ VSHFLDO vQ FD]XO IRU HL GH
PXQFPDLSX LQFDOLILFDWH
F 0HGLXO vQFRQMXUWRU REOLJD LD ILUPHORU GH D-úL DVXPD WRW PDL PXOW
UVSXQGHUHDSHQWUXXUPULOHSURSULLORUDF LXQLDVXSUDPHGLXOXLvQFRQMXUWRU
d. ProEOHPH OHJDWH GH vPEWUkQLUHD SRSXOD LHL QXPUXO GH FVWRULL
PRGLILFULvQFDGUXOIDPLOLDU
&HUFHWDUHDúLDQDOL]DPHGLXOXLH[WHUQDOILUPHLYL]HD]DWkWPHGLXOH[WHUQ
JHQHUDO FkW úL PHGLXO H[WHUQ FRPSHWL LRQDO $WkW VWXGLHUHD PHGLXOXL LQWHUQ úL
extern se poate realiza cu ajutorul studiilor de marketing. Publicitatea e unul
dintre instrumentele importante folosite de firme pentru informarea
FXPSUWRUXOXL
'H DFHHD vPSOHWLUHD SXEOLFLW LL D UHFODPHL GH RULFH QDWXU úL VXE RULFH
IRUP FX FHOHODOWH DFWLYLW L DOH ILUPHL UHSUH]LQW SUHPLVH DOH VXFFHVXOXL vQ
afaceri.
,$QDOL]DWUDQ]DF LRQDO
$IRVWSXVODSXQFWvQDQLL
,Q68$GHFWUHXQJUXSGHSVLKRORJLúL
WHUDSHX L UHXQL L FD R WHRULH FRPSOHW DVXSUD SHUVRQDOLW LL LQGLYLGXDOH
'HPHUVXO DQDOL]HL WUDQ]DF LRQDOH FRQVW vQ DQDOL]D FRPSRUWDPHQWHORU
DWLWXGLQLORU UHDF LL SVLKLFH úL HPR LRQDOH SULQ LQWHUPHGLXO ÄJULOHORU DQDOLWLFH
$FHVWFRQFHSWSHUPLWHRPXOXLGHDIDFHULVGHVSULQGUDSLGFRQcluzii folositoare
OD DOHJHUHD FRPSRUWDPHQWXOXLÃ vQ GLIHULWH VLWXD LL úL V DQDOL]H]H UH]XOWDWHOH
RE LQXWH
%2ELHFWLYHOHDQDOL]HLWUDQ]DF LRQDOH
,GHQWLILFDUHDúLPRGHODUHDSURSULLORUVWULGHVSLULWRFD]LRQDWHGHDIDFHUL
2. Crearea unui mijloc eficiHQWGHDF LXQHvQFDGUXOUHOD LLORUvQDIDFHUL
3. Starea de spirit —HVWHFRQFHSWXOFHOPDLFXQRVFXWúLLPSRUWDQWFXFDUH
RSHUHD] DQDOL]D WUDQ]DF LRQDO $FHVW FRQFHSW VH UHIHU vQ HVHQ OD GLYL]DUHD
SHUVRQDOLW LLXQXLLQGLYLGvQWUHLSU LGLVWLQFWHstarei de spirit):
a) starea parinte
b) starea adult
c) starea copil
D6WDUHDGHVSLULWSULQWHLPSOLFD3
-JkQGLUHDHPR LLOHúLFRPSRUWDPHQWXOSHFDUHILHFDUHLQGLYLGOH-a avut în
YLD GLQ VXUVH H[WHUQH SURSULHL SHUVRQDOLW L vQ SULQFLSDO GH OD SULQ L
2ULJLQHD GDW GH PRGDOLW LOH GH vQ FDUH XQ LQGLYLG D vQUHJLVWUDW VLVWHPH GH
JkQGLUHHPR LLOHúLFRPSRUWDPHQWXOVH]L]DWODSHUVRDQDLPSRUWDQWHFXQRVFXWHvQ
FRSLOULHúLDGROHVFHQ
b) Starea de spirit adult (A)
-VWDUHDQXDUHQLFLROHJWXUFXYkUVWDLQGLYLGXOXLFLVHUHIHUODPRGXOVX
GH D JkQGL $FHDVW VWDUH H RULHQWDW vQ SULPXO UkQG DVXSUD UHDOLW LL RELHFWLYH
vQUHJLVWUDWúLXWLOL]DWVDXSDUYHQLWDWkWGLQPHGLXODPELDQWFkWúLVWULLGHVSLULW
SULQ LúLVDXFRSLO3HUVRQDOLWDWHDDFHVWHLVWULGHVSLULWDSDUHGHODFFDDQLVH
YDGH]YROWDUHVWXOYLH LLGDFPHGLXODPELDQWv-ODMXWv-OVWLPXOHD]
c) Starea de spirit copil (C)
- FXSULQGH QHYRLOH VHQ]D LLOH HPR LLOH FH DSDU QDWXUDO OD R SHUVRDQ 6H
UHIHUODVLP XULúLFRQVWLWXLHvQJHQHUDOH[SHULHQ HWULWHSULQFDUHDUHDF LRQDW
SHUVRDQDUHVSHFWLY3ULPDVWDUHGHVSLULWFHVHPDQLIHVWODQLYHOXOXQXLLQGLYLG
GRYHGHúWHWRDWHQHYRLOHGRULQ HOHFHOHPDQLIHVWRSHUVRDQ([SOLFDQXPLWH
FRPSRUWDPHQWHLQGLFD LDGHDDF LRQDFRQIRUPGRULQ HORUúLSOFHULORUSHUVRQDOH
VDXWHQGLQ DGHDHYLWDOXFUXULOHúLIDSWHOHFDUHvQDQXPLWHFLUFXPVWDQ HDXDYXW
QHSOFHULVDXDXVXIHULW
7RDWH FHOH WUHL VLVWHPH GH VWXGLX FRQVWLWXLH R JULO GH DQDOL] FH SRDWH IL
H[SOLFDWQXQXPDLGLQSXnct de vedere al unei persoane, grup sau colectivitate.
EX. 3HQWUXRILUPDFHVWHVWULGHVSLULWLQFOXGHXUPWRDUHOH
P -UHJOHPHQWULLQWHULRDUHUHJXODPHQWHúWDIHWHGHIDEULFD LH
A -PHWRGHúLPLMORDFHXWLOL]DWRDUH
C -PRWLYD LDFOLPDWXODPELDQ D
,,7UDQ]DF LLFRPXQLFDWLYH
7UDQ]DF LLFRPXQLFDWLYHVXQWRIRUPGHVROX LLVRFLDOHvQWUHGRXVDXPDL
PXOWHSHUVRDQHúLVHSRDWHHIHFWXDvQVFULVSULQJHVWXULSULYLULYRUELULRELHFWH
etc.
$QDOL]DWUDQ]DF LRQDOSHUPLWHDQDOL]DGDWHORUúLRULHQWDUHD lor astfel încât
V IDFLOLWH]H R PDL EXQ vQ HOHJHUH D IHQRPHQHORU DSUXWH SH SDUFXUVXO
FRPXQLFULL
ÌQRULFHIRUPHVXQWWUDQVPLVHPHFDQLFGRXWLSXULGHLQIRUPD LL
1. ,QIRUPD LDUHIHULWRDUHODFRQ LQXWXOPHVDMXOXLGHVSUHFHHYRUED
2. ,QIRUPD LL SULYLQG UHOD LLOH H[LVWHQWH vQWUH SHUVRDQH FLQH FXL úL FXP
YRUEHúWH
7UDQ]DF LLFRPXQLFDWLYHVHFODVLILFDVWIHO
1. 7UDQ]DF LLVLPSOH
• Paralele –vQFDGUXOvQFDUHVWULGHVSLULWVROLFLWDOWHUQDWLYVUVSXQG
VWULLDIODWHODLPDJLQHDWHRULLORU
• ÎnFUXFLúDWH – FkQG XQ LQGLYLG FUXLD L V-D VROLFLWDW R DQXPLW VWDUH GH
VSLULW QX UVSXQGH vQ IXQF LH GH HD FL IXUQL]HD] LQWHUORFXWRUXOXL XQ UVSXQV
QHDúWHSWDW
2. 7UDQ]DF LLDVFXQVHGXEOH–VHGHVIúRDUvQJHQHUDOODGRXQLYHOHQLYHO
aparent – social, H[SOLFLWYHUEDOúLXQXODVFXQVSVLKRORJLFQRQYHUEDO
3. 7UDQ]DF LL WDQJHQ LDOH – DX ORF FkQG XQXO GLQWUH LQWHUORFXWRUL LJQRU FH
VSXQHFHOODOWúLREVHUYIUD-úLGDVHDPDVFKLPEULOHVXELHFWXOXLFRQYHUVD LHL
3HQWUX SUHJWLUHD RDPHQLORU GH DIDFHUL VH XWLOL]HD] PLMORDFHÃ WHKQLFL úL
UHJXOLGHVWUDWHJLLPLOLWDUH7RDWHDFHVWHDDSDU LQSULRULWDUSUHJWLULLúLIRUPULL
WHRUHWLFHvQVDO
3UHJWLUHD³2XW'RRU´DRDPHQLORUGHDIDFHULDFSWDWRH[WLQGHUH tot mai
PDUH 3ULQ DFHDVW IRUPDUH VH XUPUHúWH SULRULWDU FUHDUHD úL GH]YROWDUH
FDSDFLW LORULQGLYLGXDOHGHDUHDF LRQDVSRQWDQvQRULFHWUDQ]DF LH
Crearea sistemului de formare “Out Door” a avut loc în Anglia în anul
1941.
Postulatul fondator al acestui tip de gândire este:
³PDUHOHRPDIRVWFDúLWLQHXQPLFRPGDUDUHXúLWV-úLGH]YROWHRFRQGL LH
SULPRUGLDODvQY DWVGLVWUXJXQGHúLFDUHHUDXSXQFWHOHVODEHDOHJkQGLULLúL
DF LXQLLVDOH´
Motto-XO HVWH ³FDOLW LOH DWLWXGLQLOH úL FRPSRUWDPentele unui lider,
manifestate într-RVLWXD LHFRPSOH[úLGHLQFHUWLWXGLQHSRWILFXQRVFXWHDILUPkQG
F LQGLYLGXO UHVSHFWLY WUHEXLH V-úL GRYHGHDVF FDSDFLWDWHD GH D-úL H[SORDWD
SURSULXO SRWHQ LDO úL GH D QX VH VXSUDHVWLPD GH D úWL FXP V-úL GHSúHDVF
teQWD LLOH FX FDUH VH FRQIUXQW V ILH FDSDELO V VH ED]H]H SH VXV LQHUHD úL
VWLPXOHQWHOHRIHULWHGHJUXSXOGHFDUHDSDU LQHvQYLQJkQGX-úLWHDPDJHQHUDWGH
VFKLPEULúLLPSDFWXOODQRXÄ
$FHDVWIRUPDUHVHED]HD]DGHVHDSHH[HPSOHVLPXOULVWXGLHULMRFuri de
UROXULHWF6HFRQVLGHUDFDDQDOL]DUHD³vQVDO´ÃvQELURXDFD]XULORUXQXLHúHF
YDOVDPDLSX LQHXUPHvQFRQúWLLQ DRPXOXLGHDIDFHULúLvQFDSDFLWDWHDVDGHD-
úLGH]YROWDPHPRULDFRPSDUDWLYFXVLWXD LDvQFDUHUHVSHFWLYXOHúHFLDSURGXVúL
traume psihice.
,QHVHQ SUREOHPHOHSVLKR-SHGDJRJLFHDIRUPULL³2XW'RRU´FRQVWvQD
úWL SH FH HOHPHQWH VH IXQGDPHQWHD] DFHVWD úL SH FH DQXPH H[SOLF DSDUL LD úL
succesul ei.
'LQSXQFWGHYHGHUHDOFXQRDúWHULVHGLVWLQJWUHLFDWHJRULL
1. Seniori manageri — persoane aflate într-R SHUPDQHQ FHUFHWDUH D
FDSDFLW LORUúLGLVSRQLELOLW LORUSHUVRQDOH
2. Managerii - RDPHQLORU GH DIDFHUL FH GRUHVF DFHDVW IRUPDUH DWkW
LQGLYLGXDOFkWúLvQFDGUXOHFKLSHLDFHVWHSHUVRDQHVXQWFHOHFDUHDXDFFHSWDW
valorile acestei tehnici de formare.
3. Oamenii de afaceri — úHIL GH PLFL ILUPH úHIL DL FRPSDUWLPHQWHORU GH
UHVXUVHXPDQHFHXUPUHVFH[FOXVLYvQFXúLSHQWUXHFKLS
([SHULHQ DIUDQFH]
)RUPDUHD IUDQFH] vQ DFHVW VLVWHP D GHEXWDW OD vQFHSXWXO DQLORU ³ úL VH
DGUHVHD] QX QXPDL RDPHQLORU GH DIDFHUL FkW úL VWXGHQ LORU SULQ LQWHUPHGLXO
cursurilor de pregatire intitulate “Stagiile aventurii”, “Management extern”etc.
3URJUDPXOH[SHULHQ HLIUDQFH]HYL]HD]SURJUHVXOLQGLYLGXOXLFDSHUVRDQ
VWLPXODUHDXQHLHFKLSHúLOLGHULLRUJDQL]D LLORU
3HQWUXIRUPDUHDIUDQFH]WUHEXLHVVHLQWHJUH]HvQpatru clase:
1. /XSWDHSHQWUXOXPHDILUPHLRUJDQL]D LDHFRPSOH[úLGHVHRULLQFHUW
2. (FKLSD H SHQWUX F RPXO QX FkúWLJ QLFLRGDW VLQJXU FL QXPDL SULQ
intermediul echipei.
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organizare:
Concepte privind personalul angajat
Titular disciplina
Lector univ. drd. Braicu Cezar