Hrm Behind The Closed Doors Of a Beauty Studio

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TABLE OF CONTENTS

Introduction ……………………………………………………………………2

Chapter I

Innovation leads to competitive advantage in any business: economic crisis, competition, advantages and disadvantages………………………………….3

Chapter II

Behind closed doors of a beauty studio……………………………………22

Chapter III

Business plan: personality traits , work and identity………………………35

Conclusion……………………………………………………….……………41

References……………………………………..………………………………42

Introduction

One of the main advantages of investing in a beauty salon is quite obvious: demand is repeated, as the hair does not stop growing. But that is not enough to guarantee the success of the business since the competition is great. It is necessary to invest in strategies to retain customers in order to retain and captivate more consumers. In a competitive scenario there is no other alternative to captivate consumers: it is necessary to invest in a differential that motivates them to return to your establishment. If you do not, someone else will win with the customer you lost. When it comes to beauty salons, the consumer experience gains relevance. More than a good haircut at a fair price, some customers value the experience as a whole: from the friendly treatment to the time to set aside a shift, to the air-conditioned atmosphere and lively music. Everything should be considered to make the consumer experience relevant to the customer. The performance of organizations directly depends on the individual competence, because the relationship betake the organization, team and individual is based on the connection betake competence and performance. It involves the operation of recruitment and selection procedures, performance-contingent incentive compensation systems, and management development and training activities linked to the needs of the business.

As it aims to support the development of firm-specific knowledge and skills that are the result of organizational learning processes, HRM also aims to enhance motivation, job engagement and commitment by introducing policies and processes that ensure that people are valued and rewarded for what they do and achieve, and for the levels of skill and competence they reach. All these represent the reason for c hosing to debate this theme.

The overall purpose of human resource management is to ensure that the organization is able to achieve success through people that allow firms to learn and capitalize new opportunities. HRM is concerned with achieving objectives. HRM strategies aim to support programmes for improving organizational effectiveness by developing policies in such areas as knowledge management, talent management and generally creating a great place to work. Which can be concerned with the development of continuous improvement and customer relations policies? The human elements of the organization are those that are capable of learning, changing, innovating and providing the creative thrust which if properly motivated can ensure the long-term survival and growth of the organization. HRM aims to ensure that the organization obtains and retains the skilled, committed and Ill-motivated workforce it needs. This means taking steps to assess and satisfy future people needs and to enhance and develop the inherent capacities of people – their contributions, potential and employ ability.

Chapter I

Innovation leads to competitive advantage in any business: economic crisis, competition, advantages and disadvantages

The concept of competitive advantage has become, in the last two decades, one of the most intensely debated and analysed. Considered essential to long-term development businesses and businesses, competitive advantages are seen as true turning points in the activity of businesses. At the same time, competitive advantages are seen as the answer to „Why do some businesses fail to become efficient, while others stagnate or go bankrupt?” It is true that these advantages must be the main objectives of the business, but attention must direct primarily towards specific sources and through which you can gain competitive advantage. Based on the main objective of any business represented by the desire for profit, strategic management is focused on the integration of all activities of businesses in this direction. The primary role of strategic management is to create and sustain competitive advantages, particularly through analyses, decisions and actions taken by the business.

This advantage is the result of detailed analysis and strategic planning, through which the business identifies opportunities arising in the market and exploits these opportunities allocated resources. Strategy is more than drawing a linear direction toward a goal stated above. The strategy is, above all, a way of thinking that involves observation of all activities taking place around the business and decisively influences every decision taken by it. Corporate strategy should represent a lifestyle and not just a means to achieve a particular purpose. Thus, our scientific approach will focus on specific ways that businesses observe and react to different events that occur in the environment in which they operate and the decisions arising from these events in order to identify the mechanisms underlying the growth businesses. It is very important, strategic formulation process to ensure flexibility and adaptability of the chosen strategies. Dynamic environment in which they operate businesses work requires providing mechanisms by which they will be able to adapt to the new changes, so as to ensure continuity of competitive advantage gained. It should also be noted that nine out of ten strategies fail due to poor design and management of the implementation process. Why? Is it really that important strategic implementation process? The answer to this question is YES. The most brilliant strategy formulated in the most efficient way possible, will lose its effectiveness in the absence of a mechanism to ensure the implementation of the principles and strategic goals. Unfortunately, the theory and practice of strategic importance given to the implementation of strategies is significantly compared to the formulation of strategies. The important causes of this imbalance, from our point of view, result from the different characters of the two processes. Strategic formulation is an analytical process, being relatively easy for managers to quantitatively assess the environment in which the business operates thus, the indicators obtained by analysing the evidence I can draw conclusions that will lead ultimately to identify and formulate the most appropriate policy options. On the other hand, the strategic nature of the implementation process does not allow full, its structure only based on purely quantitative indicators. The most important part of the implementation strategy is the creation of an optimal context for the strategy formulated to result in the acquisition of competitive advantages. In this respect, significant changes will be brought to the organizational structure, especially the values, attitudes and skills of the staff in the business, leading to the need to change the organizational environment. From the point of view of the possibility of failure of the implementation strategic mismanagement of organizational change is the greatest danger in the first place , because changing values, attitudes or existing rituals rooted in the business, without generating fierce opposition from employees is a very difficult process and , secondly , because the evaluation of the effectiveness of organizational change process is not a purely analytical process but involves analysing data from the employees’ mind-set . Based on the considerations outlined above, this paper aims to study the characteristics of central enterprises in the construction industry and the efforts made by them in order to gain competitive advantages. Upsetting relations of cooperation between firms in the same industries lead to the rarefied collective achievements, such as research – development and training, which played a decisive role in promoting technological innovation and labour productivity in developed countries.

In Romania with multilevel hierarchy prevails, with the disadvantage that, due to the proliferation cancerous information, the employees directly affected by the measures taken has least intention of the management team. This leads to a practical formula marked by some or abstract connotations imposed by a formal ceremony roles that cultivating the illusion of participation.

Learning, especially in the workplace becomes an important strategic component.

To this end, performing firms apply the following two principles: 1 ) to obtain the maximum benefits of new technologies , the business provides wide dissemination of know -how in the production staff and 2) organizing the rotation of the jobs , the scale of promotion and training programs likely to develop a taste for learning .

These imperatives have to rely on more stable jobs and reward us. Such rewards are important because the employee sets out on long-term goals.

In a not too distant future trends series production and shortening life cycles and accelerate product diversification and market innovative movement will cause instability profits due to the vicissitudes of demand and productive advantage. This new economic environment will favour large diversified firms. The new situation will force businesses to strengthen profitability, protecting employees and risks, as Ill as with suppliers and customers, to the extent that they are Ill integrated upstream and downstream. Concessions providers may take the form of flexible prices and those of employees – greater participation in profits. In all cases, the sheep demands will lead to poor-sharing in the risks growing.

One of the major obstacles in the way of improving the economical Romanian performance is the lack of cooperation between individuals, but also between organizations. A first explanation is the lack of appropriate institutional mechanisms. Close cooperation with chosen difficult political parties of managers and leaders distrust syndicalism on participatory management and work organization. At the business level, cooperation is difficult because of narrow specialization, division sharp and bureaucracy. Therefore, the information flow is slow or inadequate.

Romanian shareholders and managers have a great appetite for risk and defend „territories”, which is a serious problem, because it highlights a major lack in technologically dynamic industries with more pronounced.

Cooperation with other public businesses and private continues to inspire confidence in Romanian. Currently, I pay dearly refusal to recognize the importance of the collaboration of public poor, the business community, trade unions and universities to create the conditions for economic growth. Therefore, managerial, trade unions, employers and the public authorities are before crucial strategic options. If they will cling to traditional values and practices, I believe that the result will be escalation and diversion of resources to non-productive uses.

Our national industry took over from the old regime large enterprises total uninterrupted upstream and downstream free markets and an important overstaffed personal.

I find that while the structure – the firm responsible management framework to structure the five functions (research – development, production, trade, finance, accounting and human resources) and includes the subsystems production structure (sections, workshops, bands) and the functional (service offices) , organizational structure system of the business covers six subsystems:

1. Technical planning – economic and investment;

2. Management of the production;

3. Technical preparation of manufacture;

4. Financial activity – accounting;

5. Employment and labour consumption;

6. Supply, sale, import – export.

It is noted that the information system subsystems do not overlap with the management structure, but run in parallel: the first has in sight the evaluation of the information grouped by certain specialized activities vertically, the second aims at merging the specialized activities vertically and horizontally, to achieve business functions. For this reason , the competition system of the business into account more than ordering products – a program computer system and is oriented rather to meet the organizational sub- structure. Nationally relevant practical usefulness of ensuring coordination and management unit the whole of the computer by creating a central body that can perform a function not only methodological and operational management tasks. Thus, it would eliminate the current situation where many of the products – the program are done in parallel with intensive intellectual work.

The majority of Romanian firms do not have the necessary strength to enable them to ensure completion of projects expensive and „old during recessions’’. This deficiency, plus the speed of change, stressed the Romanian firms focus on immediate results. In this way, they avoid any permanent commitment to vendors and their customers.

In fact, it is critical old professional manager – an individual who knows no better and no industry or technology can, however, lead to any enterprise with strict financial controls, portfolio management and market strategies challenge.

Therefore, the true head of the Romanian economy is generalized myopia new management orthodoxy. According to its abstract analysis Romanian managers prefer concrete experience, inquiring about more than reducing costs today than tomorrow's technological competitiveness. Therefore, our managers are more willing to engage in financial restructurings likely to revive profits than to take the risk of technological innovation.

Rationality and creativity have always been considered the opposite characteristics; firms are more concerned with rationality. The rationale is interested in facts, and the facts looks pass that.

The difficult economic environment has influenced the Romanian banking system, both in the saving, and in the credit. The biggest challenge for banks in 2012 was credit risk, given that non-performing loans have increased and are expected to grow continuously. The rates of nonperforming loans Ire 17.34 % in September 2012, an increase compared to June 2012 when the share was 16.76 %.

Lending will remain anchored in economic constraints, regulatory and cost. It is estimated, for 2013, an increase of a single figure government credit. Credit advance loan is dependent on the application, the eligibility of customers and related regulations, especially as it is aimed at limiting exposure to foreign currency lending barriers.

According to the official, international context, credit risk, the implementation of Basel III, and reduce exposures in the absence of investment alternatives remain major challenges to Romanian banking system in 2013.

In 2012, the biggest challenge for the banking system was credit risk, given that non-performing loans have increased and are expected to increase further. NPL ratio was 17.34 % in September 2012 compared with June up 2012 when the share was 16.76 %.

Banking system could register for the third consecutive year, a net negative result at the system level in 2012. At the level of September 2012, return on assets (ROA) is minus 0.04 %, while return on equity (ROE) is minus 0.34 %, according to data published by the central bank.

Undoubtedly, the difficult economic environment has influenced the Romanian banking system, both in the saving, and in the credit. However, in terms of CEC Bank are confident that I will overcome, in late 2012 set targets lending segment and on the deposits. I expect that later this year to record an increase in the balance of 4-5 % to 7-8% loans and deposits, respectively, from the previous year.

Staff restructuring is needed in the banking system, but there is no unique recipe each bank having its plans for cost effectiveness. Regarding a bank, a solution requires efficient local network. The bank will continue in 2013 to implement a series of measures to streamline the business, such as resizing and relocation of network units more efficient allocation, the areas that have growth potential, existing human resources and streamlining operational flows, to reduce costs.

Lending will remain anchored in economic constraints, regulatory and cost. It is estimated, for 2013, an increase of a single figure government credit. Credit advance loan is dependent on the application, the eligibility of customers and related regulations, especially as it is aimed at limiting exposure to foreign currency lending barriers.

Are expected constraints on the lending to SMEs following the implementation of policy recommendations to restrict lending in foreign currency and the application of the provisions of the new agreement on capital requirements – Basel III? Aiming appropriate risk management , the recommendations the European Systemic Risk Board which is followed discourage foreign currency lending in the non-financial entities that do not receive income in foreign currency will reduce lending capacity . Difficult international context, credit risk, the implementation of Basel III, and reduce exposures in the absence of investment alternatives remain the main challenges to the Romanian banking system.

Regarding a bank, the loan products accessible to individuals Ire personal loans with or without collateral. In a proportion of about 90 %, they Ire granted in RON. On loans to businesses, the most wanted products Ire revolving credit lines, awarded at the national conference dedicated to financing SME Excellence Award for the best product of the bank. Very affordable and loans Ire based on national agricultural development programs, loans for European funds and refinancing loans. For the next period I expect an upward trend in terms of corporate financing, without neglecting individuals

In the next period I will continue to focus on lending to agriculture, SMEs and local administrations. Its job is more difficult, the more the economic environment still bears the imprint of the international economic crisis. In this context, the need to identify and exploit opportunities in particular structured finance area. I will turn to all those who, regardless of size and scope, access European funds.

One area that is expected onset of development projects in public-private partnership (hospitals, concert halls, portions of highways etc.).

The banking system in the socialist economy had a passive role. State Central Bank and banks Ire specialized in system elements called nonbank literature. Banks Ire in terms of accounting and administrative functional entity that keeps track of borrowed funds to state in accordance with the financing plan, most often without a connection to profitability, risk and opportunity cost of financed projects.

The main problem in creating an efficient and competitive financial sector is to ensure mobilization of domestic savings and allocating them to the most cost- effective uses. Fulfilling this function gives financial institutions a central role in enforcing financial discipline at the enterprise level.

Banks will influence in different ways the conduct of privatization. From a purely financial point of view, they will need to ensure not only that private capital to buy state enterprises, but also lending to state that restructures. In the absence of other financial institutions, banks will have to provide advisory services to clients, playing a relatively important role even in corporate governance issues.

In practice, banks remain the only institutions able to impose financial discipline on state enterprises, forcing them to comply with budgetary restriction. Thus most state enterprises and will not alone take responsibility modernization and restructuring.

A competitive and efficient financial system is a prerequisite for the development of capital markets. Efforts of developing countries in the area of investment funds, bond and stock markets cannot succeed without the full range of services offered by banks to provide securities portfolio management, customer information and to support them in finding the most suitable ways to finance their projects.

Financial and banking system as a whole fulfils other functions of the utmost importance for the economy and businesses, especially in terms of monetary policy transmission mechanisms and payment system.

From 1990 to the present Romanian banking system has undergone major changes but the period of transition to a relatively stable structure is completed, given the significant processes that occur in the commercial banks. From a structural Romanian banking system is organized at two levels characterized by different functions – the first benchmark central bank which, according to its status, can be seen as monetary authority and banking authority; -on the second floor there are banks trade credit and other specialized institutions.

Outside the banking system itself, but also in the sphere of financial relations act other financial institutions such as insurance businesses, mutual funds investment, currency exchange, pawn shops and a relatively small but undetermined number of people offers high interest loans.

Internationally, the management of human resources is often the more important human resources are valued as the most valuable asset of a business. Human resources are unique in terms of their potential for growth and development, and the ability to know their own limits and defeat.

Lately, due to the rapid development of the market, but also because of fierce competition, I face a high demand for specialists in banking activity. Starting from the demand – supply game , skilled labour migration from one bank to another is very high and every employer in the financial sector and would like to be able to realize such human resource management to allow him to force stability work best employee retention , reduce the cost of training new staff .

The term management can equate the notion of spectrum accumulation applied scientific leadership performance, generating sustainability development entity. Continuity in current management encompassing the definition given by Warren J. Keegan, who said that " management retains the novelty in the hierarchy of sciences, although is the oldest art".

Translated into a virtual plan, management can identify with a fabric that is based on three pillars: forecasting, organization and coordination of procedural actions of the decision-making system, able to add value. Moreover, the rationale of the entity gives the ability to produce multiple and complex conversion processes in action and final results defined by the concept of efficiency, effectiveness and economy to maximum.

Management has become a current concern imposed economic status, ground uncertainties and ambiguities that the planetary poor of contagion.

Identify strategies to provide solutions for money market and financial intolerant of slow economic progress in recent years, is a challenge for analysts and experts in the field of crisis management.

In such cases, it is an obvious art management to identify those options realistic characters to withstand the fierce opposition manifested by the business to severe measures to restructure and reform the system. Therefore, the scientific determination of the probability parameters evolution registered by macroeconomic indicators such as GDP, aggregate demand, savings, direct investment, import, export and balance of payments, the general price level, etc.. , It cannot be dissociated the actual values recorded internationally.

Consequently, the ability to anticipate likely developments at the system or subsystem within an organization or nation is a challenge in terms of management and achieves real-time diagnosis of all the threats that could lead to a crisis.

Human resource management is an "investment" in staff entity guaranteeing „health” and "performance" of leadership as a whole. Starting from this premise, I felt that initiated approach can preface to rethink the decision, in the sense that the discussion on the role of human resources in designing and implementing their goals circumscribed entity generates "value" and are alike defining landmark in the development „strategies " on the subject. Often, human resource management occupied a background, relying on the inertia on intuition and less on creating and strengthening an organizational culture to create a professional working environment, but also enjoyable.

Considerations Ire central to the initiation of this work and I am convinced that a „reform of decision " in terms of recruitment, selection and professionalization entity will subsequently measure in terms of profitability and maximum efficiency.

Exposure to base on a multidimensional approach, in the sense that treated previously theoretical fundamentals – management methodology, in order to create the premises of a vision "scientific" the concept of applied human resource management.

Approaches qualified and guaranteed the performance or long-term stability, ensuring proper allocation of available resources in financial and human. Generic goals a target or a goal that is proposed to be conducted and to converge, on the one hand, the resources available and on the other hand, the concerted efforts of those invested with poor to obtain them. Implementing the program is subject to their realism and direct relationship with the quantity and quality parameters aimed at the overall results, the means necessary for the temporal dimension it established.

In an organization, the management performance can be achieved based on amateurism and mediocrity, but through careful analysis and study of the determinants of activity in direct relationship with the financial resources available. The management of an organization located scientifically involves materializing prospective dimension which mitigates uncertainty, giving an Ill-defined perspective of human effort.

Another level in the hierarchy of the planning process is the operational planning, materialized in concrete actions, respective annual plan implementation or operational activity, structured objectives, roles and responsibilities of achievement.

The real plan, obtaining added value from the activity of an institution is subject to financial decisions, which in the most common situations determines or influences strategic decisions in the implementation of projects or multi-annual programs.

The second step in the systemic sense is the organization, management function involving the management of an entity to focus efforts in order to design or configuration of structural architecture consisting of components connected by organic relationships that ensure the functioning and regulation of the entire system.

The managerial function of organizing is an on-going internal components adequacy requirements or pre- established objectives. For the purposes of the issues presented, the organizational framework covers two levels of reference, two components or two perspectives approach: procedural and structural.

Component trial functions by dividing management organization or entity detailing internal activities undertaken to achieve the planned objectives (fundamental, derived specific individual). In this regard, the organization requires identifying procedural actions, pairs, duties and responsibilities of staff in relation to domain-specific requirements, to operational and implements program objectives.

Structural organization takes the form of synthetic elements that form group specific activities or components of work to delineate channels and departments legal entity. In the structural approach, a role he has held business development of specific documents that are to be approved, provided they meet the requirements of development in a clear, concise and consistent to avoid confusion and errors of interpretation and application.

In their Management of the internal audit object. Synthesis of used theoretical and methodological procedures and applications, the authors Vasile Zecheru and Marian Năstase define the managerial act through a complex formula, overall, noting in this regard that: „The management is content and meaning of any management system.

The current trend guidance of modern management methods and approaches is to advance solutions based on defining the priorities, processes and relationships developed within the organization, on their representation in a systemic vision, inclusive, as opposed to sequential approach excessive fragmentation of activities and operations phases separate. "

First stage conventionally called „planning " cumulative decisions on defining objectives and its structural components, determination of the sequence of actions to take place, the allocation of resources in line with operational stages, establishing responsibilities and timetable or schedule for implementation of activities.

Assertion of assertions based on foresight is the first step in the act of driving, depending on which positions available resources and how to access them. Forecast or planning is a managerial tool by which the effective alignment of vision available resources manager, obtained by analysing the risks associated with their activities.

Socio – economic realities present, marked by the economic crisis, recommended that prior planning stage or " planning" to carry out a critical analysis of the state of the existing deficiencies and skidding, so to adopt operational strategies Ill-grounded in able to ensure the success of future operations.

Planning preceded by the negative effects analysis paves reconfiguration or remodelling decisions, by identifying new mechanisms foundation and application of effective methods and procedures of work in order to achieve added value or added value. Anticipating the mode of action or the exploration fate of the processes or actions for a period of time requires the development of alternative plans, flexible, applicable in several standard variants designed to assure obtaining predictable outcome. In these conditions, estimates forecast that the lines of action are based on the likely evolution influencing factors in order to reduce risks and avoid uncertainties in taking optimal decisions.

Depending on the time horizon to which it relates, takes the form of strategic and operational planning. Henry Mintzberg in Structure et dynamique des Organizations defines strategy as "a predetermined course of action, a manoeuvre designed to ensure passing a competitor, a set of behavioural conduct plan, positioning the organization against market profile and, not least, a development perspective. "

The literature promotes the improvement of communication, assessing the effectiveness of the communication process is the fundamental premise of the objectives of the entity's management expected. The concept of inter-organizational communication was continuously dynamic, meaning that acquired new dimensions with the development of information technology.

Experts in the field of communication study established criteria for the classification of communications by means of transmission, direction information flows or their degree of formalization. The communication management plan, the degree of formalization, communication takes the appearance of formal or official and informal appearance based on items of common interest, initiated on the basis of professional affinity.

Likewise, a defining element impacting the professionalization of management decisions is the consistent or harmonized with the objectives expected.

According to experts, the manager's decisions are options – chosen from several possible – that influence decision-making and operational behaviour of others.

A concise approach in this respect the decision that defines the essence of leadership, which is tested by designing a unified and coherent objective to be achieved by the employees and / or departments of a Ill-defined organizational structure.

Management entity can use a variety of decisions to achieve the planned actions. Studies on the art of leadership presents a typology of decisions classified by criteria aimed at: the time horizon for which the (strategic decisions, tactical or current) rate of adoption (random single periodic) nature of the variables involved and anticipating opportunities results (clear decisions, uncertain risk).

The decision is central to the management system as directly linked to the organization and the information and other subsystems (methodological control) setting objectives and determining actions designed internal structure and steps regarding positions within an institution. Quality decisions can provide an effective driving range, only if they are scientifically, in that they are based on knowledge, factual information, accurate and timely.

Summarized, these issues as the theoretical foundation of general management have the chance to become realities in leadership of an organization or entity, if the decisions are respected management aimed mainly qualitative parameters: the most efficient exploitation of resources, information relevant available in real time and not least the human factor.

The organizational structure of the institution contains the defining element position, specialized and individualized segment the person who occupies the simplest component defined as having organizational roles, responsibilities and individual skills necessary to achieve the expected goals. In this context, individual goals, general or derivatives are transposed on the one hand, in the corresponding task assignments or jobs, on the other hand, structural components aggregate and behaviours so that managerial control can operate effectively within an adequate organizational structure.

In another plan, a subsequent component is the structural organization of information system design. This derives from the need to have access to real-time information flows and circuits, the means of processing, storing and transmitting information to optimize decisions. In circumstances where an entity is designed and based on considerable territorial dispersion, meaning that it has a wide range of action, management will prioritize the flow of information (IT) at the expense of direct observation, which would impair or delay relevant information as necessary to substantiate the adoption of optimal decisions.

In an executive summary, I can say that the organization as a managerial function defines the hierarchy of institutions, so that through proper communication between departments and stations delineated procedural, financial resources are distributed rationally to the expected objectives.

Coordination, as a function of management skills may be deemed to control or directing the actions and work processes so as to ensure full harmonization decisions stations assigned activities and / or structural compartments of the entity. Coordination aims have the ability to combine activities so that targets scheduled to be conducted in an Ill-defined optimum and avoiding interference on the one hand and, on the other hand, superficial or neglect of specific aspects. This management function ensures interoperability constituents of the organization providing the basis of achieving a sustained activity in economically optimal conditions.

According to experts in the management, coordination function means all work processes harmonizing the decisions and actions of the organization's staff and its subsystems in the forecasts and previously established organizational system.

The assessment requires knowledge or identifies internal and external factors which influence the institution, an action documentary on the legalities, procedures and methodologies used to estimate the scope and potential deviations or deviations from normal values. To assess the quality of leadership performance in non- classical measurement tools of management, current techniques have been developed for assessing the factors that generate mutual interrelationships with greater complexity and direct impact on the work of the institution.

The contribution of multinational banks to the overall development of society and businesses is growing. Some of the benefits to society are :remuneration of members of the society for the work that they do in the business, producing high quality goods and services to society , paying taxes used to meet public needs and providing investment capital needed economic growth and development . On the other hand, banks can damage society through some side effects such as deployment for a considerable number of employees, by creating monopolies and selling products through aggressive advertising campaigns and damage caused to individuals through the use of products.

From an overall perspective, analysing the morality of a corporation must comprising three essential aspects: types of moral responsibility proper to each group; corporate structure of morality; the issue of ethical investment in a bank.

The bank as a whole is responsible for the performance of contracts agreements with partner businesses and compliance commitments (delivery of products promised to set time and according to specifications determined debts and so on). The corporation is also responsible to its customers for the products they deliver their goods produced must have a degree of safety and consumers need to know the level of risk ( acceptable ) that they incur when use or consumption of the product concerned (any good has a level or higher risk) . For a transaction to be fair to the consumer , it must have adequate information regarding the product and the reasonable expectations must be met by this product ( if not, the expectations of consumers cannot be met by this product due to defects or deficiencies nonspecific consumers must be adequately informed on this exception) .

Corporations are accountable to their suppliers and competitors, which owes treatment morally correct, fair treatment aimed at excluding lying, theft, sabotage or interference of any kind, in order to harm image competitors, fair treatment implies the exclusion of competitor’s monopolistic arrangements with competitors, pricing agreements and market sharing and other ways to eliminate unfair competition, to the detriment consumers.

Finally, the bank is morally responsible for his actions at the public or society in general, and has a moral obligation not to harm interests of those affected by its activities. The corporation has a responsibility to not harm.

The labour force is without doubt the most important resource in businesses. Efficient use of labour and employee assessment opportunities , optimal realization of recruitment , development programs for staff training – are just some of the tasks resources department human . Human resource management is very important for growth business’s profitability and use of information systems to conduct processes human resources is a requirement. The main duties of the Human Resources Department are to: attract, reward, and hire teachers and staff. The decision by the Department of Human Resources can affect every department of the business.

Responsibilities of the Human Resources Department are: attracting, selecting and hiring new employees using information from the CV, recommendations and interviews;

• communicating information about new posts as business employees and other businesses; ensuring that employees have the education, training and schooling to meet obligations; use of an effective process to review employee performance and determine bonuses and salary increases; calculate each employee wages and benefits ; communication of changes in salary , benefits ; proposing the management plans for changes in the business ( expansions , withdrawals , etc. . ) in such a way so that skilled workers are available for business support .

To replace a professional management and resource planning, some businesses try using proprietary solutions. Most times these solutions fail to meet the requirements and needs of the work required in the Department of Human Resources. Alternatives are represented either by implementing an ERP platform (Enterprise Resource Planning) or total or partial outsourcing of HR activities to specialized businesses that also use ERP systems.

Implementing an ERP system may prove beneficial, given that Human Resources specialists exploit the maximum potential of this investment. ERP solutions fail to facilitate data collection, management, processing and interpretation by generating: lists reports, charts, diagrams and graphs specific and comparative statistics. An efficient use of an ERP system can reduce the risk of inaccurate data collection and improve communication within the business by streamlining the flow of information both ways ( from the Department of Human Resources to employees and vice versa , but also within the business between departments using information on staff ) . Most modern facilities such applications have online access and options Because of the volume of data and cumbersome legal procedures, data collection can perpetuate erroneous, generating a chain unjustified additional costs for the business – continuation of financial rewards for employees who have ceased employment.

Advantages of using information systems in the work of the Department of Human Resources : cost effectiveness ; risk management procedure; error control for data collection ; the availability of data; obtaining information processed in specific reports ; improving communication between departments ; reducing the volume of documents; reducing the time allocated to administrative activities ; maintain a climate conducive to job performance for employees.

Human resource management involves continuous improvement activity all employees in order to achieve organizational objectives] organizations. In this respect, management actions must take into account each employee as an individual distinct, with specific characteristics. The successful application of management HR assumes the existence] of a performance evaluation system, a system of incentives and rewards for employees results.

Human resources are the values of the business, which meet the criteria in virtue of which can be considered the main source that ensures competitiveness;

Human resources are valuable, rare and irreplaceable relative.

According to literature, human resource management requires comprehensive, interdisciplinary and professional personnel issues within an organization.

"Why do people come to work at a certain organization?”

„How are individuals identify you select?”

„How do employees know what to do in their jobs?”

„How do I know if employees are performing managers adequate? If not, what

Can do? „Etc. . .

These are just some of the questions whose answers are subject to human resources management.

Trying to define human resource management is difficult, given multitude of factors that enhances some of the possible defining propositions are: function that allows organizations to achieve goals by obtaining and maintaining an effective workforce; ensuring strategic approach, motivation, involvement and resource development key to an organization; all decisions and management practices that affect or influence direct people or human resources, who work for the organization; order all operational activities (planning, recruitment, retention staff) and energy order (creating an appropriate organizational), which enable the organization of human resources required.

The banking system's exposure on the part of households, financial institutions and non-monetary financial corporations has remained about the same in nominal terms. However, if you update the data, taking January 2007 as the reference period, credit growth becomes dramatic emphasis. Thus, in January 2009 – December 2013, government credit increased by 37.9 billion (an annual average rate of 25 % in real terms, an increase of approx. 3 times), while government credit declined by 25 billion (an annual average rate of approx. 3% in real terms). The elements discussed above , it is clear that, in real terms , increasing the size of government credit was made almost entirely on reducing exposure to extra -governmental component .

Regarding the structure of government credit, it is as follows: 51.42 % are loans to non-financial corporations (mainly businesses), 47.26 % – loans to households, while 1.32 % of the loans Ire for monetary financial institutions. From the perspective of government credit structure change (January 2007 – December 2013) I emphasize increasing the share of resources allocated to individuals (3.75 pp.).

Government credit trends for the period 2009 – 2013 in real terms , the following significant issues : reduction of 7.8 % of credit to non-financial corporations ( an average of 1.63 % / year) , decreased by approx. 18.4% of the loan afferent households ( an average of 4.05 % / year) and 45.5 % for institutions monetary financial resources ( an average of 11.62 % / year). Therefore, reducing government credit 25 billion in real terms was distributed as follows: 66.2% – population (16.5 billion equivalent in 2007), 27 % – enterprises (6.7 billion) and 6.8 % – monetary financial institutions (1.7 billion lei).

In the period January 2007 – December 2013 has been an increase of 6.85 percentage points (to the level of 53.70 %) of the credits to the single European currency. This phenomenon can be explained by the existence of both objective factors (EU accession, gain business relationships within the single market, interest rate, etc.) And subjective (perceived exchange rate stability – ignoring foreign exchange risk).Also, the correlation between the currency in which it is established / maturity of loans and it reveals the following significant items: Loan maturity is in positive correlation with the volume of loans in Euros, but negative relationship to credit in lei. In other words, loans in lei mainly addressed current needs, while the euro, and focus on investment.

In 2013 compared to 2007, there is a growing maturity; it has the following possible implications: (1) the need of finance for investments aimed at more frequently, and (2) a reduced appetite banking system in Romania to fund current needs of businesses.

Next I use interest rates on new loans to businesses, given that the differences between them and the interest for the stock of loans are insignificant and do not bring more knowledge in the analysis. The illustrated three sets of data: interest on loans in lei, interest on loans in euro and euro interest rate charged on loans in the euro area (cost- of- borrowing composite indicator). As shown, in December 2013 I are at historic lows: interest on loans in lei is 3.10 times than the level in January 2009, and compared with October 2008, interest on loans in euro is 1.77 times in Romania and 2.04 times – Euro zone.

It should also be noted that in December 2013, the interest differential between loans in lei and in the Euro -RO consistently narrowed , reaching a historic low – 1.95 percentage points , a level equal to the interest differential between loans euro -RO granted and the Euro zone. In essence, reducing the interest rate differential is one of the factors that have the potential to improve competitiveness of Romania on the local and the national. It is obvious that in the medium term, with the euro area, there is always a higher risk premium for Romania, but narrowing this gap is likely to generate confidence in the economy and to contribute decisively to resuming investment (domestic and foreign direct investment).

Aspects that I considered in this chapter are related to visibility and prominence schematization economic crisis in all news published in the two periods of the major online news portals: hotnews.com and ziare.ro. Another aspect analysed was the way of framing the crisis economic. Design research was conducted based on scientific evidence provided by two related theories: the theory of agenda-setting and framing theory or classification. The method used to track media coverage of the economic crisis was to analyse the content, aiming recording unit and context knowledge online. Housings Research covers all the news published by the two – hotnews.ro and ziare.com – in the second period. Regarding the media framing of the crisis in the analysed periods, the analysis content is deductive in the sense that I started to predefine the frames to measure the framing mode of economic crisis, I build a grid optic types framing: framing five general and five specific framing.

Framing crisis subscribe online media accountability model with some conflicting accents and conspiracy. Framing responsibility prevails suggesting the identification of solutions and ideas for tackling the crisis. This framing May news and trend analysis suggests the „witch hunt „to identify and punish any price culprits. This approach may prove constructive term short but destructive in the long term, because I block paradigm hunters guilty. In the two periods analysed was the economic framing prominent phenomenon easy to predict, given the economic nature of the crisis. Similar values that this framing has had (average for 2009 is 0.44, and the average 2011 is 0.45) urged us to have him as a reference in analysing the importance framing of others – generic or specific. Framing accountability giver and far seriousness mass media, becomes more strongly in 2011 , when its average value (0.44 ) is very close to the average value of economic framing (0.44 ). This means that during Romania's participation Euro summit tend to fit the realities of the crisis in terms of finding responsible and identify solutions widened ziare.com obvious phenomenon, where the framing economic framing has a higher value (0.49 vs. 0.44).

Framing human dimension decreases in importance in 2011, which is largely inconsistent with the implementation of austerity measures from the second half of 2009. Online portals presented austerity measures especially in economic terms or establishing accountability. However, this is typical news published in printed media, the specific news framing human dimension TV.

Framing conflict deepened between the two periods analysed escalation crisis is accompanied by a conflict perspective on events offered by conflicts in Greece, and internal political disputes. Specific frames had several notable peaks, averaged for computational framing and being slightly higher than the framing morality. Poor framing contouring confirms the paradigm shift this perspective is built in an elitist sense, being rather specific work specialized than the media.

Chapter II

Behind closed doors of a beauty studio

Public organizations, as opposed to profit organizations, do not have many resources at their disposal. Of the human ones is the most precious and most effective. Here I want to introduce a differentiation: I talk about the "human resource" and not about "personal". The two phrases attest to a philosophy, a different orientation; if I refer to "staff", I consider our organization's employees to be a definite and finite factor, like a typewriter: each has its place and its use and I can not expect more. "Human resource" refers to the fact that any individual, if necessary, can grow and develop; Emphasizes that employees are not an investment like fixed or mobile capital but are a source of profit for the organization if they are offered the necessary opportunities. This is precisely the essence of human resource management: to teach managers how to create those conditions that allow employees to "produce" more. In other words, the HRM is trying to create the organizational space where employees can reach their full potential.

In order to further clarify the modern perspective on what I call the "human resource", let us also address the fundamental question: "What elements of the human resource are important to the professional activity carried out by it?" The answer becomes particularly difficult if I try to give it for each specialization in an organization, whether public or private. It is easier to give a simpler and more generic response, namely: competence and performance are the two general characteristics relevant to the human resource existing within or necessary to an organization.

One of the most accessible formulas for addressing the problem of human resource competence is the following:

COMPETENCE = KNOWLEDGE + SKILLS + DEPRECATION

Knowledge (theoretical) is the result of the educational system that an individual benefits from, sometimes restraining him to aspects of the type of vocational training in a particular field. However, this luggage of theoretical knowledge can not be abusively restricted only to a particular subject, as the concrete situations encountered in the workplace sometimes require the use of general knowledge obtained at the non-specialized (pre-university) level.

Skills are the native qualities of an individual. They can not be created, but only activated or developed, sometimes some of them being in a dormant, inactive state until they are called.

Skills or skills are the result of putting into practice theoretical knowledge, of course with the contribution of skills. It is usually indirectly referred to them, speaking more about professional experience in a general or specialized field in a specific field of work. In turn, experience is directly related to the concept of length of service, the importance of which is reflected in the level of remuneration enjoyed by an employee.

But in order to achieve appreciable professional results, an individual is not only competent enough. He still needs something to lead to performance, reflected in a second formula:

PERFORMANCE = COMPETENCE + ATTITUDE

If I have explained to this point that competence is the result of summing up three types of human resource specific qualities and that performance is obviously the professional outcome from the point of view of human resource management, I still have to clarify what the link term is between them, and namely the attitude.

Attitude (professional) is the intent of an employee to work, to make the most of the workplace, to use his / her full professional competence. Attitude is closely related to motivation, which is on the one hand of the strictly personal characteristics of an employee, such as conscientiousness or awareness of the fact that he has to give something in exchange for the various rewards offered to him by the organization in which he works, On the other hand it may keep to an even greater extent the external elements of that employee, but which have a major influence on the employee, such as the directing style of the chief but also those at senior levels, the relationship with teammates, The use of resources and authority appropriate to the specifics of his work, culture and organizational climate, etc.

Once these two human resource problems are clarified, they can become milestones very useful in carrying out activities of major importance in human resources management, the first formula being very useful for recruitment, selection and promotion activities, and the second one Chosen for the assessment of individual performance and motivation of employees.

And now that I have thoroughly explained the issue of the relevant human resource features, let's see how I can make that gain in managerial practices.

Human resources management is the organizational activity that allows the most efficient use of people (employees) to achieve organizational, group and individual goals.

Human Resource Management (HRM) consists of many activities, including the following:

Analyzing and designing job postings

Personnel planning

Staff recruitment, selection and orientation

Advice provided to employees for the future of their personal careers

Performance evaluation

Job-specific compensation and benefits

Health and safety

Relationships at work

Discipline, control and evaluation of staff functions, etc.

Obviously, this list is not exhaustive but reminds most of the important actions that the HRM is dealing with.

If I are still trying to describe what the HRM is doing and what it is, then I need to review three important features of this activity.

MRG is oriented towards action. It does not focus on billing, description or rules. HRM highlights and looks for solutions to employee problems to help achieve organizational goals and facilitate individual development and satisfaction.

HRM is individualized. Whenever possible, the HRM treats each employee as a distinct individual and offers services and programs designed to meet their individual needs.

The HRM is forward-looking. It is trained by the objectives of the organization and helps to achieve them by providing "competent", Ill-motivated employees.

The objectives pursued by the HRM in its attempt to help the organization become effective include the following:

Help the organization achieve its goals

Make effective use of skills and manual skills

Provide the organization with Ill-trained and motivated employees

Increase the employee's satisfaction with the workplace

Develop and maintain a quality work environment that transforms employee status into an organization in a satisfactory personal and social situation

Communicate personnel policies to all employees

Help maintain professional ethics

To help introduce beneficial changes for individuals, groups, organizations and the public.

All these goals form a whole. Once they are touched, then HRM can be considered effective and useful to the organization in which they take place.

Here are a few words about the role of manager or specialist in HRD. Unfortunately, I do not have valid data for Romania, so I will have to make comparisons. In 1981, there Ire 250,000 people employed in the HRM field in the US. Of these, 60% Ire from the private sector, 30% from the public domain and the other 10% from other areas (health, education, libraries, non-governmental organizations, etc.). The growth rate of the staff I am talking about is 5% per year. Let's focus on the public sector.

If in the private domain any firm can come up with any kind of personnel policy, in the field of public administration the freedom is more restrained; there are laws, rules and regulations that emphasize uniformity rather than flexibility. Traditionally, the role of the staff department focused on two functions: the routine processing of administrative burdens related to salaries, retirement and other benefits, and the observance of a growing set of laws, regulations and rules. What was the respect for the rules, not the innovation of HRD work? As a result, a rigid system that could not meet the goals mentioned above (or did not intend to meet them). This problem was encountered not only in us, but everywhere, in any administrative system. As the results Ire not in line with expectations, in the context of the public administration undergoing a general reform process aimed at "humanizing", making it more flexible and streamlining, three strategies have been designed to bring reform to the HRD as Ill.

The success of a business in the field of body beauty is closely correlated with a number of factors such as the entrepreneurial skills of the initiating businessman, the mastery of the staff who performs the work procedures, the level of knowledge in the field. If the entrepreneurial skills and the mastery of the execution of the working procedures are in close correlation with the competencies of the respective persons, this guide gives the future entrepreneur a lot of useful information, thus contributing to the formation of an overview of the activity he intends to carry out.

In addition to a certain form of organization necessary to carry out that activity, a person wishing to start a business in this field of activity has a number of obligations and conditions to be fulfilled, whether the work is done by himself or through his employees. Thus, any person pursuing an activity in a beauty salon, regardless of the quality in which he performs (for himself or for an employee), is required to have the appropriate qualifications, to have completed a course of hygiene, to carry out the medical examinations provided for Law, to train regularly, to know all the regulations of its field of activity, etc.

In the case of planning, the position management activity (or position management if I Ire to respect the original term of "position management") is based on three complementary activities, namely, the analysis, description and evaluation of the positions, with a view to hierarchical organization of the positions Depending on the degree of their importance and complexity. The final result is the articulated structure of the organization (as a whole), represented by the organigram.

The acquisition function is sufficiently clear from the point of view of the corresponding activities. However, a particular point of view allows us to embody here, even with the title of partiality, the promotion, which can be considered as a form of internal purchase of an employee who occupies a position for a vacant position or a newly established position.

The development function is the one that implies the greatest number of corresponding activities, with the vast majority constituting both alternative and complementary consequences of the assessment of individual professional performances.

Discipline ("Sanction") has, in Klingner's and Nalbandian's initial conception, the purpose of "establishing and respecting the expectations and obligations that employees and employers assume towards each other". Consequently, the main activity that corresponds to it is obviously obvious, although it departs very much from the widespread, traditionalist conception of whom and how it controls and performs this function.

As you can see, these 4 basic functions can also be found in the private domain. The difference between the latter and the public comes from the way in which the functions are met and the priorities given to them. I also notice an important difference in the degree of freedom of choice between one or other of the methods offered by human resources management, a considerably lesser degree of freedom in the public domain, especially for legal and budgetary considerations, but not only .

The way in which these functions and their respective activities are assumed in the public domain marks the way in which the 4 public systems of staff identified by Kligner and Nalbandian succeed to work on a compromise.

According to American specialists, "public management of staff can be seen as a permanent interaction between four fundamental societal values ​​often in conflict."

Tannembaum and Schmidt found the tendency to move from the accepted conception to a certain point during the 20th century according to which people thought the world as divided into "leaders" and "fools" to the "dynamics of Group "that focuses more on the group members than on the leader alone.

The two theorists have raised the question of a manager's dilemma about how it could be democratic in relation to its subordinates in that time, with the preservation of authority and control within the organization.

Tannenbaum and Schmidt have proposed a theoretical model to address this managerial dilemma by identifying the styles / types of leadership that a manager can choose to use in its relationship with subordinates regarding participation in the decision-making process.

The behaviour of the manager is heavily influenced by forces coming from his own personality and the problems he perceives through his specialized knowledge and his professional experience, among the most important forces influencing him are the following:

Its system of values. The poor of his beliefs about managerial responsibility in assuming decision-making and the importance he places on factors such as organizational efficiency and personal development of subordinates determines his tendency to move toward one of the two boundaries of the previously described continuum.

Trust in his subordinates. Managers differ greatly from the point of view of the degree of confidence they have in their employees at a certain point in time. That is why the answer to a question such as "Who is the most qualified to deal with this problem?" Can cause them, whether justified or not, to trust their pairs more than those of their subordinates.

Their own inclinations in leadership. Some managers feel more comfortable solving their own problems and giving orders while others feel more relaxed by taking on a role in a team, permanently sharing their functions and duties with their subordinates.

Feeling safe in situations of uncertainty. The manager who gives control over the decision-making process therefore reduces the predictability of the results. Managers vary according to the predictability and stability needs of the environment in which they operate. Tolerance towards ambiguity is increasingly seen by psychologists as a key variable in the way people deal with problems.

Before deciding how to lead a group or team, a manager must consider the forces that affect the behaviour of his subordinates, starting with the personality variables and ending with their expectations of how their superior works with them.

The more a manager understands these factors, the more accurately he can determine what kind of behaviour he / she allows subordinates to be more effective in activity.

Similar to individuals, organizations also have values ​​and traditions that influence the behaviour of people working inside them, elements that are communicated through multiple ways such as job descriptions, organizational policies, and public statements made by senior management.

In terms of leadership positions, some organizations believe that a person in such a position should be dynamic, imaginative, determined and persuasive, while other organizations put more emphasis on their human-related skills, efficacy with who work with people.

Regardless of which profile they embrace, the fact that an organization's top management agrees and promotes a particular model of leader will cause managers within that organization to focus on the behavioural styles of a particular part of the Tannenbaum-Schmidt continuum and less towards other.

In addition, employee participation in decision-making is driven by variables such as the size of work units, their dispersion or geographic distribution, and the need for intra-organizational and inter-organizational security to meet the organization's goals. For example, a large geographical dispersal of an organization may be a barrier to implementing a participatory decision-making system, even if it is needed.

For a more accurate understanding of the qualification term and how to acquire it, it is necessary to know certain specific terms so that I can form a clearer idea of ​​the analyzed aspects, namely:

By professional qualification is meant to pursue a vocational training program on the basis of which it is ensured the acquisition of specific competences, described by professional standards of occupational training, which allow this person to carry out in full and under conditions of legality, activities specific to one or more of many occupations / trades.

 Involved in a profession is a vocational training program that leads to the acquisition of one or more of the minimum professional skills necessary to get a job.

Professional competence is the ability to perform the required workplace activities at the quality level specified in the occupational standard or in the training standard.

The Occupational Standard can be briefly defined as the document describing the occupational activities and tasks specific to the occupation and the qualitative benchmarks associated with their successful fulfilment in accordance with the requirements of the labour market. All training programs that are not run through the education system are designed to meet these standards.

The vocational training standard is a structured document per unit of competence describing in terms of learning outcomes what a participant in a training program must demonstrate at the end of the training. The training programs developed within the educational units are designed according to these standards.

Professional skills can be acquired through formal, non-formal or informal learning.

The formal pathway is an organized and structured learning that takes place within an institutionalized framework with associated objectives, durations and resources, depends on the will of the learner and the completion of the institutionalized certification of acquired knowledge and skills.

 Achieving a qualification in crafts such as hairdressing, manicure, pedicure, hairdresser, cosmetician, etc., involves formal training programs that ensure the acquisition of professional skills in the professional training standards recognized at national level, namely:

A. Examining a form of education within the Ministry of Education – vocational school, technological high school, post-secondary school, in the aesthetics and hygiene profile of the human body, which ensures the acquisition of competences according to the professional training standard corresponding to the respective profession, and following the promotion and promotion examination certificate for professional competences, obtain the professional qualification certificate in crafts such as hairdressing, manicure, pedicure, hairdresser, etc.

The non-formal pathway is integrated learning within planned activities with learning objectives that do not explicitly follow a curriculum and may differ in duration. This type of learning depends on the intention of the learner and does not automatically lead to the certification of acquired knowledge and skills. This category includes the qualification that can be obtained through apprenticeship at the workplace. The law in its present form only imposes a minimum age from which a person may benefit from this form of qualification, and of some 16 years of age, without specifying the maximum age at which a person may benefit from this form of qualification. The apprenticeship contract is an individual fixed-term individual employment contract under which a natural person called an apprentice undertakes to professionally prepare and work for and under the authority of a legal or natural person called an employer who undertakes to ensure payment of the salary and all the conditions necessary for professional training. At the end of the apprenticeship period, the beneficiary will undergo a procedure for assessing and certifying competencies to approve the procedure for the assessment and certification of non-formal vocational competences, as subsequently amended and supplemented. Persons declared competent following the evaluation process shall receive a certificate of professional competence for the competence units in which they have been declared competent, persons declared competent for all occupational units of competence

Or qualifications receive a professional qualification certificate that collects all occupational skills specific to that occupation or qualifications in accordance with the occupational standard, i.e. the professional training standard. The abovementioned certificates have the same value as the certificates of graduation, respectively the qualification with national recognition, issued in the formal professional training system.

The informal way is to acquire specific skills in an occupation / job resulting from daily work-related activities, family environment, leisure, and is not organized or structured in terms of goals, duration or learning support. This type of learning is not dependent on the intention of the learner and does not automatically lead to the certification of acquired knowledge and skills. In order to better understand this form of obtaining a qualification, consider that a person whose parents own a beauty salon has acquired over time more competencies in the business, let's say, of the barber shop. This person can request an assessment and certification centre, conducting a procedure for assessing and certifying competencies, and if it is declared competent, the qualification for the barber profession will be recognized, thereby releasing a qualification certificate or certificate of proficiency by the number of competence units for which it was declared capable.

In the case of retailing, commercial vendors play a major role in the success of a business, with the exception of specialized shops operating on a low-priced market niche, in the case of services such as beauty salons, a special role in the success of the business Is the quality of the services provided, the ambiance offered by space, the kindness of the staff, which all together form a very useful marketing tool, which in English is called "word of mouth advertising", namely "oral, person-to-person advertising" . If the message sent in this way is a positive one, this form of advertising is extremely effective due to the fact that it is not

It involves costs; it targets the target audience and shows great credibility, as the person making the recommendation exhibits his own reputation. In big cities, another aspect that is good to consider when choosing a space for a beauty salon is the existence of nearby parking spaces, if there is no such possibility but at an appreciable distance this may constitute a factor with negative repercussions on potential customers coming from more distant areas of the city.

Even if no constructive changes are necessary, another aspect to be taken into account when choosing a space is represented by the technical data mentioned in the Land Book attesting to the desertion of the space in question. If the space is notified in the Land Book as a drilling it is necessary to change its destination by requesting from the local town hall an urban planning certificate to change its destination. However, the change of destination implies, as the case may be, the agreement of the neighbours and the owners' association. For buildings integrated into the Land Cadastre and Land Register System, it is advisable to proceed to the registration of the destination change within this registry.

In order to fully understand the necessity of noting the change of destination in the Land Registry, it should be noted that the information, once notified, whether it becomes opposable to third parties or that it acquires only informative character, according to the legal provisions it is contained in a Public Register, Informing the various public institutions or interested individuals, thus protecting both the present and the future both the economic operator and the owner of the space by the fact that any changes in the object of activity or the change of the economic operator managing the space in question Will also require the agreement of the neighbours, which may be a real impediment to the practice encountered and which in some cases can only be solved through the courts.

In all the activities carried out within a beauty salon, compliance with hygiene rules must be an absolute priority for any operator / aesthetician, regardless of whether they refer to the hygiene of the space, staff or instrument used. In view of the nature of the activity carried out, by strictly not respecting the hygiene rules and the proper

Disinfection and sterilization procedures, undesirable incidents such as infection of clients with certain transmissible viruses such as hepatitis, mycosis, bacterial infections, etc. may occur as soon as they come to the knowledge of potential clients, and as a direct consequence, the reduction in the number But also possible sanctions imposed by the competent authorities, which may even end up with the suspension of the cabinet's activity, and last but not least, in proven cases of infection of persons, possible civil damages requested by the clients concerned. Consequently strict hygiene compliance is both a legal obligation of the operator / aesthetician and the way of protecting one's own and the client against the various communicable diseases.

The surfaces, tools, equipment and accessories used must be cleaned, disinfected and / or sterilized in accordance with the legal provisions in force, observing the manufacturer's recommendations.

 Before going through these issues in detail, it is advisable to understand the meaning of the legal provisions, the terms of cleaning, disinfection and sterilization:

Cleanness – a mandatory, permanent and systematic preliminary step in any activity or procedure for removing dirt (organic and inorganic matter) from surfaces (including teguments) or objects by mechanical or manual operations using physical agents and / or Chemical, which is carried out in the cabinet so that the activity is carried out in optimal security conditions.

Disinfection – The procedure for destroying pathogenic or non-pathogenic micro-organisms on any surfaces (including teguments) using physical and / or chemical agents. The procedure does not ensure complete removal of bacterial spores.

Sterilization – the operation by which microorganisms, including those in vegetative state, are removed or killed from contaminated inert objects, the result of which is the state of sterility. The theoretical probability of the existence of microorganisms should be less than or equal to 1 in one million.

 The operator / aesthetician has the obligation to sanitize his hands whenever he is in the following situations: before and after the procedure; when accidentally contaminated with blood, body fluids or secretions; after removing the protective gloves; after use of the toilet; before and after dinner; after performing operations that lead to hand contamination.

Hand hygiene is ensured in accordance with the following rules:

 A) Hand washing is done with antibacterial soap and drinking water. Do not confuse, hygienic hand washing is not a substitute for hand hygiene disinfection.

 B) Drying is done with disposable tools or tools or by using a hand dryer; It is forbidden to use multipurpose textile tools.

 C) Hygienic hand disinfection is made with an antiseptic product of biocide products intended for hand disinfection. The antiseptic term is used for products intended for skin and / or hand disinfection. A biocide product means an active substance and preparations containing one or more active substances, conditioned in a form to which they are supplied to the user, in order to destroy, prevent, render harmless and prevent the action or exert another effect controlling any harmful organism by chemical or biological means. Hygiene hand sanitization procedure is done by washing or rubbing involving the use of a dispenser for the application of the product. Dispensers must be maintained in good hygienic and functional condition.

Antiseptics are used and kept in compliance with certain criteria, namely: an antiseptic product is used only for the purpose for which it has been registered; the directions for use on the product label are strictly observed; the concentration and the contact time specified in the authorization of the product shall be strictly observed; the bottle shall be marked with the opening date and the cut-off date until which the product can be used; at each use, the vial must be opened and closed correctly; the vial is handled carefully; It is forbidden to touch the mouth of the vial to prevent contamination; transhipping into another vial is prohibited; it is forbidden to reconstitute the vial; it is forbidden to fill a half-empty bottle in another vial; blending and the successive use of two different antiseptic products is prohibited; it is recommended to choose antiseptic products that are used as such and do not require dilution; bottled products are preferred in small quantities; after application, the antiseptic is not removed by rinsing, as the remaining effect is lost; except those used in neonatology, paediatrics and cavity irrigation, to which rinsing is required after each application; particular attention shall be paid to the composition of the product for the use of antiseptics in neonates; must be kept only in the original vials in order to avoid contamination and to avoid losing information on the vial label; the vials should be kept away from light and away from heat sources.

A beauty salon can be classified as various types of businesses, depending on the reasons why you requested a characterization of the type of business. The type of salon business allows for six possible answers, while the type of industry a beauty salon belongs to requires a series of fixed questions that can be expanded to further describe the type of services a particular salon offers.

Considered as traditional services, I can say that hairdressing and beauty salons are profitable and innovative businesses, this is due to the constant changes in fashion trends.

It is one of those business ideas in which there is a strong demand for various services related to personal care and grooming. Nowadays I take much more care for what this demand not only maintains but grows.

It is a business that spreads from generation to generation despite finding ourselves in a crisis situation which affects but in minor Measure with respect to other sectors, I will need to resort to this type of business on a permanent basis. This industry is a great business opportunity since it has a great tendency to expand and evolve.

The project involves the creation of a company that offers integral hairdressing and aesthetics services linked to another line of services linked to personal image and fashion.

Our competitive advantage will be to bet on diversified and quality services. In addition to the hairdressing service is added the extra offer of aesthetic services and comprehensive advice of the image, as Ill as the sale of specialized products and fashion accessories. I have chosen this municipality for various reasons, the first because it is the population in which I reside and in which I maintain an important circle Of friends and acquaintances and the second because the business will be located An area where there is no company offering the professionalized personal service advice and image. The offer of this business will be composed of services of hairdresser and complementary aesthetic services considered as traditional but also I will have personal shopper and aesthetic coaching for a unisex public.

There are key factors that I will take into account for success and will be the premises that will continue in the development of a deal: integrated services. Take into account the interior and exterior decoration and the correct location of the space dedicated to different areas; special services. Other hairdressing services like Wi-Fi internet, coffee, drinks, water, etc.; customer Support. The customer loyalty campaign is achieved with a personalized and individual service; trends. Be fashionable and follow the latest trends; campaigns and events. Renew and attend to always be fashionable which will have an impact on the business.

HRM research creates in time many models theoretically to help in the analysing and solve the problems about HR in an organization. HRM models are representations of an organization system that reveals process and relations that represented in the operation influencing the goals and providing analysed data for the organizations. These models are concentrate in explaining the influences and integrations of a specific problems that faces an organization in order of providing criteria that leads to a better understanding of the problem.

Chapter III

Business plan: personality traits, work and identity

Aesthetics with service of cutting, combing, dyed and straightened that also offers facials, massages and other complementary services in a spa.

Target audiences. Women, young people and executives who like to take care of their personal image of high and high socioeconomic level, as well as people close to celebrating a social event.

Infrastructure. Local minimum of 100m2, in Main Avenue of residential areas with high purchasing power.

Equipment. Toilets, adjustable hydraulic chairs, manicure tables, pedicure, spa, shampoo, acclimation, vaporizer, stretcher, high frequency equipment, brushing and galvanic.

Operational staff. Four hairdressers / stylists, a cosmetologist / cosmetologist, a manicurist, a pedicurist, an assistant, a receptionist and an administrator.

For most people, caring for a personal image is part of their lifestyle. This is especially true for women who work and who can give themselves time to indulge. They take care of their diet, exercise and are strong demands of beauty products and services. But the male gender is not far behind. Experts, consultants and owners of beauty salons agree that there are more and more who attend a spa on a frequent basis. In addition, it is more common to see them consume creams, gels, massages and even permanent. On the other hand, this same positive trend is observed in the personal arrangement for social events, which represents a market that will always demand the services of experts.

The care of beauty is an industry in constant growth, generating large volumes of sales and self-employment, even in times of recession.

The sector is mostly made up of micro, small and medium-sized enterprises (SMEs) of between 40 and 60m2, not counting the beauty salons in the informal economy, of which almost 50% are people who work at home. However, it is a market that still lacks much to exploit, compared to countries such as Japan, which has more than 500,000 businesses of this type.

This potential for development is due to the diversification of the sector, which resulted in spas and businesses specialized in nail or hair removal. While the aesthetics focused on the segments of high socioeconomic level chose to integrate services for skin and hair in larger establishments. It was enough to put massage cabins or tanning chambers so that they became centres of beauty.

Today, in addition to the traditional hairdresser that includes cutting, dyeing, lighting, styling and hairdressing, these centres also offer manicure and pedicure services along with facial and body treatments, such as skin cleansing or firming massages. Add relaxation and wellness techniques to a spa with wraps, moisturizing or aromatherapy. By having these complementary services, all the client's needs are met, generating higher income.

The main advantage of combining several specialties in one place is that the client usually decides to use more services than initially desired. For example, whoever is going to make a cut also arranges the hands and feet or those who leave a facial with disarranged hair pass to aesthetic.

Having a clear idea of the segment to which you are going, without distorting your concept, is the key to enter the market and attract loyal customers. For example, trends tend to leave behind the model of unisex aesthetics, to retake the concept of barbershop and attend to the growing male market.

Another idea is to set up a modern luxury barber shop under an entirely manly atmosphere that offers shaving and shaving arrangements. Or, exploit the new formats of express aesthetic for people who do not have much time to take care. And to give more value to your offer, what about including Wi-Fi connection services and everything you need for business men and women who carry the office in your hands.

To attract more consumers without leaving its market, Nicolás found the right segment in the universities near its branches. Through strong publicity campaigns he renewed his clientele and promoted the frequency of his visits, thanks to the packages with special prices that he created.

Remember that your target audience is people who demand high quality in everything, so you should not skimp on the budget of furniture and finishes of the premises. For an area of 100m2, you need to enable toilets with showers (for men and women), dressing rooms with lockers, as well as a 3x5m booth for spa services. You also need a reclining massage table with hydraulic lift, high frequency bros-sage equipment (mechanical brushing to remove dead skin cells) and a high frequency galvanic.

Some suppliers offer advice to make the spaces profitable with the furniture that best suits the needs. The most productive areas are those of cut and colour, to which half of the surface has to be allocated. The remaining space corresponds to the cabin, the warehouse and the toilets.

Even if there is still little literature that has been interested in work in beauty salons and hairdressing studios, there are outstanding research that represents a point of reference and discussion for our research. All of them are partly inspired by Hochschild's research that introduced the concept of emotional work. From the observation of the work of the stewardesses, Hochschild analyzes the ways in which the employees of an organization become emotional actors and their feelings are instrumented in favour of the mercantile profit. The author argues that when leaving the private sphere, emotions become emotional work: they are processed, standardized and subject to hierarchical control.

Interest in the daily processes of production of beauty ideals and approaches hairdressing salons as feminine spaces in which the diffusion of 'ideologies of beauty' is negotiated. From the in-depth study of a white middle-class beauty salon in New York, Gimlin places an emphasis on the agency capacity of both stylists and clients, and on social and subjective conditions that impose limits on their Adhesion to the models of beauty proposed by the great cosmetic industry.

Paula Black studied women's beauty salons, which historically fit as semi-public spaces of socialite divided by lines of class and race. Black is part of a definition of a profession focused on the presence of socially and culturally recognized knowledge, without neglecting the sexed nature of the professions and the power relations that cross them. Although the training and diploma received is an important component of professionalization, the author points out the aesthetic arguments about the nature of their work in order to affirm the professional character of their profession. Black highlights the central place of emotional work in the profession of beautician; cosmetologists widely agree that their job is to make their clients feel good.

The social relations and inequalities that are established between the different groups of occupants of the field of hairdressing and beauty salons will depend on their trajectories and their conditions of existence, especially the availability of the different capital resources. In this section we analyze the differentiation of the stylistic offer, in the field of hairdressers presented by the different social groups that participate and dispute the market, based on their position with respect to the economic, cultural and symbolic capitals of the countryside. For this, we selected in the empirical research indicators representative of the different capitals, as a source of differentiation of the stylistic offer.

First, as a contested field, personal beauty services in hairdressers are characterized by the competitive nature of the different market segments. These segments are shaped, in particular, by the availability or not of the economic and financial capital resources that allow access to the different socially stratified spaces of the city, to different characteristics of quality and size of the premises, type of equipment And furniture and leverage for the provision of services. An indicator of this economic capital is given by the initial investment capital to start the business. The distribution of hairdressers and beauty salons owners, according to the amount of initial capital invested, shows the inequality in the starting points.

The accumulation trajectory and the availability of these economic resources differentiate the possibilities that the different agents have to move in the hierarchy of establishments. The competition becomes stronger as the barriers to entry for new competitors decrease. In high sectors, where more technological resources are required for management, investment, human and cultural relations, these barriers make it difficult for new competitors to enter, which is why this market is disputed by a smaller group of businesses. On the other hand, in the middle and lower sectors, where these barriers decrease proportionally, there are a greater number of businesses with high competition.

This characteristic of the structure of the market has led to a real devaluation of the work of corporal care in the popular sectors, where a high percentage of women work at subsistence levels. Despite being an expanding service that is increasingly being demanded by men, women, adolescents, children, the elderly and the elderly, the dynamic of service provision, as a working alternative especially for thousands of women, leads to Work is devalued.

Secondly, in the field of hairdressing, the stylistic offer presents a great differentiation and inequality in terms of cultural capital. Bourdieu distinguishes three states from cultural capital: incorporated, objectified and institutionalized. The first refers to the knowledge incorporated by the agents; the second to objects in which cultural capital materializes, such as works of art; and the third to the diplomas obtained. In this case, we will exclusively take the formal educational level reached by the owners, since the data of the survey on specific training in the area of hairdressing and beauty do not allow capturing significant differences by stratum or gender.

Organizations spend important amounts with their employees, and because of the costs involved, these are some of the most obvious investments in human resources. Investing in people has proven to be the safest way to guarantee the survival of a company or to ensure its competitiveness and future. After Naisbitt and Aburdene, in the new information society, human capital replaced financial capital as a strategic resource.

· Human resources are unique in terms of their potential for growth and development.

Human resources are the only ones capable of producing and reproducing all the other resources available to an organization. People are the active resources of the organization because their potential actively contributes to increasing organizational efficiency and effectiveness.

· Managerial decisions in the field of human resources are among the most difficult.

All human resource management functions and tasks involve the preparation and adoption of staff decisions that need to assess situations of dual, moral, ethical and legal complexity. For example, decisions to hire more people with a certain skill and experience, to improve and promote staff, to dismiss, are just a few of the staff decisions.

Managerial decisions in the field of human resources must always be adopted according to the past and personality of the people they are referring to, as well as the interests of the other parties involved in the process. As A. Touraine states, between the events that affect people and the responses they adopt, their entire social life, all their professional expectations, all their hopes are interwoven.

People have a relative inertia to change, but compensated by great adaptability to diverse situations.

Managerial practice in the field proves that organizational changes are full of difficulties and traps, it involves risk through the unpredictable dose, and often even the behaviour of those who strive to accept or make changes generates resistance to change.

· Human resources are strongly marked by the time factor needed to change mentalities, behaviours, habits, etc.

Our values ​​often influence our views on behaviour in organizations. The issue of modern management is how to move from work to obligation, based on the conformity of work and its outcomes with external models (standards), to vocation work, which involves originality, departure from convenient patterns or identity with us.

Managerial relationships – subordinate must be generated by the principle of human dignity, regardless of the position occupied within the organization.

Meeting organizational goals is particularly important, but the means of achieving them must not violate the dignity of people, which must be treated with much respect. Thomas Murphy, former president of General Motors, thinks we should try to treat people the way we want and we like to be ourselves treated, as it will be better for both the individual and the organization.

The effectiveness of using all the other resources available to the firm depends, to an increasing extent, on the effectiveness of the use of human resources.

Of all the resource categories of an organization, human resources synthesize and express the most suggestive of management's specificity as a type of human activity. Management was defined by Mary Parker Follet as the art of making things happen with people. Hence, human resource management is vital.

The main objective of human resource management is to provide skill and experience in this field so that optimum and safe performance is achieved using the most appropriate methods.

Regardless of how it is organized, the work of an enterprise has two categories of objectives: long-term strategic, which have in mind the organization and planning of human resources; Operational tactical and administrative measures, which aim at activities aimed at day-to-day management of working groups.

Top managers in Romanian firms do not yet give enough importance to strategic goals in this area, either because of individual limitations generated by the lack of a minimum of knowledge or lack of interest.

Personnel activity is one of the most important, so organizations that professionally address human resources have all the chances of achieving high performance in all areas of activity.

In conclusion, in modern conception, people are not recruited and selected to fill certain vacancies, but they are sought and attracted to the very important role within the organization.

Conclusion

After all, I have formed a list of options to improve care in your beauty salon, captivating and retaining customers, which I am happy to share with anyone.

A freshly made coffee, a candy to give children or a candy while the client waits. The small details are not expensive and captivate consumers.

Do not ignore the value of an air-conditioned and impeccable environment, with harmonic colours and ambient music. Do everything you can to make the client feel comfortable, to the point of feeling that the beauty salon is an extension of their home.

It allows your customers to take turns before and after business hours, whether online, by message, by phone, via applications … in any way they can. It avoids generating difficulties in this process and values the preference of the consumer.

One of the strategies to engage customers from various segments, is the loyalty card, this becomes another criterion to motivate the customer to return to your establishment. Consider, for example, offering a 50% discount after every five cuts.

Nobody likes to feel cheated, does not it? If you can not keep, do not promise. This applies to the shifts, the duration of the cut, the prices and the final result.

Do not hesitate to ask customers about their preferences. Ask if there is something you want, if you liked the previous cut, if you need some alteration in the structure, if you have suggestions, etc. Attentive treatment motivates you to return in the future.

On special occasions, such as graduations, weddings or anniversaries, the client may spend a lot of time in the establishment. To avoid having a tedious experience, it is necessary to offer forms of entertainment, such as a television tuned to a channel of interest, updated magazines and free internet access.

Finally, it is worth remembering that it is necessary to invest in surveys that measure the level of customer retention and accompany this evolution over time. A good alternative for that is to bet on a CRM system that gathers up-to-date data on consumer behaviour. In this way, you will identify what gives result and what you can adapt to your company with more effectiveness.

If you have any questions, suggestions or advice on this topic, comment below. Take advantage to share this content with your friends, colleagues and collaborators, through social networks.

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