wt) MINSTERUL CIRCETARL,NOVARE §DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI STINTIFICE, DEZVOLTARIL TEHNOLOGICE $1 INOVARIL HOTARARE Nr. 4 din data de 28.01.2021 Consiliul National de Eticd a Cercetarii Stiintifice, Dezvoltarii Tehnologice si Inovarii (CNECSDTI); Avand in vedere prevederile prevederile art. 4? alin. (2) si (7), art. 7 lit. f) si f), art. 11 alin. (5) si art. 14 din Legea nr. 206/2004 privind buna conduit in cercetarea stiintificd, dezvoltarea tehnologica si inovare; in temeiul prevederilor art. 4 lit. (d) si (e) si art. 25-27 din Regulamentul de organizare si functionare a Consiliului National de Etici a Cercetirii Stiintifice, Dezvoltirii Tehnologice si Inovarii, aprobat prin Ordinul MEC nr. 5885/2020; Luand in considerare Raportul Final nr. 4/15.01.2021; HOTARASTE Articol unic: Se aprobd Raportul Final nr. 4 din data de 15.01.2021 privind solutionarea Sesizdrilor inregistrate la CNECSDTI cu nr. 80/20.09.2017 $i 183/7.11.2016, cu Adresa de revenire nr. 738/3.09.2020, de la Revista 22 vs. prof. univ. dr. Ramona Lile - rector al Universitatii ,,Aurel Viaicu” din Arad, conform Anexei 1 parte integranté din prezenta hotdrdre. Cu respectarea prevederilor art. 4 lit. (d) si (e) si art. 27 alin. (2) din Regulament, prezenta hotdrare se transmite in vederea avizarii de catre Compartimentul juridic din cadrul MCID, in conformitate cu prevederile art.323 alin.(3) din Legea nr.1/2011, si ulterior se transmite petentului si Universitatii ,,Aurel Vlaicu” din Arad. De asemenea, prezenta hotdrére se publicd ulterior pe site-ul web htt cnecsdti.research.gov Presedinte CNECSDTI, io a": i Dacian Dragoswt) MINSTERUL CIRCETARL,NOVARE §DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI STINTIFICE, DEZVOLTARIL TEHNOLOGICE $1 INOVARIL Raport final nr. 4/15.01.2021 privind solutionarea Sesizarilor inregistrate la CNECSDTI cu nr. 80/20.09.2017 si 183/7.11.2016, cu Adresa de revenire nr. 738/3.09.2020 de la Revista 22 vs. prof. univ. dr. Ramona Lile - rector al Universitatii ,,Aurel Vlaicu” din Arad (UAV) 1. Sinteza continutului sesizarilor Consiliul National de Eticd a Cercetérii Stiintifice, Dezvoltarii Tehnologice si Inovarii (CNECSDTI) a primit Sesizarea nr. 80/20.09.2017 referitoare la presupuse abateri de la normele de bund conduita in activitatea de cercetare stiintifica (plagiat) prezentate intr-un numar de 12 lucrari, volume si articole avand ca autor/coautor pe d-na prof.univ.dr. Ramona Lile, rector al Universitatii , Aurel Viaicu” din Arad. Sesizarea nr. 80/20.09.2017 este formulata si semnata in calitate de petent de catre Revista 22, editatd de Grupul pentru Dialog Social din Bucuresti, reprezentatd prin redactor sef Andreea Pora. Petentul solicit’ informatii despre stadiul Sesizarii nr. 183/7.11.2016 de la CNECSDTI cu privire la cazul de plagiat multiplu al prof. univ. dr. Ramona Lile , rector al Universitatii ,,Aurel Viaicu” din Arad. in Sesizarea nr. 80/20.09.2017 petentul afirma ca in urma anchetelor realizate si publicate de Revista 22, s-a constatat ci Rectorul Universitatii ,Aurel Viaicu” din Arad - d-na prof. univ. dr. Ramona Lile a plagiat in cel putin 12 lucrari, volume si articole copiate ,,ad litteram”. in textul petitiei se face trimitere (pag. 1) la un numar de 12 lucrari, volume gi articole copiate ,,ad litteram”. Se constat c3 opisul lucrarilor de la pag. 2 si 3 reda ins un numar de 11, din care 4 sunt volume si 7 sunt articole (conform tab. 1). In urma verificarii s-a constatat c& tot 11 materiale sunt scanate in format pdf. incarcate pe platforma Forum CNECSDTI. in Sesizarea nr. 80/20.09.2017 se precizeaza cd Rectorul Universitatii ,Aurel Viaicu” din Arad - prof. univ. dr. Ramona Lile a fost sanctionata de c&tre CNECSDTI in anul 2012 cu avertisment scris si retragerea unor lucrari, conform Hotdrarii CNE nr. 946/05.09.2012 si Raportului final 945 din 05.09.2012 _publicate pe site CNECSDTI la adresa http-//cnecsdti.research.gov.ro/hotarari/. in Sesizarea nr. 80/20.09.2017, la pag. 3, petentul precizeaza cA, initial, dosarul a fost depus la CNADTCU (dosar nr. 16.086/2.06.2016), care a comunicat cA acest caz este de competenta CNECSDTI. Prin Adresa n. 738/3.09.2020, petenta Revista 22 a revenit asupra SesizSrii nr. 80/20.09.2017 de la Revista 22 vs. prof. univ. dr. Ramona Lile - rector al Universitatii ,,Aurel 2wt) MINSTERUL CARCETARIJNOWARE $ DIGITALIZA CONSILIUL NATIONAL DE ETICA A CERCETARI STHNTIFICE, DEZVOLTARIL TEHNOLOGICE SI INOVARIL Viaicu” din Arad, mentionand faptul c& la nivelul comisiei de etic’ a UAV sesizarile depuse de petent’ au fost respinse, aceasteia nepermitandu-i-se accesul la hotirarile si rapoartele comisiei de eticd a UAV. in temeiul prevederilor art. 4 din din Anexa 1 din Ordinul MEC nr. 5585/18.09.2020 privind aprobarea Regulamentului de organizare si functionare al Consiliului National de Etic’ a Cercetarii Stiintifice, Dezvoltarii Tehnologice si Inovarii, precum si a componentei nominale a acestuia, CNECSDTI constata ca obiectul sesizarii, - existenta unei suspiciuni de plagiat constituie una din atributiile sale legale si are competenta material de solutionare a Sesizarilor inregistrate la CNECSDTI cu nr. 80/20.09.2017 si 183/7.11.2016 de la Revista 22 vs. prof. univ. dr. Ramona Lile - rector al Universitatii ,,Aurel Viaicu” din Arad. 2. Analiza informatiilor, documentelor 2.1. Temei legal jn temeiul prevederilor art. 7 din Legea nr. 206/2004, a art. 4 din Regulamentul de organizare si functionare al CNECSDTI, aprobat prin Ordinul MEC nr. 5585/2020, si a Deciziei Presedintelui CNECSDTI nr. 1/18.10.2020 de repartizare a sesizarilor, si a Ghidului de integritate in cercetarea stiintificd. aprobat de CNECSDTI in data de 12.11.2020, expertii CNECSDT! au procedat la analiza documentelor primite in cadrul sesizarii robelor materiale din continutul sesizdrilor 2.2. Documente analizate jn temeiul prevederilor art. 7 din Legea nr. 206/2004 si a art. 4 din Regulamentul de organizare si functionare al CNECSDTI aprobat prin Ordinul MEC nr. 5585/2020, expertii CNECSDTI au procedat la analiza urmatoarelor documente: - Sesizarea nr. 183/7.11.2016 de la Revista 22 vs. prof. univ. dr. Ramona Lile - rector al Universitatii ,, Aurel Viaicu” din Arad, cu urmatoarele anexe: Ramona Lile, Curriculum vitae Europass 2015 (7 pag.); - Ramona Lile, Activitate stiintifica - Lucrari reprezentative (22 pag.); - Raport final CNECSDTI nr. 945/05.09.2012 privind solutionarea sesizarilor 574/21.05.2012 si 770/06.06.2012 (4 pag.); - Hotrarea Senatului nr. 175/25 iulie 2016 privind Raportul Comisiei de Etica nr. 25/22 iulie 2016 si 26/22 iulie 2016; - Hotrarea Senatului nr. 174/25 iule 2016 privind modificarea componentei Comisiei de Etica ; Revista 22 nr. 68/19 aprilie 2016: Andreea Pora, Silvia Simion, Dora Vulcan, Rectorul Ramona Lile, doctor in plagiat (editia print); 3MINSTERLLCERCETARINOVARE $i DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI §THNTIFICE, DEZVOLTARIL TEHNOLOGICE SI INOVARIL Revista 22 nr. 72/17 mai 2016: Andreea Pora, Dora Vulcan, Ramona Lile si managementul plagiatului (editia on-line); Revista 22 nr. 39/27 septembrie 2016 (editia print); Volume suspecte de plagiat: Gheorghe Gh. lonescu, Ramona Lile, Management general, Editura Universit&tii ,Aurel Viaicu" Arad, 2009, 237 pag. ISBN: 978-973-752-358- 7, copy from Gheorghe Gh. lonescu, Emil Cazacu, Adina Letitia Negrusa, Management organizational, Tribuna economic’, Bucuresti, 2001, 586 pag., ISBN: 973-8257-42-5; Ramona Lile, Managementul calitaii si standardizare, Editura Mirton, Timisoara, 2008, 299 pag., ISBN :978-973-52-0490-7 autocopy; Ramona Lile, Calitatea si managementul calitétii, Editura Mirton, Timisoara, 2010, 329 pag. ISBN: 978-973-52-0940-7 autocopy; Ramona Lile, Adrian Lile, Managementul calitéti, Editura Mirton, Timisoara, 2011, 329 pag. ISBN:978-973-52-1 181-3 autocopy; Articole suspecte de plagiat: Ramona ile, Leonard Balan, Managementul productiei, Editura Universitatii Aurel Vlaicu", 2008, pp.75-77, copy from Emil Cazan, Gh.Gh.lonescu, Valentin Munteanu, Adina Letitia Negrusa, Managementul productiei, vol.1, 2002, pp. 279-281; Radu Cureteanu, Florin Isac, Ramona Lile, Tendintele inovérii privind tehnologiile informatiei si comunicérii, Analele Universitatii ,Constantin Brancusi" Tg.Jiu, Seria Economie, nr.4/2010 pp. 255-260, copy from Global SWOT Analysis, a report produced for TOUREG Project by the Department of tourism Management of the Alexander Technological Educational Institute of Thessaloniki Greece and the Technical University of Crete, Greece, Oct. 2009, pp.46-59 Leonard Sergiu Balan, Ramona Lile, Organizational Cultures, in Management agricol, Seria |, voi. XV(2), Banat University of Agricultural and Veterinary Medicine Timisoara, Editura Agroprint, 2013, pp.257-263, copy from Diana C.Pheysey, Organizational Cultures, Routledge, London and New York, 1993, pp.1-64 ; Ramona Lile, Leonard Balan Sergiu, Total Quality Management and the Development of Competing Values Framework in Management agricol, Seria |, voi. XV 1(2), Banat University of Agricultural and Veterinary 4MINSTERLLCERCETARINOVARE $i DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI §THNTIFICE, DEZVOLTARIL TEHNOLOGICE SI INOVARIL Medicine Timisoara, Editura Agroprint, 2014, pp.229-231, copy from Kim S. Cameron, Robert E.Quin, Diagnosing and Changing Organizational Culture, Revised edition, B.Jossey-Bass, a Wiley Imprint, 2006, pp.31-51; Leonard Sergiu Balan, Ramona Lile, The Relation Between Business Case and Knowledge Management, Management agricol, vol. XVI (2), Banat University of Agricultural and Veterinary Medicine Timisoara, Editura Agroprint, 2014, pp.232-235, copy from Dale Neef, Managing Corporate Reputation and Risk. A Strategic Approach using Knowledge Management, Elsevier, 2003, pp.16-135; Ramona Lile, Adrian Lile, Managing the Innovation, In: Theoretical Developments in Contemporary Economics, Timisoara, Editura Mirton, 2008, p. 66-76, copy from John Bessant, High-Involvement Innovation, Building and Sustaining Competitive Advantage through Continuous Change, Chichester, England, Willey, 2003; Ramona Lile, Adrian Lile, Organization for Quality. In: Theoretical Developments in Contemporary Economics, Timisoara, Mirton, 2008. p.201-208, copy from John S. Oakland, Total Quality Management-text with cases, Oxford: Butterworth- Heinemann-£lsevier, Linacre House, 2003. - Sesizarea nr. 80/20.09.2017 de la Revista 22 vs. prof. univ. dr. Ramona Lile - rector al Universit&tii ,,Aurel Viaicu” din Arad, cu urmatoarele anexe: - Volume suspecte de plagiat: Gheorghe Gh. lonescu, Ramona Lile, Management general, Editura Universitatii ,Aurel Vlaicu" Arad, 2009, 237 pag. ISBN: 978-973-752-358- 7, copy from Gheorghe Gh, lonescu, Emil Cazacu, Adina Letitia Negrusa, Management organizational, Tribuna economic’, Bucuresti, 2001, 586 pag., ISBN: 973-8257-42-5; Ramona Lile, Managementul calitatii si standardizare, Editura Mirton, Timisoara, 2008, 299 pag., ISBN :978-973-52-0490-7 autocopy; Ramona Lile, Calitatea si managementul calitdtii, Editura Mirton, Timisoara, 2010, 329 pag. ISBN: 978-973-52-0940-7 autocopy; Ramona Lile, Adrian Lile, Managementul calitdtii, Editura Mirton, Timisoara, 2011, 329 pag. ISBN:978-973-52-| 181-3 autocopy; Articole suspecte de plagiat:MINSTERLLCERCETARINOVARE $i DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI §THNTIFICE, DEZVOLTARIL TEHNOLOGICE SI INOVARIL Ramona Lile, Leonard Balan, Managementul productiei, Editura Universitatii Aurel Vlaicu", 2008, pp.75-77, copy from Emil Cazan, Gh.Gh.lonescu, Valentin Munteanu, Adina Letitia Negrusa, Managementul productiei, vol.1, 2002, pp. 279-281; Radu Cureteanu, Florin Isac, Ramona Lile, Tendintele inovérit privind tehnologiile informatiei si comunicérii, Analele Universitatii_,Constantin Brancusi" Tg.Jiu, Seria Economie, nr.4/2010 pp. 255-260, copy from Global SWOT Analysis, a report produced for TOUREG Project by the Department of tourism Management of the Alexander Technological Educational institute of Thessaloniki Greece and the Technical University of Crete, Greece, Oct. 2009, pp.46-59 Leonard Sergiu Balan, Ramona Lile, Organizational Cultures, in Management agricol, Seria |, voi. XV(2), Banat University of Agricultural and Veterinary Medicine Timisoara, Editura Agroprint, 2013, pp.257-263, copy from Diana C.Pheysey, Organizational Cultures, Routledge, London and New York, 1993, pp.1-64 ; Ramona Lile, Leonard Balan Sergiu, Total Quality Management and the Development of Competing Values Framework in Management agricol, Seria |, voi. XV 1(2), Banat University of Agricultural and Veterinary Medicine Timisoara, Editura Agroprint, 2014, pp.229-231, copy from Kim S. Cameron, Robert E.Quin, Diagnosing and Changing Organizational Culture, Revised edition, B.Jossey-Bass, a Wiley Imprint, 2006, pp.31-51; Leonard Sergiu Balan, Ramona Lile, The Relation Between Business Case and Knowledge Management, Management agricol, vol. XVI (2), Banat University of Agricultural and Veterinary Medicine Timisoara, Editura Agroprint, 2014, pp.232-235, copy from Dale Neef, Managing Corporate Reputation and Risk. A Strategic Approach using Knowledge Management, Elsevier, 2003, pp.16-135; Ramona Lile, Adrian Lile, Managing the Innovation, In: Theoretical Developments in Contemporary Economics, Timisoara, Editura Mirton, 2008, p. 66-76, copy from John Bessant, High-Involvement Innovation, Building and Sustaining Competitive Advantage through Continuous Change, Chichester, England, Willey, 2003; Ramona Lile, Adrian Lile, Organization for Quality. \n: Theoretical Developments in Contemporary Economics, Timisoara, Mirton, 2008. 6wt) MINSTERUL CERCETARILINOVARE $i DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARII STINTIFICE, DEZVOLTARI TEHNOLOGICE SI INOVARII p.201-208, copy from John S. Oakland, Total Quality Management-text with cases, Oxford: Butterworth- Heinemann-Elsevier, Linacre House, 2003. - Adresa CNECSDTI nr. 80/20.09.2017 catre petent Revista 22, prin care se confirma primirea Sesizarii nr. 80/20.09.2017; - Adresa CNECSDTI nr. 332/2.08.2018 cétre prof. univ. dr. ec. Ramona Lile — Rector Universitatea ,,Aurel Viaicu” Arad, prof. univ. dr. Florentina-Daniela Munteanu - Presedinte al Comisiei de Etic’ -Universitatea ,Aurel Vlaicu” Arad, prof. univ. dr. ing. loan Radu - Presedinte Senat Universitatea ,Aurel Viaicu” Arad cu privire la Sesizarile inregistrate CNECSDTI cu nr. 80/20.09.2017 si nr. 183/07.11.2016, prin care s-a solicitat: - numirea unei comisii de analiza care s& poata efectua verificarea existentei presupuselor abateri de plagiat asupra articolelor din tabelul 1 anexat (A5-A10), in conditii de impartialitate; - transmiterea Raportul Comisiei de eticd nr. 25/22/07.2016 si Raportul Comisiei de etic nr. 26/22.07.2016; - un punct de vedere al doamnei prof. univ. dr. ec. Ramona Lile cu privire la materialele vizate in sesizare, inclusiv cu privire la cele patru volume al cdror format electronic nu este disponibil inc’ membrilor CNECSDTI. - Adresa Universit8tii ,Aurel Viaicu” Arad nr. 434/14.12.2018 c&tre CNECSDTI prin care a trimis atasat urmatoarele documente: - Raportul Comisiei de Eticd nr. 25/22.07.2016; - Hotdrarea Comisiei de Etic’ nr. 26/22.07.2016; - Hotararea Senatului UAV nr. 175/25.07.2016; - Raportul Comisiei de Eticd a UAV nr. 45/03.12.2018; - Hotdrarea Comisiei de Eticd a UAV nr. 46/03.12.2018; - Hotdrarea Senatului UAV nr. 67/05.12.2018; - Punctul de vedere al doamnei prof.univ.dr.ec. Ramona Lile cu privire la materialele vizate in sesizare. Raportul Comisiei de Eticd nr. 25/22.07.2016, aprobat prin Hotararea Comisiei de Etica nr. 26/22.07.2016 a Universitatii ,Aurel Viaicu” Arad, cu privire la sesizarile de plagiat din articolele publicate in "Revista 22" si din Adresa inregistrata la UAV cu nr. 1714/01.06.2016. 2.3. Analiza efectuata {in baza dispozitiilor art. 4 ? alin. 5 din Legea nr. 206/2004, chiar daca nu exist o Contestatie la Raportul Comisiei de Eticd nr. 45/03.12.2018, aprobat prin Hotararea Comisiei de Eticd nr. 46/03.12.2018 a Universitatii ,,Aurel Vlaicu” Arad sila Raportului Comisiei de Etica nr. 25/22.07.2016, aprobat prin Hotararea Comisiei de Eticd nr. 26/22.07.2016 a Universitatii Aurel Vlaicu” Arad, prin autosesizare, CNECSDTI retine spre solutionare aspectele invocate jin Sesizarile inregistrate la CNECSDTI cu nr. 80/20.09.2017 si 183/7.11.2016, cu Adresa de revenire nr. 738/3.09.2020, de la Revista 22 vs. prof. univ. dr. Ramona Lile - rector alUniversitat 0 MINSTERLLCERCETARINOVARE $i DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI STUNTIFICE, DEZVOLTARIL TEHNOLOGICE SI INOVARIL »Purel Viaicu” din Arad, care au facut obiectul celor 2 rapoarte ale Comisiei de Eticd a Universitatii ,Aurel VI u” Arad. Constatarile expertilor CNECSDTI au fost urmatoarele: Constatari ale analizei comparative referitoare la articolele sau volumele suspecte de plagiat (ASP), conform petentului, evaluate de CNE in raport cu posibilele texte surs de plagiat (Ao) “a | Articol sau | Articol sau volum suspect de plagiat (ASP) si rezultate ale analizei lista volum comparative ASSP -AO ‘siti | original (AO) potent 5 AOS: Emil | ASPS: Ramona Lile, Leonard Balan, Managementul productiei, Editura Cazan, Gh. | Universitatii Aurel Viaicu, 2008, pp. 75-77 ae Descriere.Textul suspect de plagiat ASPS cuprinde doua pagini si trei Munteana, | Sferturi, de aproximativ 137 randuri si 857 cuvinte (conversie din ‘Adina Letitia | document imagine in document word). Mozaicarea nu se face, de Negrusa, reguld, prin inlocuirea ci prin stergerea unor cuvinte. Textul de la pagina Management | 75 din ASP contine formularea ,,Dimensionarea consta in determinarea ul productiei, | celor mai importanti parametrii de functionare:”. in textul original mai Baer erau doua cuvinte (,si anume”) la sfarsitul formularii. in articolul Lile si Balan aceste doua cuvinte au disparut. Smilar, in original formulele aveau o numerotare, dar in ASP aceasta nu mai apare. Concluzie: ASPS contine cel putin un plagiat de bloc de texte de tip mozaic, cu foarte putine stergeri sau inlocuiri de cuvinte . Comentariu: Raportul Comisiei de Etica a Universitatii Aurel Viaicu cu nr. 45 din 03.12.2018 apreciaza c& cele aproximativ trei pagini posibil- plagiate din totalul de peste 500 de pagini cate are lucrare reprezint& un procent foarte mic si, in consecint& lucrarea ASPS nu poate fi considerat un plagiat. Prezentul raport evalueazd textele suspecte de plagiat nu prin raportare la o singura carte, ci prin raportare la cele sapte texte analizate de articol sau de volum la care prof. Ramona Lile este autor sau coautor. 80 MINSTERUL CERCETARIJNOWARE$ DIGITALIZARIT CONSILIUL NATIONAL DE ETICA A CERCETARI STHNTIFICE, DEZVOLTARIL TEHNOLOGICE SI INOVARIL jin plus, mentionam ca expertii CNECSDTI nu au dispus de o copie pdf a intregului volum semnat de_profesorii Ramona Lile si Leonard Balan. AO6: Global SWOT Analysis, a report produced for TOUREG Project by the Departament of tourism Management of the Alexander Technologica 1 Educational Institute of Thessaloniki Greece and Technical of Crete, Greece, oct. 2009, pp. 46- 59 JASP6: Radu Cureteanu, Florin Isac, Ramona Lile, Tendinfele inovarit privind tehnologiile informatiei si comunicarii, Analele Universit8tii Constantin Brancusi Tg. Jiu, Seria Economie, nr.4/2010, pp. 255-260 IDescriere. Din cele sase pagini ASP6, aproximativ cinci_ sunt preluare copy-paste din AO6. Pe fiecare pagin’ de articol sunt cate dou’ coloane, prima cu textul in romana si cea de-a doua cu textul in engleza. Conf. Ramona Lile apare ca autor trei ,semnatar la inceputul coloanei de articol in romina, la pag. 255. Deasupra coloanei cu textul in englez~ autorul trei este prof. asociat Adrian Lile, de la Universitatea Aurel Vlaicu din Arad. Concluzie: articol plagiat in proportie covarsitoare dup’ un raport de cercetare din Greci Comentariu: Articolul este , la data intocmirii acestei evaluari, 28.11.2020, inc disponibil pe site-ul revistei unde a fost publicat, la https://www.utgiiu.ro/revista/ec/pdf/2010- 04.1/ 25 RADU CURETEANU.pdf. Raportul Comisiei de Eticd a Universittii Aurel Viaicu cu nr. 45 din 03.12.2018 apreciaz’ cd ASP6 nu poate fi considerat plagiat, intre altele, pentru c& fost retras de pe internet. Retragerea de pe internet, chiar daca ar fi fost efectiva, desi nu este, poate reduce din efectele negative ale publicdrii unui material publicat, dar nu anuleaz& nicicum culpa moral a plagiatului care revine autorilor articolului. 407; Diana C. Pheysey, Organization al Cultures, Routledge, London and New York, 1993, pp. 1-64 ASP7: Leonard Sergiu Balan, Ramona Lile, Organizational Cultures, in Management agricol, Seria |, vol. XV (2), Banat University of Agricultural and Veterinary Medicine Timisoara, Editura Agroprint, 2013, pp. 257-263. Descriere. Din cinci pagini si jumatate cat contine ASP7, patru si jumatate sunt preluare de blocuri de texte, fara citarea sursei, din 07. de citare, din AO7.0 MINSTERUL CERCETARIJNOWARE$ DIGITALIZARIT CONSILIUL NATIONAL DE ETICA A CERCETARI STHNTIFICE, DEZVOLTARIL TEHNOLOGICE $I INOVARIL Comentariu: in raportul Comisiei de etica de la UAV din 22.06.2018: "Se constati cd lucrarea este plagiati si nu prezinté caracter de originalitate si, in urma verificarilor, am constat c& lucrarea nu se mai regaseste in revista Management Agricol.” Pentru acest plagiat, Comisia de Etica a UAV sustine ci Leonard Sergiu Balan si-a asumat vina ca fiind autor unic. Nu exist, ins’, in documentul transmis la CNECSDTI de la UAV in 2018 nici un document juridic care sa certifice faptul c& un articol semnat de catre doi autori are , in fapt, un singur autor. Vezi anexa la raport: Trei exemple de plagiat masiv in cazul sesizarit 80 AO8: Kim S. ‘Cameron, Robert E. Qui Diagnosing and Changing Organization al Culture, Revised edition, B.Jossy-Bass, a Wily Imprint, 2006, pp. 31- 51 ‘ASP8. Ramona Lile, Leonard Sergiu Balan, Total Quality Management and the Developement of Competing Values Framework, in Management agricol, Seria |, vol.XVI (2), Banat University of Agricultural and Veterinary Medicine Timisoara, Editura Agroprint, 2014, pp. 229-231. Descriere: Articolul are trei pagini. Exceptand jumatate de pagin’ de bibliografice, restul de doua pagini si jumatate sunt constituite din blocuri de text preluate ca atare din AO8. Concluzie: plagiat masiv, cu blocuri de texte preluate far3 nici un fel de citare, din AO8. Comentariu: in raportul Comisiei de etica de la UAV din 22.06.2016 ” Se constatd cé lucrarea constituie plagiat neprezenténd caracter de originalitate, si, in urma verificérilor am constat cd lucrarea nu se mai regdseste in revista Management Agricol.” Afirmatia nu poate fi sustinut’ atata timp cat si abstractul la articolul ASP8 si concluziile sunt tot preluare exacta, fara citare din AO8. Pentru acest plagiat, Comisia de Etica a UAV sustine ci Leonard Sergiu Balan si-a asumat vina ca fiind autor unic. Nu exist, ins, in documentul transmis la CNECSDTI de la UAV in 2018 nici un document juridic care s& certifice faptul c& un articol semnat de catre doi autori are, in fapt, un singur autor. AO9 ‘Dale Neef, Managing ‘ASP9: Leonard Sergiu Balan, Ramona Lile, The Relation Between Business Case Knowledge Management, in Management agricol, 10MINSTERLLCERCETARINOVARE $i DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI §THNTIFICE, DEZVOLTARIL TEHNOLOGICE SI INOVARIL Corporate Reputation and Risk. A Strategic Approach using Knowledge Management, Elsevier, 2003, pp. 16- 138 Seria |, vol.XVI (2), Banat University of Agricultural and Veterinary Medicine Timisoara, Editura Agroprint, 2014, pp. 232-235 Descriere. ASP9 contine trei pagini, toate preluate, cu sumar si concluzii, inclusive din AO9. Tot articolul este un simplu colaj de paragrafe din Dale Neef 2003, de la paginile 123, 16, 128, 24, 37 (exact in aceast ordine) Concluzie: plagiat masiv, cu blocuri de texte preluate fara nici un fel de citare, din AO9. Comentariu: ASP7, ASP8, ASP9 au fost publicate in colaborare cu Leonard Sergiu Balan, lector asociat |a UAV. in raportul Comisiei de Eticé UAV din 2018 se precizeza ci "Lucrarea “The Relation Between Business Case and Knowledge Management" (publicaté in Management Agricol, voi. XVI, no. 2, pp. 232-235, 2014) avénd drept autori pe Leonard Sergiu Balan si Ramona Lile, contine in proportie de 14% elemente suprapuse (din lucrarea "Managing Corporate Reputation and Risk - Developing a Strategic Approach to Corporate Integrity Using K.nowledge Management", Elsevier, 2003). Softul antiplagiat a fost setat ca sd excludé referintele bibliografice si cuvintele/frazele intre ghilimele. Se constaté ci elementele ce se suprapun nu constituie fondul lucrarii semnate de Leonard Sergiu Bélan si Ramona Lile, deci nu constituie plagiat.” In realitate, nu numai 14% din textul ASP9 contine cuvinte preluate ca atare din AOS, ci tot textul. Constituirea sumarului si a concluziilor din ASP9 numai din paragrafe copiate din AO9 anuleazd orice pretentie c& ar fi fost plagiate numai elemente lipsite de originalitate. in sumar si in concluziii de articol stiintific nu se trec formuari lipsite de originalitate in intentia autorului. Este suficient a se vedea rezultatul comparatie dintre textul suspect de plagiat si textul sursa semnat de catre Dale Neef, prezentat in anexa la raport pentru a avea argumentul clar al plagiatului masiv realizat de cdtre cei Leonard Balan si Ramona Lile prin acest articol. Pentru acest text, Comisia de Etica a UAV sustine ci Leonard Sergiu Balan si-a asumat _vina ca fiind autor unic. 110 MINSTERLLCERCETARINOVARE $i DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI STUNTIFICE, DEZVOLTARIL TEHNOLOGICE SI INOVARIL Nu exist, insd, in documentul transmis la CNECSDTI de la UAV in 2018 nici un document juridic care s& certifice faptul c& un articol semnat de ctre doi autori are , in fapt, un singur autor. Vezi anexa la raport: Trei exemple de plagiat masiv in cazul sesizarii 80 10 | 4010:John ASP10: Ramona Lile, Adrian Lile, Managing the Innovation, In: Bessant, Theoretical Developments in Contemporary Economics, Timisoara, High- Editura Mirton, 2008, pp. 66-76 Involvement a a Innovation, | Descriere. In textul scanat de la petent toate cele 6 pagini ale Buldinng and | capitolului de carte (de la 66 la 71) sunt preluare de blocuri de text din Sustaing A010. Lipsesc din scanare 5 pagini. Competitive | Concluzie: plagiat masiv, cu blocuri de texte preluate fara nici un fel Advantage de citare, iL trough ——— Continuous Change, Chichester, England, Willey, 2003 11 | AO/I: articol | ASP11: Ramona Lile, Adrian Lile, Organization for Quality, In: original: Theoretical Developments in Contemporary Economics, Timisoara, Tole S-| Editura Mirton, 2008, pp. 201-208 Oakland, be . le 7 ini din ASP11 cf Total Quality | Desctiere: toate cele 7 pagini din sunt preluate cuvant cu Managemen | cuvant din AQ11. text with | Comentarii: Raportul Comisiei de Etica a UAV din 2016 conchide c& cases, ,acuzatia de plagiat nu se poate sustine, neintrunindu-se continutul Oxford: conceptului de plagiat prevazut in Legea nr. 206/2004”. Butterworth- ‘ aoe s e eer” | argumentele invocate, insi, in favoarea evaluérii sunt deficitare. Elsevier, plul fapt cd ASP11 citeaza la bibliografie AO11 nu este o proba de Linscre citare corect. Absenta citarilor din continutul capitolului care a House, 2003 | preluat copy-paste pagini intregi fara ghilimele si fara specificarea paginilor de unde a fost luat textul este prob’ de malpraxis in domeniu. Comisia nu dispune de niciun argument scris in a dovedi afirmatia c& autorii au predat editurii timisorene o ciorn’. Vezi anexa la raport: Trei exemple de plagiat masiv in cazul sesizarii 80. 12wt) MINSTER CERCETARYINOVARL § DIGITALIZARIT CONSILIUL NATIONAL DE ETICA A CERCETARII §TINTIFICE, DEZVOLTARI TEHNOLOGICE $1 INOV ARI 2.4. Concluzii cu privire la existenta unor abateri de la buna conduita, etica si deontologia in activitatea de cercetare-dezvoltare 2.4.1 Motivarea in fapt 1. In cadrul cercetarii abaterii prezumate s-a urméarit verificarea indeplinirii jor stabilite in Legea nr. 206/2004 si in Legea nr. 1/2011. 2. In sase din cele sapte texte (5, 6, 7, 8, 9, 10, 11) analizate au fost constatate plagieri masive , constituite din blocuri de texte preluate, majoritar, fara modificari ulterioare si fri citarea de rigoare prin marcare cu ghilimele a textului preluat si indicare sursei de unde a fost selectat textul. 3. in toate cele sase cazuri, textele preluate fara respectarea normelor de integritate in cercetarea stiintificS au fost publicate sub semnatura a cel putin dou’ cadre didactice de la Universitatea Aurel Vlaicu (UAV). Din acest punct de vedere este vorba de sase cazuri de plagiat colectiv. Prof. Ramona Lile semneazé in calitate de coautor toate cele sase materiale. 4. Patru dintre texte (5, 7, 8,9) sunt semnate de Ramona Lile impreuna cu Leonard Segiu Balan, dou’ impreuné cu Adrian Lile (10,11) si unul impreuna cu Radu Cureteanu, Florin Isac (6). in pofida formatiunilor diverse de semnare a materialelor stilul de plagiat este acelasi: preluare fara citare a unor blocuri masive de text, plasate uneori chiar si in rezumatul sau concluziile lucrarii; steregerea unor cuvinte de conexiune din original; absenta unor citri in text; notarea unor referinte la bibliografie necitate, insa in text; eliminarea graficelor care erau in original. Acest model comun de plagiere sugereaza ca plagiatul colectiv a avut un numitor comun, fie intr-o persoand comuni in toate echipele de semnatari, fie in cultura organizational. 5. Dup3 semnalarea in presa de catre Revista 22 a mai multor cazuri de presupus plagiat sau autoplagiat, in 2016, Comisia de Eticd de la UAV a analizat situatia. Urmare a sesizarilor facute de c&tre Revista 22 sila CNECSDTI, rezultatele Comisiei de ETICA UAV din 2016 si din 2018 au ajuns si la CNECSDTI si au fost mentionate in prezentul raport. Textele plagiate au fost publicate in perioada 2008-2016. Niciuna dintre persoanele care s-au declarat responsabile de incalcarea deontologiei de autorat nu s-a declarat ca autor unic al textelor colective dovedite ca plagiat, inainte de dezvaluirile Revistei 22. 13wt) MINSTER CERCETARYINOVARL § DIGITALIZARIT CONSILIUL NATIONAL DE ETICA A CERCETARII §TINTIFICE, DEZVOLTARI TEHNOLOGICE $1 INOVARI 6. Comisia de Eticé UAV sustine, in urma analizelor efectuate, cd doamna profesoar’ Ramona Lile a fost trecuta ca autoare, pe majoritatea lucrrilor analizate, fSr& stiinta domniei sale. in consecint’, nu propune nici o sanctiune pentru domnia sa. Cu documentele actuale de care se dispune la CNECSDTI, acest punct de vedere nu poate fi sustinut. Simplele declaratii ale unora dintre semnatarii materialelor marcate de plagiat nu sunt suficiente. Declaratiile respective pot fi afectate de interese/conflicte de interese in interiorul UAV. 7. in majoritatea cazurilor, Comisia de Eticé UAV sustine cé abaterile de la normele de integritate au fost minore pentru cA publicatiile au fost cu scopuri didactice sau c& textele preluate fara citare corecté aveau un grad redus de originalitate. Nu exist’, ins3, nici o specificare in Legea nr. 206/2004 sau din Legea nr. 1/2011 prin care s& se specifice faptul cA in lucrarile cu caracter didactic plagiatul este admis. 8. Dup’ cum s-a indicat in analiza cazuisticd, plagierea a fost facuta si rezumate de materiale, si in concluzii si a fost atat de extinsa incat nu se mai poate vorbi de cateva formulari secundare preluate din cunoasterea comuna. Este vorba de unul dintre cele mai grave cazuri de plagiat din cercetarea academica romaneasca de dup& 1989. in plus, Legea nr. 206/2004 include in definitia plagiatului nu numai preluarea frauduloasa de idei si date ci si pe cea de cuvinte. 9. Concluziile la care au ajuns expertii din grupul de lucru 6 din CNE sunt pe deplin consistente cu concluziile expertilor care au examinat aceleasi cazuri in cadrul CNE existent in 2019. Analizele au fost intreprinse, de catre ambele echipe ale CNECSDTI, pe fisierele electronice referitoare la lucrarile originale si la cele presupuse afi plagiate asa cum au fost primite de la Revista 22. 10. Trei exemple de plagiat dintre cazurile analizate pot fi consultate in fisierul atasat', Aceste exemple detaliazi modelul de plagiat masiv prin colaj de blocuri de texte, foarte putin modificate. *Trei exemple de plagiat masiv in cazul sesizarii 80 referitoare la suspiciuni de plagiat in materiale semnate cu Ramona Lile drept coautoare. Anexa la raportul CNECSDT 14wt) MINSTERUL CERCETARIJNOWARE$ DIGITALIZARIT CONSILIUL NATIONAL DE ETICA A CERCETARI STHNTIFICE, DEZVOLTARIL TEHNOLOGICE $1 INOVARIL Luandu-se in calcul faptul cd d-na dr. Ramona Lile a mai fost sanctionata de catre CNECSDTI in anul 2012 cu avertisment scris $i retragerea unor lucrari, conform Hotararii CNE nr. 946/05.09.2012 si Raportului final 945 din 05.09.2012 publicate pe site CNECSDTI la adresa http://cnecsdti.research.gov.ro/hotarari/, CNECSDTI constata faptul ca aceasta se afla la a doua abatere de la etica. CNECSDTI constata cd operatiunea de constatare si sanctionare a abaterilor de la Legea nr. 206/2004 nu este supusd unui termen de prescriptie/decadere, raspunderea persoanelor vinovate operand indiferent de trecerea timpului, fapt ce rezulta din dispozitiile art. 14 alin. 1 2 din Legea nr. 206/2004: “indiferent de momentul la care s-a dovedit ci o persoana a realizat abateri grave de la buna conduita in activitatea de cercetare-dezvoltare.” CNECSDTI se autosesizeaz’ si disjunge judecarea aspectelor cu privire la plagiatul realizat de conf.univ.dr. Leonard-Sergiu Balan Ia ,,Universitatea Aurel Viaicu” din Arad si cadrul didactic asociat Adrian Lile la Universitatea ,,Aurel Viaicu” din Arad, conf.univ.dr. Florin-Lucian Isac - cadru didactic la UAV, lect.univ.dr. Radu Cureteanu — fost cadru didactic la UAV, care va face obiectul unui raport distinct. 2.4.2 Motivarea in drept Art. 323-324 din Legea nr. 1/2011 a educatiei nationale, cu modificarile si completirile ulterioare, art. 7 lit. f) si f'), art. 11 alin. (5) si art. 14 din Legea nr. 206/2004 privind buna conduita in cercetarea stiintific3, dezvoltarea tehnologica si inovare, cu modificarile si completarile ulterioare , si art. 4 lit. (d) si (e) si 25-27 din Regulamentul de organizare si functionare al CNECSDTI, aprobat prin Ordinul MEC nr. 5585/2020. 3. Sanctiuni jn conformitate cu prevederile art. 11 alin. 5 din Legea nr. 206/2004 privind buna conduita in cercetarea stiintificé, dezvoltarea tehnologica si inovare, cu modificarile si completarile ulterioare, se_adi ca_fondata autosesizarea CNECSDTI cu privire la abaterile de la eticd ale d-nei prof. univ. dr. Ramona Lile, astfel cum se detaliaza la pct. 2.3 din prezentul raport, 15wt) Ms. RCETA.NOVARH St DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI STIINTIFICE, DEZVOLTARI TEHNOLOGICE $1 INOV ARI mentionate in cadrul Sesizarilor_inregistrate la CNECSDTI_ cu_nr. 80/20.09.2017 si 183/7.11.2016, cu Adresa de revenire nr. 738/3.09.2020, de la Revista 22 vs. prof. univ. dr. Ramona Lile - rector al Universitatii_,,Aurel Vlaicu” din Arad, in lipsa unei contestatii la Rapoartele comisiei de etica a iversi Aurel Viaicu” Arad. Se desfiinteaza ca netemeinice concluziile referitoare la d-na prof. univ. dr. Ramona Lile, astfel cum se detaliaza la pct. 2.3 din prezentul raport, din cadrul_Raportului_Comisiei_de_Etica_nr. 45/03.12.2018, aprobat_prin Hotardrea Comi de Eticd nr. 46/03.12.2018 a Universitatii , Aurel Viaicu” Arad si din cadrul Raportului Comisiei de Eticd nr. 25/22.07.2016, aprobat prin Hotararea Comisiei_de Eticé nr. 26/22.07.2016 a Universitatii_,Aurel Viaicu” Arad. in baza dizpozitiilor art. 2 alin. 1 lit b si art. 2* alin. 2 lit. a din Legea nr. 206/2004 privind buna conduit in cercetarea stiintific’, dezvoltarea tehnologica si inovare, cu modificdrile si completarile ulterioare, CNECSDTI constata ca d-na prof. univ. dr. Ramona Lile la Universitatea , Aurel Viaicu din Arad” este vinovata de savarsirea plagiatului—abatere de la normele de buna conduita in activitatea de comunicare, publicare, diseminare si popularizare stiintificd, astfel cum se detaliaza la pct. 2.3 din prezentul raport. Conform art. 324 alin. 1 lit. b, e sii din Legea nr. 1/2011 a educatiei nationale, cu modificarile si completarile ulterioare, art. 14 alin. 1 lit. b, e sii din Legea nr. 206/2004 privind buna conduita in cercetarea stiintifica, dezvoltarea tehnologica si inovare, cu modificarile si completarile ulterioare, avand in vedere severitatea plagiatului masiv de blocuri de texte, CNECSDTI hotaraste si disoune urmatoarele sanctiuni ce urmeaza a fi aplicate pentru prof. univ. dr. Ramona Lile la Universitatea , Aurel Viaicu din Arad”, conform legii: 1,_retragerea_si/sau_corectarea_tuturor_lucrarilor_publicate_prin incalcarea regulilor de buna conduita, astfel cum se detaliaza la pct. 2.3 din 16wt) MINSTERUL CERCETARIJNOWARE$ DIGITALIZARIT CONSILIUL NATIONAL DE ETICA A CERCETARI STHNTIFICE, DEZVOLTARIL TEHNOLOGICE $1 INOVARI prezentul raport, cu mentiunea explicitd in versiunea on-line a revistelor de specialitate cd lucrarea respectiva a fost inlaturata/corectaté ca urmare a Deciziei CNECSDTI de constatare si sanctionare a plagiatului; 2._retrogradarea_de la_gradul de profesor universitar_la_cel de conferentiar universitar; 3. suspendarea, pe o perioada determinata de timp de 5 ani, a dreptului de inscriere la un concurs pentru ocuparea unei functii superioare ori a unei functii de conducere, de indrumare si de control sau ca membru in comisii de concurs. Recomandari CNECSDTI pentru Comisia de Etica a Universitatii , Aurel Viaicu din Arad”: - respectarea si aplicarea dispozitiilor legale din Legea nr. 206/2004 privind buna conduita in cercetarea stiintifica, dezvoltarea tehnologicad si inovare, cu modificarile si completarile ulterioare, fara concesii si fara a permite ingerinte ori presiuni din partea conducerii institutiei in procesul de analiza a sesizarilor side luare a deci: Recomandari CNECSDTI pentru Conducerea (Rector gsi Senat) Universitatii , Aurel Viaicu din Arad”: - respectarea si aplicarea dispozitiilor legale din Legea nr. 206/2004 privind buna conduita in cercetarea stiintifica, dezvoltarea tehnologicd si inovare, cu modificdrile si completirile ulterioare, fri a manifesta ingerinte ori presiuni in procesul de analiza a sesizrilor si de luare a deci 17[MNSTERUL CERCETARE,NOVARY § DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI STHNTIFICE, DEZVOLTARIL TEHNOLOGICE §1 INOVARIL 15.01.2021 18wt) MINSTERUL CIRCETARL,NOVARE §DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI STINTIFICE, DEZVOLTARIL TEHNOLOGICE $1 INOVARIL ANEXA 1 Ia Raport ul final nr. 2/15.01.2021 Trei exemple de plagiat masiv in cazul sesizarii 80 referitoare la suspiciuni de plagiat in materiale semnate cu Ramona Lile drept coautoare. Anexa la raportul CNECSDTI Text I in fisierul pdf, pag. II Ramona Lile, Adrian Lile, Organization for Quality, In: Theoretical Developments in Contemporary Economies, Timisoara, Editura Mirton, 2008, pp. 201-208 Text Il in fisierul pdf, pag X Leonard Sergiu Balan, Ramona Lile, Organizational Cultures, in Management agricol, Seria I, vol. XV(2), Banat University of Agricultural and Veterinary Medicine Timisoara, Editura Agroprint, 2013, pp. 257-263. Text III in fisierul pdf, pag. XVI Leonard Sergiu Balan, Ramona Lile, The Relation Between Business Case Knowledge Management, in Management agricol, Seria I, vol.XVI (2), Banat [University of Agricultural and Veterinary Medicine Timisoara, Editura Agroprint, 2014, pp. 232-235 Numarul de pagina este cel din lucrarea sursa pentru plagiat de tip colaj de blocuri de texte. 19/Textul capitolului este, in intregime, un simplu colaj de blocuri de text plagiate din Oakland, J. S. (2003). Total Quality Management: text with cases . Jordan Hill. Paragrafele marcate prin umbrire cu galben sunt prealuate copy-paste, fara citare, Ide la paginile indicate prin initiale autorului de text original JO si pagina p... ORGANIZATION FOR QUALITY Ramona Lile*, Adrian Lile * University “Aurel Vlaicu” of Arad Abstract: The quality function should be the ization's focal of the integration of the business interest of jamers and suppliers into the internal dynamics of the mnization. In the larger organizations a quality manager will iribute to the prevention strategy. Smaller organizations may gint a member of the management team to this task on a part- basis. An external TOM adviser is usually required. The quality function and the quality manager In many organizations management systems are cd in terms of the internal dynamics between eting, design, sales, —_ production/operations, ribution, accounting, etc, A change is required from this a larger system that encompasses and integrates the Isiness interests of customers and suppliers. Management eds to develop an in-depth understanding of these ationships and how they may be used to cement the iMtnership concept. The quality function should be the anization’s focal point in this respect, and should be ipped to gauge internal and external customers’ ations and degree of satisfaction. It should also tify quality deficiencies in all business functions, and womote improvements. The role of the quality function is to make quality in inseparable aspect of every employee's performance and sponsibility, The transition in many companies’ from lity departments with line functions will require careful anning, direction, and monitoring. Quality professionals ve developed numerous techniques and skills, focused on duct or service quality. In many cases there is a need to Publicat in Theoretical [Developments in Contemporary iEconomics, Mirton, Timisoara, 2008 201adapt these to broader applications. The first objectives for, many ‘quality managers’ will be to gradually disengage themselves from line activities, which will then need to be dispersed throughout the appropriate operating departments. This should allow quality to evolve into a ‘staff department at a senior level, and to be concerned with the following throughout the organization: * Monitoring and evaluating the progress of quality improvement. + Encouraging and facilitating quality improvement. * Planning and providing quality training and counseling or consultancy. * Giving advice to management on: (a) Establishment of quality systems and process control. (b) Relevant statutory/legislation requirements with respect to quality. (c) Quality improvement programmers necessary. (@) Inclusion of quality elements in all job instructions and procedures. ‘* Promoting the ‘partnership’ in quality, in relations with customers and suppliers, * Planning, managing, auditing, and reviewing quality systems. Quality directors and managers have an initial task, however, to help those who control the means to implement this concept = the leaders of industry and commerce -to really believe that quality must become an integral part of all the organization's operations. In this case has a vision of quality as a strategic business management function that will help organizations to change their cultures. To make this vision a reality, quality professionals must expand the application of quality concepts and techniques to all business processes and functions, and develop new forms of providing assurance of quality at every supplier-customer interface. They will need JO p276 202know the entire cycle of products or services, from ncept to the ultimate end user. An example of this was bserved in the case of a company manufacturing aceutical seals, whose customer expressed concern it excess aluminum projecting below and round a ficular type of seal. This was considered a cosmetic by the immediate customer, the Health Service, but a hazard by a blind patient ~ the customer's customer, learly, the quality professional dealing with this problem ded to understand the supplier's problems and the ate customer's needs, in order to judge whether the oduct was indeed capable of meeting the requirements, The shift in ‘philosophy’ will require considerable ff education in many organizations. Not only must people ‘other functions acquire quality related skills, but quality ersonnel must change old attitudes and acquire new skills = placing the inspection, calibration, specification-writing ality and knowledge of defect prevention, wide ranging lity systems design and audit. Clearly, the challenge for ny quality professionals is not so much making changes their organization as recognizing the changes required in em. It is more than an overnight job to change the litudes of an inspection police force into those of a sultative, team-oriented improvement force. This phasis on prevention and improvement-based systems vates the role of quality professionals from a technical to that of general management. A narrow departmental of quality is totally out of place in an organization piring to TQM, and typical quality managers will need to iden their perspective and increase their knowledge to ncompass all facets of the organization. To introduce the concepts of operator self- inspection required for TQM will require not only a ination to implement change but sensitivity and skills n industrial relations. This will depend very much of course 203JO p 279 JO p 280 on the climate within the organization. Those whose management is truly concerned with co-operation and concerned for the people will engage strong employee support for the quality manager or director in his catalytic role in the quality improvement implementation process. Those with aggressive, confrontational management will create for the quality professional impossible difficulties in obtaining support from the 'rank and file’. Many organizations have realized the importance of the contribution a senior, qualified director of quality can make to the prevention strategy. Smaller organizations may well feel that the cost of employing a full-time quality manager is not justified, other than in certain very high risk areas, In these cases a member of the management team should be appointed to operate on a part-time basis, performing the quality management function in addition to his/her other duties, To obtain the best results from a quality manager, he should be given sufficient authority to take necessary action to secure the implementation of the | organization's quality policy, and must have the personality to be able to communicate the message to all employees, including staff and management. Occasionally the quality manager may require some guidance and help on specific technical quality matters, and one of the major attributes required is the knowledge and wherewithal to acquire the | necessary information and assistance. In large organizations, then, it may be necessary to make several specific appointments or to assign details to certain managers. The following actions may be deemed to be necessary. TQM manager will be responsible for the planning and implementation of TQM. He will be chosen first for project management ability rather than detailed knowledge of quality assurance matters, Depending on the and complexity of the organization, and its previous activities in 204uality management, the position may be either full or part- 1¢, but it must report directly to the Chief Executive. Appoint a quality management adviser was important because a professional expert on quality agement will be required to advise on the ‘technical! pects of planning and implementing TQM. This is a onsultancy role, and may be provided from within or ithout the organization, full or part-time. This person eeds to be a persuader, philosopher, teacher, adviser, facilitator, reporter and motivator. He must clearly inderstand the organization, its processes and interfaces, be onversant with the key functional languages used in the business, and be comfortable operating at many izational levels. On a more general level this person must fully understand and be an effective advocate and acher of TQM, be flexible and become an efficient agent of change. Committees and teams FOR QUALITY Devising and implementing total _ quality Ranagement for an organization takes considerable time bility. It must be given the status of a senior executive project. The creation of cost effective quality improvement is difficult, because of the need for full integration with the Organization's strategy, operating philosophy and anagement systems. It may require an extensive review d substantial revision of existing systems of management und ways of operating. Fundamental questions may have to asked, such as ‘Do the managers have the necessary uthority, capability, and time to carry this through?’ Any review of existing management and operating iystems will inevitably ‘open many cans of worms! and over problems that have been successfully buried and smoothed over - perhaps for years, Authority must be given lo those charged with following TQM through with actionsJO p281 that they consider necessary to achieve the goals, The commitment will be continually questioned and will be weakened, perhaps destroyed by failure to delegate authoritatively. The following steps are suggested in general terms, Clearly, different types of organization will have need to make adjustments to the detail, but the component parts are the basic requirements. ‘A. disciplined and systematic approach to continuous improvement may be established in a quality council, The council should meet at least monthly to review strategy, implementation progress, and improvement. It should be chaired by the Chief Executive, who must attend every meeting - only death or serious illness should prevent him being there. Clearly, postponement may be necessary occasionally, but the council should not carry on meeting without the Chief Executive present. The council members should include the top management team and the chairmen of any 'site’ TQM steering committees or process quality teams, depending the size of the organization. The objectives of the council are to: - Provide strategic direction on TQM for the organization. - Establish plans for TQM on each ‘site’. ~ Set up and review the process quality teams that will own the key or critical business processes. ~ Review and revise quality plans for implementation. The process quality teams and any site TQM steering committees should also meet monthly, shortly before the council meetings. Every senior manager should be a member of at least one process quality teams. This system provides the ' top-down’ support for employee participation in process management and development, through either a quality improvement team or a quality circle programmer, It also ensures that the commitment to 206The three-tier approach of quality council, process julity teams (process quality teams) and quality provement teams allows the first to concentrate on uality strategy, rather than become a senior problem ving group. Progress is assured if the process quality sams’ chairmen are required to present a status report at ich meeting. The process quality teams or steering committees control the quality improvement teams and have nsibility for: oviding an outline and scope for each project to give to ¢ quality improvement teams. lonitoring and reviewing the progress and results from ich quality improvement team project. The selection of projects for the quality improvement s. e appointment of team members and leaders, As the focus of this work will be the selection of rajects, some attention will need to be given to the sources ‘nominations. Projects may be suggested by: Council members representing their own departments, focess quality teams, their suppliers or their customers, mal and external. Quality improvement teams. = Quality circles (if in existence). ‘Suppliers. Customers. The process quality teams’ members must be given responsibility and authority to represent their part of the ganization in the process. The members must also feel it they represent the team to the rest of the organization. this way the process quality teams will gain knowledge and respect and be seen to have the authority to act in the 207References Charles Coates, Management Total, Ed. Teora, 1975 Fiegen Baum , Total Quality Control, 1993 Mac Gregor, Making Profit From Quality, Quality Today, 1983 H. S. Harrington, Management Total, Ed. Teora , 1995 AJ.Murphy, Quality In Practice, 1998 D. Noye, Ghid practic pentru controlul calitafii, Ed. Tebnic 2000 S. Oakland S. J., Total quality management, Butterworth Heinemann, Oxford, London, 1995, Al. Redes, V. Petrescu, Calitatea Totala, element de referinja in noua era a managementului, Bucuresti ASE 1995 John Sabarro and Linda Ahill, Managing Performancs, Harvard Business Schoo Publishing, Boston 1996 208Plagiat integral din Diana Pheysey , Textul plagiat din Diana Pheysey (DP) este marcat prin 199 anizational Cultures. London] Jumbrire cu galben. Pagina din DP de la care a fost plagiat land 5 ork:Routled gen. cxzvw.soviw 9 “paragraful este notata pe marginea dib stanga, dupa Plagiat intentional , prin colaj de lblocuri de texte,semnat de LSB si RL folosind, fara nici un gen de ORGANIZATIONAL CULTURES citare, a originalului semnat de DP. LEONARD SERGIU BALAN’, RAMONA LILE! ‘University “Aurel Viaicu” of Arad, Ronania, leonard_balan@yahoo.com initialele autoarei_textului original, sursa pentru plagiat DP a TT 7 CRAR DP 16 Abstract: The work of making the product is done by manufacturing: the work of selling it by sales; the work of obtaining materials by purchasing; the work of monitoring income and expenditure by accounting, and so on. The word ‘role’, which is used of the culture in such a business, refers to the way in which the occupant of each position in the firm i: expected to act. There are usually job descriptions, rules and procedures to govern behavior and principles for fixing remuneration, A role culture is one which emphasis conformity to expectations. It is common in government departments as well as large businesses. Suct organizations can be said to be ‘bounded rational instruments for the achievement o, specified goals’. Key words: organizational cultures, economic goals, leader, self-management, manager INTRODUCTION DP1 . Organizational behavior can be defined as ‘how enterprises work and how the lmozaic people associated with them act’. ‘Organizational behavior’ can refer both to the academic discipline which studies these things and to what is being studied. When the discipline is meant the abbreviation OB will be used. OB combines the interests of psychologists, sociologists, political scientists anc economists. OB theories differ in the emphasis they give to organizations as suct compared, on the one hand, with the individuals and groups of which they are composed and. on the other hand, with the wider society of which they are a part DP2 No organization exists in isolation. It is part of other structures, such as economies. societies and nation states. Economic goals are concerned with the supply and demand for goods and services. China has national plans for agriculture, heavy and light industries, and transport DP 5-6 Competition is to achieve the targets set. To prevent dependence, the government aims for self-sufficiency in some sectors, for favorable terms of trade in others. Ideological goals are linked to moral values. MATERIALS AND METHODS The authors of the paper were used as methods of work: data collection, processing, analysis, observation and their interpretation In China, ‘sharing’ as a goal implies Communist solidarity in ‘serving the masses’ DP 6, In Britain, the monarchy symbolizes shared national traditions. Politicians use normative mozaic | power to obtain commitment from party members. The goals described as ‘order’ goals are associated with the roles of the police anc the military, and of industrial relations managers. There has to be ‘law and order’ in any society. However, when ‘coercive power’ is used it tends to alienate those subjected to it. that is, it makes them angry or scared. A state of harmony around these values might be short-lived as there would be DPE ]complaints that people were becoming irresponsible in their enjoyment of the more permissive state of affairs. Stronger leadership would be called for to tighten up on the lax conditions. However, leaders who assume too much power are liable to be corrupted by it, and 28297DP8& juri sunt repetate si la pagina anterioara 257. Par sa fie singurele originale 5 pagini devartioobceri.novive § DIGITALZARI FACULTATEM DE MANAGEMENT AGRICOL DP11 mozaic DP. 12-13 DP 17 DP 26 to attempt to repress opposition. This leads to people ‘taking the law into their own hands’, and so to demands for more constitutignal methods of control and less personal power for leaders. In the early stages new conftitutional measures might be approved and the populace law-abiding, but there is a danger of bureaucratic legalism setting in, so that the difficulties that people experience with\‘red tape’ result in apathy and poor economic performance. The authors of the paper were use analysis, observation and their interpretation. At the beginning of each cycle there is therefore a decision to radicalize. This leads to MOBILIZATION, a phase when technical and social objectives are envisaged, mass meetings are held and an aura of charisma surrounds the party chain of command. More and more people are enrolled in collective activity. The policy is to forge ahead. In the absence of remunerative incentives, commitment to ideology is all important at the HIGH TIDE phase which follows. The solidarity of the people as citizens is stressed, with no distinctions betweer workers, soldiers and peasants. Performance is judged by its ‘socialist correctness’ rathei than by economic results. It is only as the feasibility of attaining some of the goals becomes doubtful that DETERIORATION sets in. The first response is to increase discipline, drawing or coercive power. Since the economy is growing, the unions change their strategy from one of relative inactivity to one of actively pressing for their members to have a share in that growth. The phenomenon of ‘leap-frogging’ occurs, in which the pay round of one industry sets off demands from others that match or exceed it. The society can be said to be economically competitive in the sense that different sectors are competing against each other for a share in the benefits of growth. Hierarchical divisions are not the only ones; there are also departmental distinctions. The Mafia is a Western example of a traditional power culture. It is a criminai organization which relies to maintain allegiance. Of course, power cultures do not necessarily rely on brute force or engage in criminal activities. Brimmer (1955) described traditiona Indian family-owned businesses in a way which suggests they had a recognized powei culture. The traditional joint family enterprise combined the different enterprises of various family members under the superintendence of the family head who was responsible for the social status and financial well-being of the family. In a power culture certain persons are dominant and others subservient. There is ‘a relatively bounded and stable occurrence 01 social order based on habits of deference to authority’. In the Power organization at its best, leadership is based on strength, justice anc paternalistic benevolence.... The leaders are expected to be all-knowing as well as all- powerful. Subordinates are expected to be compliant and willing.... At its worst, the Power organization tends towards a rule by fear. Control by appreciation - this is the preferred method in achievement and suppor cultures. In practice, all organizations need to use both types of control, but the distinctior is nevertheless important. Appreciation refers to ‘the selection of what shall be noticed. how it shall be classified, and the way it shall be valued’. It is part of what Vickers (1965) calls ‘the Art of Judgement’. Internal and external contingencies tend to be dealt with ir similar fashion. The main difference is that the people involved in dealing with externa contingencies are from more than one organization. They may be representatives, or ever plenipotentiaries, that is, persons given full powers to act as they methods of work: data collection, processing. 29 258ee ‘MngSTERLL CERCETARL,NOVARH $1 DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARII STINTIFICE, DEZVOLTARI TEHNOLOGICE $1 INOVARIL LUCRARI STIINTIFICE, SERIA I, VOL.XV (2) Cultures and control 27 see fit according to how a situation develops. Planning and execution tend to be concurrent and to be carried out by the same people. Often people have been specially trained through craft apprenticeships, or the qualifying examinations of professional bodies, to exercise appreciation. The responsibility for the quality of work rests with the person doing the job, not with somebody else. Finally, under the support culture, we have a consensual form of appreciative control. Here it is the collective judgement rather than the individual judgement that is exercised. There is now an attempt to co-ordinate the local operations by standardization 01 procedures and formalizing of communication lines up and down the hierarchy. The organization is now moving into a role culture, where regulation once more prevails. This. too, eventually breaks down as it proves insufficiently flexible to adjust rapidly to externa changes. People operate within their job descriptions, and so if a task is on nobody’s list it does not get done. This is the ‘crisis of red tape’. In the early years of an organization the people involved may feel that their views are The leader may prevent this from gaining strength by a policy of ‘divide and rule’. Alternatively, the majority may tend to back the leader in his attempt to restore unity by coercion. This, in turn, becomes oppressive. The leaders respond by recognizing the opposition and containing it within forma contractual arrangements which admit sectional interests. Breach of such arrangements is considered highly ‘irregular’. This form of integrative control again becomes onerous, and dissent eventually DP 35 |adequately represented, since they all know each other well. Opposition is considerec irrational for the business is their own. They have a common stake in it. Nevertheless, ever with a small group, differences can emerge about the direction to be followed. These differences may lead to informal alliances among some members to assert their autonomy. DP 49 leads to the beginnings of a new representation and the cycle repeats itself. Systems theory suggests that variety and variability in the environment call for appreciative control, but regulation can be used for units which are relatively closed. Exchange theory focuses on the part played by reward power in the control of behavior at work, Other considerations are the leader’s style and the degree to which accuracy is possible in assessing performance. The choice between regulation and appreciation is not a choice that is made once only, however. Methods may alternate between restraint and direction, and so features o1 the four cultures will predominate at different times in the same organization. This is because new contingencies are constantly arising. Two accounts of control cycles stress recurrent crises. In one case these crises result from past attempts at control. In the other, contro) provokes rebellion. Controlled change may be brought about by mutual consent, by direction from above. by adopting expert advice or constitutionally through the ballot box. People carrying out their everyday roles may create evolutionary changes. Boundary roles are particularly suitable places from which to do this. Self-management forms - this form of organization is more self-conscious about its internal structure than is the entrepreneurial. An example is given by Bloor (1986) whe worked as a novice staff member in a half-way house for disturbed adolescents in the UK. He says it was permissive and egalitarian. The owner who manages the small firm may be the sole source of authority. In the UK most owner-managers are men, but more women are now starting their owr businesses. By custom and practice ‘bosses’ are able to take all major decisions. Though they tend to give orders ad hoc problems arise, they can enforce them. There are few rules, 30 259(MnssTeRUL Cicer, Novi $1 DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI §TINTIFICE, DEZVOLTARIL TEHNOLOGICE $1 INOVARIL FACULTATEA DE MANAGEMENT AGRICOL Dp 4g | but all the subordinates are known to the boss, and the rule of obedience applies to everyone. Handy calls this typical power culture structure in a small firm a ‘web’, with the spider at the centre. Another metaphor is the hub of a wheel from which the spokes radiate outwards. The most common metaphor for the centralized structure is the pyramid, witk power at its apex. Where the organization is small enough to be one ‘tribe’, and the pyramid is relatively flat, such centralization can have a unifying effect. It was common ir the West until the middle of this century and, according to Lammers and Hickson (1979) anc to Hofstede (1980a), it is traditional in developing countries. The associated values are status, obedience and control. By the time the organization has grown to about a thousand employees, however, the chief executive is likely to be overloaded, especially if there are external problems demanding attention. The centralized form keeps internal order through vertical channels 03 communication, concentrated authority and deferential relationships. But the design has the weakness that a successor to the chief executive may not be found. Managers below the apex have 50 Organizational cultures been excluded from knowledge of the business as a whole. They have been confined by the structure to a geographical area, or to one functior (probably either manufacturing or sales), or to one stage of operations (for example spinning DP 50 | weaving) or to one product line (for example brand A or brand B). No one but the chairmar and managing director has the whole picture. Thus, when change is sought, ‘new blood’ may have to be brought in from outside if those below the chief executive are unwilling to accept increased responsibility. At all events, the design changes to ¢ decentralized form, and the culture changes also. Aldepartmentydivisiony/subsidiaryjorjany unit defined by a market, or a technique to serve that market, can be turned into a profit centre with freedom to decide its owr policy and strategies for reaching given goals. RESEARCH RESULTS Cultures and organizational design determine long-term policies for the whole company, manage corporate finances and arbitrate among profit centre. DP 51 The scope of the autonomy of each profit centre is limited to its own particulai operations, but there it can enforce its own decisions and, from the parent business’s point 01 view, those decision sources are dispersed. The advantages of this type of decentralizatior are as follows: - top managers are freed from having to make short-term decisions; provides intrinsic satisfactions to those who head the profit centre; - it is flexible because it puts decision-making closer to the scene of action. There are also disadvantages or difficulties, however: - it requires capable managers; - the centre head may maximize short-run profits at the expense of corporate long-term goals; - provision of support services to each centre may add to administrative costs; - there are centrifugal tendencies which top management may not be able to curb. Organizational design is the creation of structures which provide for activities. DP 63 un . nie — decision-making authority and relationships at work. To create the type of organizatior desired (for example one which is externally and internally innovative, productive. efficient and collaborative) there are four main areas to consider. What is the organization 769 In originalul DP concluziile incep de la paragraful ‘Organizational design....°.pag 63. In articolul plagiat se retin drept concluzii numai ultimele doua paragrafe, cele care incep cu ‘Th eclasic beurocracy..’ de la pag 164 din DP.i) MNSTERLL CERCETARI,NOVARU $1 DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARII STINTIFICE, DEZVOLTARI TEHNOLOGICE $1 INOVARIL LUCRARI STIINTIFICE, SERIA I, VOL.XV (2) DP 63 DP 64 CONCLUSION D64 REFERENCES . ALLEN, D., HUGHES, J.A. (1983) Management for Health Service Administrators, London: Pitman. BARTLETT, C.A., DOZ, Y., HEDLUND, G. (1989) Managing the Global Firm, London: Routledge. . BERNE E. (1966) The Structure and Dynamics of Organizations and Groups, New York: Grove Press. BLAU, P.M., SCHOENHERR, R.A. (1971) The Structure of Organizations, New York: Basic Books. CHAMBERS, C. (1990) ‘Changing culture’, Personnel Management22 (3):69. . CHANDLER, A. (1962) Strategy and Structure, Cambridge, MA: MIT Press. CHILD, J. (1984) Organization: a guide to problems and practice, 2nd edn, New York: Harper & Row. . HARRISON, E.F. (1975) The Managerial Decision-Making Process, Boston, MA: Houghton Mifflin. KATZ, D, KAHN, R.L. (1966) The Social Psychology of Organizations, London: Wiley. 10. LAWRENCE, P. (1984) Management in Action, London: Routledge & Kegan Paul. mae Rw oN es ° 261 32 IVOLUMUL SURSA PENTRU PLAGIAT DP 1993 nu este trecut la bibliografie, asa cum remarca si lexpertul din 2016 de la carui verificare initiala am pornit.@ MNSIERLL CERCETARL,NOVARY $V DIGITALZARIL CONSILIUL NATIONAL DE ETICA A CERCETARI STINTIFICE, DEZVOLTARII TEHNOLOGICE SI INOVARIL FACULTATEA DE MANAGEMENT AGRICOL 11. MANT, A. (1976) ‘How To analyse management’, Management Today October: 62-5, 130,132. 12. PERROW, C. (1979) Complex Organizations: A Critical Essay,2nd edn, Glenview, IL: Scott, Foresman. 13. STOPFORD, J.M., WELLS, L.T. (1972) Managing Multinational Enterprise, London: Longman. 14. WILLIAMS, A., DOBSON, P.,;WALTERS, M. (1989) Changing Culture: New Organizational Approaches, London: Institute of Personnel Management. Din punct de vede tehnic, verificarea plagiatului am realizat-o dupa ce am pus ambele texte DP 1993 si LSB&RL in doua coloane pe monitorul calculatorului. Ulterior am identifcat pagina de apartenenta a blocului de text din originalul DP prin cautare jautomata, urmarind, prin citirea textelor aferente daca plagiatul a fost de tip mozaic sau bloc de text compact, nemodificat.Concordanta intre evaluarile expertizei de plagiat din ICNE 2016 si cele facute pentru expertiza de plagiat din decembrie 2020 este deplina. 3962vol.XV! Plagiat integral de blocuri mari de texte din Dale Neef, 2003,Managing Corporate Reputation and Risk. A ono using Knowledge Management,Elsevier. Publicat in Management agricol, Seria |, 014 Banabkinuersityrof-Agricultunevand Veterinary Medicine Timisoara, Editura Agroprint FACULTATEA DE MANAGEMENT AGRICOL THE RELATION BETWEEN BUSSINESS CASE AND KNOWLEDGE MANAGEMENT Pagina de la care este luat paragraful din Dale Neef, LEONARD BALAN SERGIU, RAMONA LILE 2003 este Notata DN ... Universitatea “Aurel Viaicu” Arad, Romania Abstract: For companies, effective risk management is not only dependent upon a strong IDN 123 ethical framework. It is equally dependent upon a company’s ability to sense potential risk issues, to analyze the situation using the skills and expertise of its employees and to respond in a measured and effective way. To do that, a company needs to marshal the information and knowledge that is available to it, both inside and outside company walls That process is a knowledge management. Knowledge management is an important area of focus for many organizations in order to be successful in today’s business environment. Globalization is one of the most emotional and least well-defined areas of modern debate. In fact, the concept has become so muddled with broader issues, such as fair trade, sustainability, and even the HIV/Aids pandemic, that it is difficult to pin down any boundaries to the debate, The difficulty in establishing a business case for knowledge ‘management programs is really a problem of cause and effect. The importance of Knowledge Management may be found in many areas and can easily be illustrated with examples. Strategia de plagiat: blocuri mici de text luate de la pagini foarte diferite Key words: business, program, management, environment, process, company. INTRODUCTION DN123 Knowledge management is a term that describes the process by which a company organizes, collects, shares and learns collectively from employees, stakeholders and the outside world. It is a broad framework for actively managing the information and knowledge that is available to it. DN 124 DM21 The importance of the concept of knowledge management is that it makes explicit many of the things that we know intuitively about the way a company works—that it is the cooperative application of what employees know that allows a company to create innovative new products, to solve complex problems, to do things efficiently, and in stage three and stage four companies, to help sense and respond to risk. The knowledge management movement, however, has had more than its share of teething problems, mostly because from the outset a schism developed among those whe saw knowledge management as primarily a function of collaboration between humans an¢ those who believed that sharing of knowledge was made possible mostly througk technology. Whatever else it means though, at the heart of the globalization debate lies the reality that western corporations are relocating their production and sales capacities internationally, particularly into developing economies, in order to take advantage ol emerging consumer markets, a low-cost labor supply, lower tax regimes and lower levels of environmental and employment oversight. Even if this trend has not occurred as suddenly or as uniquely as many activists DN22 would claim, what is undeniably true is that the combination of opportunity an¢ competition has driven companies during the last two decades to either relocate or tc contract services from factories, call centers and sales offices throughout the developing world. Data comparatiei plagiat- sursa 3.12.2020 34 2320 DN 16 DN 125 DN 128 DN 14 MNSTERUL CERCETARINOVARY $i DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARII §TINTIFICE, DEZVOLTARII TEHNOLOGICE $1 INOVARIL LUCRARI STINTIFICE, SERIA I, VOL.XVI (2) : MATERIALS AND METHODS Companies are applying knowledge management techniques that have been developed over the past few years to actively manage employee and stakeholder knowledge and experience in a way that contributes to risk prediction and response analysis. In fact, many experts would contend that risk management is knowledge management, in that it is only through the knowledge, experience, and skills of employees. shared collaboratively, that a company can anticipate and react to reputation-threatening risks. A number of systems and knowledge gathering and sharing techniques, when formalized. can provide the basis for a constant flow of prioritized information from those who know tc those who need to know. As part of a formal program of risk and reputation management. knowledge management techniques can help to ensure that a company becomes aware of potential hot issues before they get out of control. This is where knowledge management techniques and systems finally come into the mainstream of management processes, after struggling in many ways to find operational! legitimacy for the past several years. For the first time, knowledge management is something more than a set of practices and systems that simply contributes to greater company efficiency. A program of integrated knowledge and risk management is essentia) to good management of a modern organization. In short, “we didn’t know” is no longer ar acceptable defense. Not having the knowledge management systems in place becomes the equivalent of negligence. The final area of focus is the application of new international standards of conduct for social, environmental, corporate governance, and product safety polices. At the same time, when integrated well, the very process of applying these standards of conduct at ar operational level not only helps to avoid potentially damaging incidents but also helps tc turn early warnings of infringements into productivity improvements. Knowledge management techniques are widespread and commonplace among companies today. Today intranets and company portals, complex data mining, knowledge repositories, groupware and e-mail, skills databases, and knowledge-mapping techniques are nearly universal among progressive companies. On the high-touch side, communities of practice, after-event reviews and the capturing of lessons learned are also commonplace in this type of organization. Presentations, project plans, and other key documents are sent freely among employes by e-mail and the intranet itself allows employees to easily access company policies concerning benefits, ethics codes and other important issues. In knowledge management, communities of practice are actively identified and¢ members of these networks are encouraged to gather and exchange ideas on a formal basis. capturing lessons learned, swapping ideas and sharing insight. This formal management ot an informal process helps an organization to create a company culture in which knowledge sharing is encouraged and opinions and ideas flow more freely among departments and offices RESEARCH RESULTS Obviously, not all multinationals are guilty of these types of incidents, but the reality is that with relocation to a developing market comes fundamental new problems in terms of corporate governance and social and environmental behavior. The arguments for and against globalization are complex and important, bur whatever your particular position as a corporation, it is important to realize that these anc similar issues mean that your company will probably be facing a challenging future ir terms of developing formal social and environmental policies for those overseas 35 233MINISTERUL CERCETARH , INOVARISI DIGITALIZARIL CONSILIUL NATIONAL DE ETICA A CERCETARIL STLUNTIFICE, DEZVOLTARI TEHNOLOGICE $I INOVARIT FACULTATEA DE MANAGEMENT AGRICOL Plions. Ultimately, the way a company behaves in these areas is much more important thar DN 14] donations to local charities and a Web site boasting of good corporate citizenship througt philanthropy. In short, whatever your position on globalization, the effect on your company, even companies not directly involved in global affairs, is likely to be a greater need for an ethical framework, transparency, and non-financial reporting. ‘As companies and cultures are becoming more known the combination of the Internet and new satellite and cable television technologies has made the distribution oi information - instantly from virtually anywhere in the world - a part of our day-to-day lives. The Internet has particularly become a medium for quickly and effectively relaying information around the world. Nowhere has the use of these new communication technologies been put to greater effect than by pressure groups in their prompt and dramatic exposure of corporate offenses. ‘A quick search for “corporate social responsibility” over the web demonstrates how very effective the Internet has become in this regard. This ability to name and shame companies, suddenly and forcefully brought about DN15 | through the Internet and global television coverage, provides companies with a powerful incentive to protect their reputation through better behavior. CONCLUSION DN 135 Finally, if the system fails and a serious incident occurs, the existence of a formal knowledge management program for identifying and dealing with legal compliance issues within a company will in itself lessen the likelihood of any legal penalties. This movement toward greater corporate responsibility has been given a new impetus by recent corporate scandals, and is in many ways similar to the environmenta) Imovement that produced stronger regulations and gave rise to new international standards and Environmental Management Systems. REFERENCES 1. ALBERS, J. A., “Framework for Implementing Knowledge Management”, Portland International Conference on Management of Engineering & Technology, Portland Oregon, July, 2003. 2. BEAZLEY, H., BOENISCH, J., HARDEN, D. G., Continuity Management: Preserving Corporate Knowledge and Productivity when Employees Leave, J. Wiley & Sons, 2002. [pNi46 JIM, KARTALIA, “Reputation at Risk,” Risk Management, May 2000. 4, MCELROY, M. W. , The New Knowledge Management: Complexity, Learning, and Sustainable Innovation, Butterworth-Heinemannn Press, 2003. 5. MILOS, O., CSOSZ, 1, MARTIN, SIMONA CRISTINA, IANOSEVICI, OANA. Ways to improve the commercial society relations with the Customers, Lucrari stiintifice Management Agricol, Seria 1, vol. XIV (2), Facultatea de Management Agricol, USAMVB Timisoara, 20 mai 2012, ISSN 1453-1410, pg.589-596, 2012 DN 146 SIMON, LELIC, “Managing Knowledge to Manage Risk,” Knowledge Management 6, no. (September 2, 2002) from www.kmmagazine.com. Dale Neef, sursa plagiatului nu este citata Page 36 of 36