Leadership And Leading Leadership Practices In Top Quality Companies

Content

Introduction………………………………………………………………….page 2

Chapter I – Leadership skills and leading leadership practices……………….page 3

Focus on the Five Levels of Leadership…………………….………page 4

The notion of leadership………………………………………..…..page 6

The purpose of the control and strategic management………………..page 8

The difference between leaders and leaders………………………page 11

Chapter II – The impact of cultural differences on the management style………………………………………………………………………………………………page 16

2.1. The increasing importance of the study of culture in the contemporary world………………………………………………………………………page 16

2.2. Valuing cultural differences and harmonization…………………….page 17

2.3. Different management styles – expressions of cultural differences……………………………………………………………………………………..page 19

Chapter III – Management concepts upon the human behaviour and human nature……………………………………………………………………..page 22

3.1. Objectives, hypothesis, methods and techniques used in research, selection and description of the scope of the methods……………………………..page 26

3.2. The psychological profile of the subjects oriented towards theory X………………………………………………………………………….page 27

3.3. The psychological profile of the subjects oriented towards theory Y………………………………………………………………………….page 28

Chapter IV – Interview conduct………………………………………….page 32

Conclusions……………………………………………………………….page 45

Bibliography………………………………………………………………page 49

Introduction

A leader’s role in communication is determined by how many people perceive reality, by the ability to determine the selection of information, perception, interpretation of situations and how to make connections between situations and events. Issuing messages involves ordering thoughts and transmission of information. A clear communication from the leader requires special attention to the following information: description of the facts accurately, convincingly communicating opinions, feelings, ​​indicated values.

A good leader must be creative, to work and to think, to have no fear of new things, but to be in constant search of new shares, to provide, to have strength of character and fight to win. Also to be decided: to know what, when and how to obtain it. It requires good organization of the work performed, and when it has to do with knowing how to delegate complex tasks. A good leader respects the ideas of others and, why not learn from others. He must have the ability to select the best ideas and implement them, and the less good to improve. Only then his work will be effective and will run in the best frame.

In leadership, a particular importance for conversation skills for effective communication is called by some ‘the art of conversation’. The manner in which you make a verbal communication is an important part of the image and presence of the leader in quality management framework. One can have an exceptional IQ and have graduated with the highest grade and still not be able to successfully expose your ideas with your peers in the conference room and team leadership. One can be extremely competent in handling your investments and still be considered a partner to keep on unwanted ground by the people admired the most, if one has on one hand a number of interesting topics.

The communication group leader’s success depends on the ability to identify appropriate solutions to the problems they have to solve. Creativity is a structural element of human activity, represented by the inventive activities, unlearned, only able to generate knowledge and new experiences.

A leader with a creative spirit is characterized by: energy, the ability to generate large numbers of ideas, fast decisions, adaptation to change, originality, ability to overcome patterns, selectivity, creative memory foresight capacity such as creativity professionalism is a quality of a synthetic leader, defining the success of his actions. The leader’s success depends on the authority he enjoyed in front of the team, partners, competitors generally in the community in which he lives.

Chapter I

Leadership skills and leading leadership practices

In literature some definitions regarding the framework of leader/leadership formulated by specialists differ. In general, two main approaches are found. The first approach includes not only the leaders themselves but also staff specialists. A second trend category includes only those leaders who hold managerial positions effectively, that which they are directly subordinate to the other components of the firm which take management decisions, thus directly influencing the actions and behaviour of other people. The raw material is the potential leaders and subordinates their own talent to lead. Leaders exercising permanent or part, function prediction, organization, coordination, training and evaluation processes related to work performed by subordinates. Therefore, the scope of the powers, duties and responsibilities assigned to them is significantly higher than that of the runtime frameworks, natural reflection of the specific objectives and scope of their duties. This second approach we consider more rigorous whereas the leaders’ delineation is appropriate we reflect more specific upon the specific management process. The first approach is deficient because it does not distinguish between professionals and the managerial staff in the unit (which provides basic information and participate in the necessary management of the company temporarily carrying segments of management processes and relations) and actual leaders whose primary mission is to exercise foresight, organization, coordination, involvement and evaluation of the first ones. The specific work management processes is reflected in the high proportion to possess leaders having a number of qualities, knowledge, skills and behaviours required of all business components and in the knowledge and skills in this area. In the first category we are: intelligence, spirit of observation, memory, concentration, health, character, qualities necessary in any profession, but the dimensions increased for leaders, given the complexity and difficulty of management processes. In addition to the native qualities mentioned, leaders must possess certain knowledge on a greater extent of economic, psychological, legal, technical, mathematical and statistical trivia skills and continuous self, to work in team etc. Each leader is needed to have the skills, knowledge and abilities listed. Studies have shown that the higher hierarchical level is higher than the native qualities, knowledge and management skills required by higher intensities, decreasing in changing the pondering of knowledge, skills and performance skills. Regardless of the hierarchical capacity to decide, knowledge management, economic knowledge, the ability to manage people and the auto-perfectionism ability are more important.

To be a genuine leader is not just to drive a certain structure, as an organization, but it involves several things. There is a distinction between true leaders and those who only hold management positions. In order to become a true leader, a leader has several steps and paths to improve what involves overcoming each of them.

1.1. Focus on the Five Levels of Leadership

True leadership is not about having a certain job or title, and the election of a person to a leadership position within a company is the first of five levels that each leader must go.

In order to become more than just a boss that people will only be required for this, a leader must have the ability to invest in people who work with him and to inspire. Then, with the obtained results, it is necessary to have an effective team foundation.

Employees need support to develop their skills to become leaders in turn. The last level one must attain represents a genuine leader in order to extend its influence to benefit others beyond our immediate action and time.

The five levels of leadership are:

1) Position – People follow you because they are forced to do so

2) Permission – People follow you because they need to

3) Production – people follow you for what you did for the organization

4) Developing people – people follow you for what you did for them personally

5) Climax – people follow you for what you are and what you represent.

John C. Maxwell describes each level of leadership and presents advice on how a leader can achieve and master every stage, beating a person and becoming increasingly influential, respected and successful leader.

Position is the starting point for leadership to be built based on the influence of Loder. At this level, people with leadership came into world leadership, but this does not mean that others are entitled to ask them respect. Leaders rely on rights conferred on them by the organization to convince others to follow them.

True leadership begins to materialize with the permission. At level 1, subordinates do what they were required to keep their jobs.

At level 2, people start to unconditionally follow a leader because he has built a relationship with them. Since you get along with the leader, follow him with pleasure, according to John C. Maxwell.

Level 3 separates the true leaders who occupy this position without being nothing more than heads. At this level, leaders influence intensifies as you get results. ’Producers’ create a winning organizational culture and reaping the benefits of a positive moment and the high morale. In addition, their reputation of making things work in a team begins to attract people with significant achievements.

At level 4, the leaders pass from the manufacturers to profit from the developers to the people. Leaders come to understand that people are the most valuable asset of an organization and want to multiply the influence they have , helping those in their team to become leaders .

Developers are starting to see talented people and do everything possible to bring them into their sphere of influence. Increasing the power of the people on the team is reflected in the organization that develops significantly.

Only leaders who have a natural gift for this position reach level 5. Before reaching this level, leaders have gained a reputation for excellence meaning so that people follow them for what they are and what they represent.

Leaders who reach this level have created an inheritance that exceeds the limits of their organization and industry extends beyond the organization operates.

Leadership is a dynamic process of organization and coordination of a group in a certain period of time and in an organizational context, other members of the group in order to achieve tasks and specific purposes. This dynamic process of organization must be understood as involving management's ability to integrate and coordinate all the resources (human and technical) to achieve the desired results. This definition has the following implications:

1. Leadership is not necessarily limited to one person.

2. Leadership is a dynamic process influenced by a number of factors: organizational climate, group or individual characteristics, changes may occur in the manner of the tasks, etc. The most important implication of this fact leads to the conclusion that there can be a unique driving style, universally effective in all situations.

3. Dynamics of leadership involves focussing on those and not the effect, involves activism, initiative, foresight rather inertia and passivity.

4. Another implication of the definition refers to emphasize the importance of the human factor. Effective management means just the ability to integrate and coordinate the efforts of all members of the organization to achieve the desired results. Leadership is a social relation, namely, the relationship between rulers and ruled. There is a science of manace meaning so that people follow them for what they are and what they represent.

Leaders who reach this level have created an inheritance that exceeds the limits of their organization and industry extends beyond the organization operates.

Leadership is a dynamic process of organization and coordination of a group in a certain period of time and in an organizational context, other members of the group in order to achieve tasks and specific purposes. This dynamic process of organization must be understood as involving management's ability to integrate and coordinate all the resources (human and technical) to achieve the desired results. This definition has the following implications:

1. Leadership is not necessarily limited to one person.

2. Leadership is a dynamic process influenced by a number of factors: organizational climate, group or individual characteristics, changes may occur in the manner of the tasks, etc. The most important implication of this fact leads to the conclusion that there can be a unique driving style, universally effective in all situations.

3. Dynamics of leadership involves focussing on those and not the effect, involves activism, initiative, foresight rather inertia and passivity.

4. Another implication of the definition refers to emphasize the importance of the human factor. Effective management means just the ability to integrate and coordinate the efforts of all members of the organization to achieve the desired results. Leadership is a social relation, namely, the relationship between rulers and ruled. There is a science of management and scientific leadership (arts management). Management Science and interdependence is the sum of three components:

1) Theory of leadership (concepts, principles, laws)

2) Methodology management (specific methods designed to achieve leadership that: relevance trees method, case method, business games, critical path method, based on results, exception)

Scientific management is the concrete way in which science is applied in practice management.

1.2. The notion of leadership

The evolution of concepts in leadership is to establish three main stages:

1. The empirical management – dates back to the society and by the first decade of the twentieth century. It is characterized by being made based on experience, precedence, intuition, common sense, etc. However, during this period there were writings about these methods of leadership and exemplify the Code Napoleon. The end of this phase was characterized by economic and social transformations. The pass of free competition in the monopoly stage of capitalism, the emergence and development of monopolies in various forms, prompted improvements within the organization of production and labour, implicit in the concept of leadership.

2. The beginnings of scientific management stage – beginning decades of the twentieth century and lasts until the end of World War II is the period in which they occur first fundamental work management and founders of these early works are Frederic Taylor, considered the father of management, and for Europe, Henry Fayol, with his work in the industrial and general administration. Taylor and Fayol determined the basic features of the concept of scientific management, paying greater attention to technical and organizational element, the human factor somewhat neglected. Development of productive forces, science, and technology and application gains boosted the development of science management and turning it into a science in the true sense of the word. Start studying and taking into account the human factor specialists in production, which led to change traditional concepts.

3. The scientific management stage itself – begins in the fifth and sixth decade of the twentieth century and continues today. A number of researchers begin to pay more attention to individual work groups, relationships between individuals and groups working in part, the behaviour of each individual and group work. It achieved such unity between the human and technical factors on which enriches the range of methods and techniques used by management to achieve the objectives of the enterprise, with maximum efficiency. In this stage of scientific management has become a science with two features: interdisciplinary, systemic.

The system is a set of components interacting, self-regulating. The school is a system that has as an element the students, teachers, libraries, laboratories and in interaction and self-regulating. In a system that can distinguish several sub classifications as follows:

1. According to the nature of system components: technical subsystem sub-organization subsystem technology sub-human financial subsystem.

2. Components by function and the decisions to be taken: subsystem planning – strategic decisions are to be achieved, such as services plan subsystem operative – tactical decisions are made, for example, the service production subsystem execution.

After social level at which the leadership: macroeconomic management – in the national economy by the government, the management of agriculture, trade management, etc. micromanagement – as the company level.

Depending on the microeconomic decisions distinguish: strategic Leadership (top) – the Jiu Valley mines it is done at the National Coal Company average management (tactical) – at the mine lower management – at the level of departments, sector.

A management process can be understood as consisting of a variable number of points that can be alternatively defined but essentially management process contains three main points: information, decision control.

The concept of information is anything that leads to the reduction, elimination of the state of ignorance (ignorance) and uncertainty (uncertainty).

The types of information required drivers are:

General information management or information horizon:

information about forecasting, marketing information, information on new management methods, information on leadership styles

information for current decisions: information about equipment, information about production, supply information, information about employment

control information, verification of previous decisions.

1.3. The purpose of the control and strategic management

Effective analysis of an activity is not possible without systematic and organized analysis of its results. Control is simultaneously the last link and the last function of the management process, management functions are the provision, organization, coordination, training, and control. Control function of management is the need to ensure compliance of the plans results. It involves both continuous comparison of what was achieved with what was planned as the accomplishment necessary for corrections when they were observed deviations from plans. Control function, if done effectively, will give management a permanent feedback on how the objectives are achieved in a period of time. The control has a double aspect: ascertaining prospective – suggests corrections necessary in future work. Supervision consists of current operations that the system's internal leaders convince staff on the development process (manufacturing process, labour) which requires the physical presence of the guardian. Control operations are based on periodic, unannounced, that internal leadership, guardianship bodies, specialized control bodies (e.g. the quality control, health control, financial control management) verify the results of which may not physically present advertisements one that makes control (such as quarterly and annual balance verification by the General Directorate of State Financial Control County accepting the forms are sent by postal services). A good monitoring and control system must: to provide information about all actions and decisions at all levels to allow assessment of the state in which the objective permit the taking timely corrective measures. Control helps leaders to identify potential failures related to manufacturing defects in products increasing costs unnecessarily increase the number of staff etc. Identification of a These irregularities can save time and money by preventing relatively minor phenomena, with time, can make a special scale. Faster identification of errors leads to avoiding the emergence of failures difficult to subsequently rectified, such as exceeding the time limits for delivery or sale of products of poor quality.

Through accomplishing control leaders can increase the number of decisions made at lower levels of the company while maintaining the same time, control over the process. This allows the company exercising control subunit upon the main principles by monitoring return on investment and maintenance, while decentralized management.

Strategic management is practiced, more or less consciously, of all organizations, regardless of their size, type of ownership and scope of the act (economic, social, and political). What follows is survival of the organization in the constantly changing, overcoming hardships goals.

There is a clear difference between strategy and strategic management. Strategic management is to be practiced by upper level management unit responsible for the future of the organization, with all that it implies. Strategy is a component of strategic management refers to fundamental goal setting. Tactics fixed routes, methods, embodiments of the strategy.

Strategic management involves: to think in strategic terms that is tailored to your major and lasting company strategies and policies to current operating instruments within the firm strategy to be continually adapted to environmental changes in endogenous and exogenous variables, in other words, the strategy is a way of adapting to the environment and market orientation.

In general, definitions of strategic management focuses on specific aspects such as management forecasting, using planning adapt the organization to the environment, the use of strategies and policies.

J. Pearce and R. Robinson shows that strategic management is the set of decisions and actions resulted in the formulation and implementation of plans designed to achieve objectives. Corneliu Russu defines strategic management as a process by which the leadership of the organization determines the long-term evolution and performance, ensuring rigorous formulation, proper and continuous assessment strategy set.

According to the same author, strategic management has the following components: purpose, mission, objectives, strategies and policies.

The purpose defines the company as a global organization with a certain status and a certain domain. For example, the purpose of economic organization is the production and distribution of goods and services.

Mission is the transposition of the current situation in a new course of action based on perceived future. It expresses synthetic leaders how to think about future work. The importance of the mission is determined that: defines organization in a certain stage of its development the starting point for the strategic management is an element of realizing the strategy without which it can begin strategic planning.

Objectives: what company seeks clearly and precisely is achieved through strategic thinking and action type.

Partial strategies on areas or activities have their own missions and objectives derived from the general ones.

Policies can be seen not only in the form of declarations of intentions, but as a sum of actions expressed in programs that ensure practical implementation strategies. Policies make the transition from high flexibility inflexibility strategic planning specific operational planning (budgeting).

Strategic management is a process that takes time and action, without immediate results, it is a practical and immediate solution to all problems of the organization, but an extra chance to adapt and progress can be harnessed through competence and work.

There are many arguments for the strategic management discipline to become a unitary, coherent exceed probably in complexity and importance, management of the production, seen in this context as a comparison.

Through the design, qualities and styles can be set certain driving patterns.

There is generally a good leader because leadership, the relationship between rulers and ruled, its success depends on the degree of concordance between the characteristics of the driving and driver characteristics. Thus, it may be a very good leader in a mine but moving it to another mine and the same concept of driving to get bad results. It follows, therefore, that there is no single model of a good leader but several efficient leaders. Through the type of designated leader the whole of the main features on the qualities, knowledge and skills of a category of its own executives gives them essentially the same approach in the basic aspects of the processes and management relations, behaviour quasi permanent special leaders. In other types of leaders literature varies from a specialist to another, depending on the specific criteria that were the basis for their boundaries and combinations of these criteria.

1.4. The difference between leaders and leaders

All these classifications have a relative value, they are only indicative in that draw attention to the contrast between top leaders and leaders stimulate the weak and tend to fall into categories better leader. Especially in practice it is very rare that a leader will fit in a category.

Examples of classifications:

At the level of motivation driving function: hypo-motivated leaders – refused leadership positions normal-motivated leaders – neither want nor refuse management function hyper motivated-leaders – want at any cost management function.

After driving style: autocratic rulers – deliberates alone, just trust in them democratic leaders – train team trust people permissive leaders – but others do not lead them

Once the item (human production) that is focused leaders: leaders focused on production, essentially people-focused leadership, leaders focused on production and people.

Leaders focused on production are valued typically the upper echelons although statistically proved that the collective leadership focused on people performing.

Typology that combines three criteria: competence, honesty and creativity. And in this case appear eight types of leaders in extremes: incompetent, incorrect innovator at extreme positive: competent, fair, and innovative.

Research latest delineated and other leaders. For example, the French Chalvin delimits 10 kinds of leaders: organizer, participative entrepreneur, realistic, maximalist, bureaucrat, demagogue, technocrat, opportunistic, utopian modernist. Another specialist, American professor Keith Davis, distinguishes four types of executives: autocratic, custodial, supportive and collegial. There are types of anti-leaders: abrasive, arrogant, explosive, unfaithful and cowardly.

In companies of distinguished Romanian kings of the state in the current period – taking in knowledge and management skills, and especially, the ability to manage people – three types of leaders: participation, participatory-authoritative, authoritarian.

Participative leaders is characterized usually by a solid grounding in both management and in the field within which the work of the group led hence the lack of reluctance to address shared with subordinates, bosses and colleagues, problems involved. They ease human contact, imposing the knowledge, tact, attachment.

Delegates widely whenever necessary, carry out actions. Use power, the power given with caution, representing only a support for the objectives assigned.

Authoritarian type of leader is characterized by its location at the forefront of hierarchical relations of subordination, using small-scale delegation and consultation with subordinates, sometimes to mask some gaps in training.

Pleasure to exercise the powers granted to order, combined with certain inefficiency in addressing the friendly manner of subordinates, and often reflects an austere climate, reserves from subordinates characterized by excess controls the Head, which diminishes the initiative and creativity of staff.

Participatory-authoritarian type leader consists of a combination of relatively equal proportions characteristics of the previous types.

The investigations made that during the transition to a market economy in State companies and directing this type of leader is the most common.

Entrepreneurs are characterized by a strong personality and, based on the power it confers ownership position tend to be often quite authoritarian.

The meaning of concepts such culture, organizational culture, individual culture or management style has been the concern of many theorists from the significance of concepts such culture, organizational culture, individual culture or management style has been the concern of many scholars in the field of management literature. As these studies have illustrated the dilemma culture-individual ratio occurs at the organizational level, you have to decide whether we remain prisoners of their own values – which, for reasons of vanity or convenience, we are willing to impose and to others, or recognize and act in accordance with existing rules in the environment in which we operate, the desire to be accepted as members of the group to which we belong.

Most times, however, is impossible dividing the territory governed by the personal values under the sign of organizational values and manifestation of the two sets of values becomes a game of circumstances and goals that we set. Reciprocal influence exercised dichotomy individual values, organizational values is a problem that is triggering a constant and far from exhausted, and the concept of synergy seems to be the answer in this situation: if the individual values of the members composing the organization and the values promoted by it is not compatible and complementary, it is impossible to achieve organizational performance while personal satisfaction and employee. If we note that both elements are absolutely necessary to achieve and maintain each of them, then we conclude that the ratio between them is as difficult to determine as it is essential for understanding the relationship between personality and culture, scope management literature. As these studies have illustrated the dilemma culture-individual ratio occurs at the organizational level, you have to decide whether we remain prisoners of their own values – which, for reasons of vanity or convenience, we are willing to impose and to others, or recognize and act in accordance with existing rules in the environment in which we operate, the desire to be accepted as members of the group to which we belong. Most times, however, is impossible dividing the territory governed by the personal values under the sign of organizational values and manifestation of the two sets of values becomes a game of circumstances and goals that we set.

Reciprocal influence exercised dichotomy individual values, organizational values is a problem that is triggering a constant and far from exhausted, and the concept of synergy seems to be the answer in this situation: if the individual values of the members compose the organization and the values promoted by the are not compatible and complementary, it is impossible to achieve organizational performance while personal satisfaction and employee. If we note that both elements are absolutely necessary to achieve and maintain each of them, then we conclude that the ratio between them is as difficult to determine, as it is essential for understanding the relationship between personality and culture.

Some leaders inspire, motivate some and do not let others fail to engage employees. The entertainment industry seems to have created the perfect formula for the character ‘weak leader’.

When employees choose to leave their posts, it is often because the leader or relationships with people in their working environment.

An ‘efficient’ leader assumes responsibility for ensuring that every individual in his department and that the respected business team gets results. Successful leaders require both talent and skill.

Leadership skills can be developed through training courses, mentoring, and experience. But if a leader lacks natural talent when he changes to be successful will decrease significantly.

Most productive companies are usually more proactive than other companies in the industry where appropriate to identify and develop effective leaders. The six common management success traits include communication, leadership, adaptability, relationships, development of others, and personal development.

A leader with good communication skills is able to instruct, as well as able to listen. Leaders who can communicate effectively can process information and then they can transfer their teams clearly. Effective leaders should be able to understand, decipher and then convey their vision of the organization’s employees in order to maintain productivity.

Leadership is an attribute that many leaders lack despite their function. It is common practice for companies to promote their employees with the best results, but sometimes the best seller does not compare with the best leader. True leaders are able to instil confidence, to provide leadership and to delegate responsibility among team members.

Adaptability also contributes to the effectiveness of a leader. When a leader is able to quickly adapt to unforeseen situations, he is able to lead the team as well in order to adapt. Adaptability also means that a leader can think creatively and find new solutions to old problems.

Effective leaders must strive to develop personal relationships with their teams. It is likely that employees exceed expectations when they trust their leader. When leaders establish a relationship with employees, it is based on trust and employees feel put in value. Employees put in value are more likely to do a good job.

The best leaders know employees' development needs and how to provide them so that they become successful ways.

Developing others involves cultivating talents of each individual and motivating individuals to channel these talents to productivity.

Finally, an effective leader is aware of their own personal development.

In order to successfully develop and lead others, leaders must try to improve themselves.

A leader who is willing to learn more and to use their natural talents to maximum capacity will be able to encourage the same behaviour from its employees.

Effective leadership is composed of several key components, and is not easy. Organizations need to recognize the traits associated with successful management and then to promote employees based on these traits. Employees with the best results are not always the best leaders, but employees who naturally transmitted by the desired quality leaders are certainly effective and successful in leadership positions.

Effective management of safety and health at work is a key factor in maintaining success. It is important that people in senior management positions to try to prove effective leadership skills in health and safety, which is an integral part of their other responsibilities and obligations.

Effective management is to ensure the health, safety and welfare of all staff by reducing the risk and protect against accidents and illnesses arising out of work activities.

It is the duty of the leader to provide strategic guidance for the management of health and safety within their organization and motivate staff to engage effectively in optimal performance in health and safety.

There is, therefore, an important difference between leadership skills and health security and health and safety management. Leadership skills are strategic and operational management is. In the following, the focus is on leadership skills, especially people in positions including senior management and board members.

Leadership skills is one of the main determinants of welfare employees are fundamental to promoting and sustaining a safe and healthy workplace.

Inadequate leadership and management skills in the workplace can have many negative consequences for employees.

The scientific literature has found a close link between the size of management skills and improving the welfare of employees (i.e., low levels of anxiety, depression and stress related to work), the low rate of sick leave and disability pension low number.

Inadequate leadership and management skills have been identified as predictors of outcome determinants security within organizations and could be related to employee involvement practices a healthy lifestyle. In addition, numerous studies have found that strong and effective leadership skills have a positive impact on the health and wellbeing of employees.

Chapter II

The impact of cultural differences on the management style

The meaning of concepts such as culture, organizational culture, individual culture or management style has been the concern of many scholars in the field of management literature. As these studies have illustrated the dilemma culture-individual ratio occurs at the organizational level, you have to decide whether we remain prisoners of their own values ​​- which, for reasons of vanity or convenience, we are willing to impose to others, or recognize and act in accordance with the existing rules in the environment in which we operate, the desire to be accepted as members of the group to which we belong.

Most times, however, is impossible dividing the territory governed by the personal values ​​under the sign of organizational values ​​and the expression of the two sets of values ​​becomes a game of circumstances and goals that we set. Reciprocal influence exercised dichotomy individual values ​​, organizational values ​​is a problem that is triggering a constant and far from exhausted, and the concept of synergy seems to be the answer in this situation: if the individual values ​​of the members composing the organization and the values ​​promoted by it is not compatible and complementary, it is impossible to achieve organizational performance while personal satisfaction and employee. If we note that both elements are absolutely necessary to achieve and maintain each of them, then we conclude that the ratio between them is as difficult to determine as it is essential for understanding the relationship between personality and culture.

To achieve this goal, in what follows I will analyse how literature presents culture and its implications in management.

Thus, attention will be focused on recent studies (occurring mainly after 2000) to outline the relationship between culture and the manner in which an organization is headed.

2.1. The increasing importance of the study of culture in the contemporary world

Although the need for intercultural approaches is clearly linked to globalization and internationalization of business, associated phenomena seem to be an endless source of debate. The difficulties of communication between cultures, culture shock and adapt to another culture, market failure and personal frustrations derived from these are just some examples of the challenges that accompany organizations, whether public or private, on their way to performance. A multinational corporation, for instance, is much more than just production units operating in several regions of the same country or in several countries.

Regardless of the activity of an organization, it is clear that different cultural environment in which it operates (i.e., the external environment) and cultural diversity of employees (i.e., internal environment) plays a decisive role in the smooth running of the business. Culture performs five main functions:

allows communication between individuals through a language known and shared by them makes it possible to anticipate how others respond to the actions of individuals

provides standards for distinguishing between good / bad, ugly / beautiful, moral / immoral, tragic / funny, safe / dangerous, etc.

Provide knowledge and skills needed for survival and coexistence in a social environment identifying individuals from the same culture and self-inclusion in a group with similar interests and preferences.

In addition, it must be recognized that each individual and group (regardless of the criteria on which it is made: profession, education, gender, demographics, religion, etc.) Are carriers of their own values ​​, skills and beliefs, opens the way to identifying methods and instruments designed to put these values ​​, skills and beliefs in the service of creating and maintaining competitive advantage of the company. Here the decisive factors driving, personal qualities and appropriate management techniques need to do this. As noted, a modern efficient management should be transcultural any form of cross-cultural management begins with an effort to recognize cultural diversity without judging .

2.2. Valuing cultural differences and harmonization

Many companies change their structure in an attempt to become more flexible, more agile, better able to adapt quickly to the challenges of the new economic environment, political, social or military. Network organizations or those based on work teams, networks and / or global cell or virtual teams are some of the structural changes adopted to optimize collaboration and communication within enterprises. Without denying the benefits of these organizational structures should be emphasized that their effect would be insignificant if it were not backed by an exercise of leadership in encouraging the creativity of employees and their active involvement in achieving a common goal, namely organizational welfare. Team spirit is not allowed, under any circumstances, stay at goal or ideal, but should be put into practice and felt by every employee. Talking about a real team, the above authors consider as a group of people with complementary skills who are committed equally to a common goal or objective and adopt a work style knowingly . Based on this definition, the authors sketch team picture performance the leaders mobilize energy and synergy of cultural differences to get multiple perspectives and constructive approach to professional problems. More specifically, a leader must face the following challenges: resolving possible conflicts arising from cultural diversity of employees encouraging and maintaining a working atmosphere conducive to creativity, free expression and individuals promoting open communication within the team by establishing interpersonal relationships based on empathy.

Although these requirements appear naturally, belongs to a modern and efficient management style, their implementation requires an arsenal of personal traits and leadership techniques, which may be designated by the generic term “intercultural competence. Its purpose is valuing cultural differences within a group and consists of talent to establish and maintain relationships with other individuals, the ability to disseminate relevant information to a specific target, the existence of personal characteristics (e.g. empathy, warmth, charisma, openness etc.), knowledge of culture / cultures that come into contact, or ability to cope with hostile feelings, anxiety, uncertainty, etc. These are the ingredients of the model proposed by the authors previously mentioned regarding cultural competence, which starts from the idea that the harmonization of cultural diversity requires knowledge of the culture they interact (language, traditions, beliefs, norms, etc.), personal skills (communication clear and accurate understanding etc.) and personal orientation (interaction empathic emotional reactions, tolerance, etc.). It can be said that the identity of an enterprise is given by its culture because it gives a set of unique features and own that distinguish it from other organizations. And yet, we must not ignore the fact that within this seemingly homogenous entities are found numerous micro -cultures (at office or department, for example), and these in turn are made up of individuals with their own cultural profile. As noted, personality and individual values ​​are reflected explicitly or implicitly in the performance or competence, competitive or innovative spirit, ability to work in a team or how to relate to others. It is easy to see that we are dealing with a diversity double propagation direction: from top to bottom have its dissipation, while bottom-up all these profiles converge to build enterprise culture. This reminds of a cultural dilemma: report of mutual determination between the individual and the organization.

Another report of determination that can be raised is: to what extent is it influenced by the organizational culture leadership styles practiced within the company? I believe that this question is justified given that different employees have different impacts on an organizational culture. By this statement is not meant to minimize individual contribution on the creation of a particular culture, but emphasizing the link between leadership styles and outlines the type of culture that time. Whether we are talking about charismatic leaders, autocratic, democratic and transformational links between culture and leadership style is one cyclical: “Every leader has their own style, which is influenced by corporate culture, which leads to the imposition of a particular style of management becomes gradually behavioural norms expected of employees and leaders adopted.

2.3. Different management styles – expressions of cultural differences

As people from different cultures believe different things, dress and speak differently, in the same way they behave differently at work because of attitudes and values. Although the literature is replete with management models developed, for example, by geographic region (U.S., Europe, Japan, etc.), in what follows I will review some approaches to this issue in the light of articles published in recent years. Miroshnik presents the results of a study on management styles in nine European countries, the U.S. and two Asian countries: Indonesia and Japan. Subjects' responses mirrored significant discrepancies in the understanding and application of leadership concepts such as hierarchical position and the exercise of power, problem solving and professional competence. With clear reference to the cultural dimensions of Hofstede 's theory, respectively, individualism – collectivism, power distance, uncertainty avoidance, masculinity – femininity, short -term orientation term) clearly demonstrated the impact of cultural diversity on organizational behaviour. This is how Americans perceive the hierarchy as a means of organizing and facilitating problem solving tasks and relations between bosses and subordinates based on collegiality and collaboration. On the other hand, the majority of Asian respondents see an expression of organizational hierarchy of authority and power. As the superiors’ ability to provide solutions to solve problems, Europeans and Americans believe that subordinates should be allowed to find the right answers (encouraging such creativity and participation), while such behaviour would be labelled as incompetent by Asians.

In another study that focused on behavioural differences in negotiations, Lin Miller focused on China and the USA. Starting from the model to Hofstede, the authors confirmed that Americans belong individualistic culture that values ​​the freedom, competition and defending their interests. The Chinese, on the other hand, have a collectivist culture, centred on the needs of the group and maintaining harmony within it. Consequently, the behaviour of representatives of the two cultures in the negotiations will be different: the Chinese will avoid direct confrontation and try to reach a compromise acceptable to both parties, while Americans will focus on tackling of problems and use legality or strain. Matveev and Milter examined how U.S. firms can enhance the activity points of work in Russia, a country that offers attractive market with 150 million consumers and rich natural resources.

Cultural differences between the two countries are significant and are economic, political, ideological, religious and social. Unlike American culture, the Russian is collectivist and moderately masculine and Russian employees tend to depend emotionally colleagues are more traditional and prefer decisions hierarchically or by majority vote. Consequently, organizational behaviour, attitudes and values ​​in the workplace (namely, organizational culture) differs for employees from the two cultures, although, through the order of Vallaster’s analysis is more about marketing (brand development of a product that has impact on consumers in different cultures) intercultural implications of this are obvious. Thus was formed a study group (which the authors have called hybrid culture ) consists of two Austrians, a Turk, a French and Swedish, whose role was to identify the brand with the highest potential to attract consumers of these crops.

Authors' findings were indicative of the decisive role of the leader in the harmonization of cultural diversity: in the initial stage team members were allowed to reach a solution on an equal footing, the subsequent step was appointed a leader who had experience and training required of working in a multicultural environment. In the first phase, participants were not able to solve the problem, while the presence of the leader resulted in interaction, cohesion, open communication and honest expression of feelings, desires and personal opinions. Another factor is related to international business expatriates – employees who leave their country to work in different cultural environments. As the Haslberger, they must go through three steps in purposes of adaptation: adaptation overall interaction with the new culture and adapt to the working environment. Emotions, uncertainty, away from home and / or family are just some of the hardships that expatriates have to face. It is imperative therefore, that these difficulties are alleviated by the acquisition of intercultural skills that transition shock is not felt so keenly. Large corporations take seriously these issues and develop even expatriate management programs, but the author believes that there is much to do in this regard.

Finally, Kameda has elaborated on how the use of English affects business Japanese companies in other Asian countries. Although this knowledge could reduce cultural challenges and facilitating communication, the study proves otherwise. The explanation is that communication style (meta, non-verbal communication, etc.) differs from culture to culture, so “it is totally wrong to think that speaking English well is to communicate effectively . Therefore, it is not surprising that large Japanese corporations treat intercultural skills as a strategic priority.

The conclusion of this work amply illustrates the difficulty of intercultural issues facing companies today do not only increase the usefulness of intercultural management in the contemporary business environment. Starting from the idea that these challenges cannot be solved only by using techniques and methods offered by it, bring back to the fore the relevance of ethics, motivation and professional ethics in valuing cultural differences in organizations, regardless of the subject of activity and specificity.

Chapter III

Management concepts upon the human behaviour and human nature

The need for management of social life as its various systems and subsystems is so fierce nowadays, that – some authors, did not hesitate to assert that economic and social development depends largely on how it conducts and that so he ear as the result of leadership.

       The transition to a market economy is subject decisive implementation in all parts of the economy, management, implementation by professional leaders.

        Mc Gregor argues that concluded that after examining the available literature in the field of organizational, as well as the examination of strategies and management practices, there are two sets of assumptions about the human nature.

He defines two alternative sets and also opposed by two formulations deliberately neuter and theory X and Theory Y. These two theories are actually two management concepts about human behaviour and human nature.  

Some leaders adopt in exercising their authoritarian style, strict management models involving coercion and threat (sometimes disguised), strict supervision, and strict control of the behaviour. Planning this leadership style entails major difficulties: the emergence of antagonisms, sabotage targets, lowering the yield and efficiency.

        Other leaders adopt a leadership style liberal, permissive management methods involving the granting of permissions required, satisfy desires, achieve harmony, people become more docile and accepting the leadership. Governing this way involves difficulties: it can reach harmony, but and productive results, people continued to ask more, but give increasingly less (the X theory).

         Consultative and participatory leadership in encouraging people to direct their energy to achieve organizational goals, give them some discretion, offers important social and meeting of needs assessment (the Y theory).

In an effort to review and critical analysis of theories of leadership styles, JB Ritchie argues that, to a large extent, confusion about the use of the concept of leadership style is determined by the absence of a distinction between attitudes (what author thinks and he says that he believes) and strategy (the means or methods employed by him in the exercise of proper management).

In fact, it recognizes the existence of two levels of incorporation in leadership. A first level style is kind mentalist and includes cognitive and affective sets indicative relatively homogeneous structured.

In relation to those who interact or object they manipulate, Order or activate them, the leader has, and / or exhibit knowledge, beliefs, convictions, positive affective states or negative ones. The degree of their structure varies, but anyway incompatibilities of them are unpalatable, constantly tending to consistency and consistency. It is thus cognitive or affective sets, which most often take the form attitudes that interpose such as screens between leader and world people and objects interact they activate or Order.

On the basis thereof and, most often, according to them, are set management actions or strategies applied to address and solve problems.

This is the second level of leadership style, having a general instrumental nature. It is about methods or integrated actions are centred on leadership issues, providing opportunities and solving approach.

The two dimensions of leadership style combination could be more strongly emphasized if it will consider the theory of Mc Gregor, about leadership and motivation at work.

Mc Gregor argues that concluded that after examining the available literature in the field of organizational, as well as the examination of strategies and management practices, concluded that there are two sets of assumptions about human nature.

       He defines two alternative sets and also opposed by two formulations deliberately neuter and Theory X and Theory Y.

       A cups two theories are actually two management concepts about human behaviour and human nature.

Theory X assumptions are:

Those used are, by their nature, indolent, devoid of ambition, selfish, tending to work as little as possible

Due to their land aversion towards work, people have coerced, controlled, conducted, threatened and punished to make them work in order to achieve organizational goals

The person prefers to be directed, avoid responsibility and is dominated by the need for security more than anything else.

     These are the basic assumptions of the classic scientific management or, as said Mc Gregor, the traditional conception according to which management task is to use human energy to achieve the organisational requirements. It is obvious that acceptance or support of such assumptions by management has a number of implications on the management approach. Here's how it can be defined:

           1. According to the prospects of the X theory is the fundamental principle of management which refers to guidance and control by exercising authority

           2. If organizational requirements are more important than the needs of the people, the government's role is to direct the efforts of the people, to motivate and control the direction meet organizational needs

          3. The inertia, passivity and even endurance specific human nature, determine the necessity of activating the organization's members through coercive, punitive or rewarding. This motivational strategy has its rationale in not recognizing other human necessities than physiological and security.

           Theory X assumptions reflect the traditional view adopted by leaders who seek to justify authoritarian leadership style that we adopt and practice it.

           In contrast to theory X, theory Y assumptions about human nature are:

People invest their energy in physical and mental work as easily as they spent in amusement or recreation

People do not only react to threats and permanent control but have the ability to be self-directed and self-control

Employment at work can be done and the interior motivations

               4. In favourable conditions, people not only accept, but would like to assume responsibilities. Avoiding responsibility, lack of ambition, increased security is not characteristic of human nature

People have the ability to exercise imagination, ingenuity and creativity in solving organizational problems

The potential in intellectually normal persons was only partially used.

            As seen, the theory Y assumptions are those of the humanist leader type who adopt an optimistic outlook on the attitudes and capabilities of people. Obviously, the implications of this theory for leadership approach will be totally different from those of the X theories:

According to theory Y leadership is the fundamental principle of integration, or creating organizational conditions and methods by which people can achieve their own goals best by directing their efforts toward achieving organizational objectives

The most effective modality for achieving organizational goals is to provide them with the needs and goals of the organization's members

There premises incentives for innovation, discovery of new ways of organizing and directing the human energy.

    By formulating the two theories, Mc Gregor opened a new perspective on leadership.

       His theory is relevant, not only by considering two alternative sets of assumptions about human alternative, both in their implications for how the crystallization of a leadership style because his theory advocates consideration of factors influencing the adoption of a style or another.

     Theory Y, as seen by its assumptions, reconsiders the human element, it emphasizes the real attraction of the people in the organization in charge, the organic integration of their goals and objectives of the organization, thereby, the practice of collective leadership style, democratic participation.

   Of course, the two theories are absolutist, between them there is a fairly large range, which can fit both conceptions of leaders about the people they work with, and attitudes of people in the organization in response to these concepts.

       The fact is that from the two theories of McGregor can detach their consequences on humans, in at least three areas of management: work motivation, decision-making practices and methods of control.

    From this perspective, we can identify what we have shown above, the structure of the two types of leadership, namely: style authoritarian and democratic participative style.

  Of course, in reality, depending on the proximity of theory X and theory Y there are nuances of these two types of leadership styles, even the possibility of their interior aspects to some leaders, under certain conditions and in certain moments.

       Theory X and Y are Teotim management strategies.

       They are the fundamental beliefs about human nature that influence the leaders in adopting a strategy preferable to another.

    In fact, according to other characteristics of the leader 's vision of reality, as the specific situation in which there is a leader who assimilated beliefs that I have called Theory X, could take a considerable lot of strategies of some may be typically called <hard> and others could be called <gentle>. The same is true for Theory Y.

        It is obvious that the two theories should be considered as representing positive and negative extreme of a continuum that symbolizes “management philosophy so it is expected that the opinions, beliefs and attitudes of a leader on the people and human nature can be found any puncture on this continuum.

        If feelings, orientations, attitudes of leaders on people and human behaviour are negative, there will be a tendency for it to adopt a more authoritarian leadership style focused on exercising and permanent control.

        Beyond that it is hard to imagine that in reality be a style that can be identified by the negative extreme confusion suggested by Mc G REGOR anyway adopting a style of this kind has negative long-term implications.

        On the other hand, positive orientation toward people – suggested by theory Y will have a number of positive consequences on the employment and use of participatory management techniques.

        It is not hard to imagine that people who are treated in spiritual theory X will develop a range of appropriate behavioural reactions how they are treated. It is expected that a strategy to approach people based on theory Y assumptions lead to positive behavioural reactions.

     In other words, we can say that the philosophy of leading employers in reporting how people plays a formative guidance and even for their behavioural responses.

3.1. Objectives, hypothesis, methods and techniques used in research, selection and description of the scope of the methods

Rulers, because we must exercise the function they have, leads subordinates to work.

          Some leaders adopt in exercising their authoritarian style, strict management models involving coercion and threat (sometimes disguised), strict supervision, control severe behaviour. The exercise of this style of leadership entails difficulties in importance: emergence of antagonisms, sabotage targets, lowering the yield and efficiency.

        Other leaders adopt a leadership style liberal, permissive, granting permissions management methods involving silica, satisfying desires, achieve harmony, people become more docile and accepting the leadership, but this way driving and involve difficulties: it can reach harmony, but and productive results, people continued to ask more, but sad it increasingly less (theory X).

       Consultative and participatory leadership encourages people to target their energy to achieve organizational goals, give them some discretion, offers important social and meeting of needs assessment (theory Y).

This paper has two specific objectives, namely:

   First is the fact that aims to highlight the personality profile the leaders as linking the personality profile of leaders and leadership orientation.

The second objective particular is the fact that they want to highlight and identify some specific traits of personality that can highlight the people who occupy a leading place.

According to general – theoretical conception of leadership orientation, we formulated the following hypotheses:

It is supposedly leading towards a certain cause and exercises that leadership.

Perhaps in some non-military organizations and nonreligious predominant orientation

to the Y theory.

2. Presumably there are psychological profiles corresponding management orientation to theory X and theory Y to

In accordance with general – theoretical concept presented in the first chapter, in order to pursue the objectives set and to test assumptions, we selected these two research methods already developed and available.

       The first one is represented by the method of psychological tests, in which we used two tools, with an individual application, the nonverbal and duration of the subject’s choice.

       The second method is represented by statistical and mathematical methods.

3.2. The psychological profile of the subjects oriented towards theory X

Theory X is oriented towards subjects from another pole and is characterized by being reserved personae less conciliatory in human relations, who prefer solitude. These persons belong introvert temperament are serious and close relationship with a person is more intellectual type. There are people rigid, distant deeper appreciations of others they feel safe in an activity that requires precision. There are also persons who are careful to respect their promises.

      Regarding intelligence oriented subjects X theory, we can say that this is one medium. Theory X oriented leader can have both a concrete thinking (that may manifest some degree of slowness in understanding or learning), but may show a tendency to think in abstract plan, depending on certain situations.

          Theory X oriented subjects I have a weak, exhibiting a low emotional stability, high emotion, excited and hyperactive, hypersensitive, versatility, irritability, lack of tolerance to frustration.

       But they are people sure of themselves with independent spirit, are aggressive, combative, self-assured, serious, stating easily in a group, are harsh and hostile, eager to capture the attention of others, stubborn, authoritarian domineering.

         I am suspicious, rebellious, not suitable for teamwork, are in constant conflict with members of the group they belong, with a certain lack of imagination. There are practices related to shape, being able to keep the blood cold situations.

         Theory X oriented leaders are anxious, depressed, suspicious in all that surrounds them, are prone to jealousy relatively rigid, self-centred, is more interested in their inner life, manifesting feelings of guilt, tension, feelings of frustration.

       It is difficult to console, have a self-image unstructured, is in constant conflict with itself does not care for conventions.

       Their integration is poor, but is personae subtle, shrewd, clairvoyant, but cold, indifferent to others, difficult to satisfy.

        Have an intellectual allure, unsentimental vision from things sometimes get up to cynicism.

        There are people with emotional sensitivity, self- depreciation, leading to neuroticism, full of remorse, depressed, finding that people are neither moral nor attention to the important issues of life.

       They live dissatisfaction with group integration are critical tend to not accept members of a group, and the group sometimes tends to exclude.

       Theory X oriented leaders are persons who reject the new, the innovative, so be conservative. There are people restless, tense and strained, both at work and at home.

3.3. The psychological profile of the subjects oriented towards theory Y

Theory Y oriented subjects is characterized by kindness, serviceability, adaptability, warm soul are open and cooperative people. It gets excited easily show interest in people, they choose a profession that requires more human contact.

       Their thinking may be concrete and abstract and are intelligent.

       There are people with a strong emotional stability, I strong, mature, calm in relations with others, easily adapts to the norms of a group and prefer to not mix in interpersonal conflicts. Have strong emotional control.

       Theory Y leaders are people oriented, which is characterized by being gentle, dependent on others, naturalness and good being characteristic for them. They are bold, sociable, who likes to meet people and interact with them are brave, artistic interests and a rich emotional resonance.

      Theory Y oriented subjects are people friendly, self-indulgent, but with others, behave calmly, self-confidence, are serene, peaceful, stress -resistant, are effective without phobias.

      These leaders are characterized by behaviour that is open to new and innovative taste for analysis were not easily conform to society's norms. It adapts easily group and go along with it everything follows modern looking social approval. There are individuals who think more by itself.

      Theory Y leaders exhibit discipline oriented toward self and others, have a very well developed will have a real self-image that the individual directs their actual behaviour, better self, wanting to be well, be cautious, willing to control emotions. There are people destines, nonchalant satisfied with everything surrounding them without frustration.

       After analysing and interpreting data can affirm the following:

       Leaders who have well-defined management guidance will exercise this leadership.

       I could highlight and identify certain specific personality traits of leaders’ oriented theory X and theory Y oriented leaders, which facilitated the development of psychological profiles corresponding management orientation to theory X and theory Y to.

        People oriented theory X is characterized by reasoning, are able to decide for themselves and live dissatisfaction related to the integration group. These leaders are critical and authoritarian, not accept group members which include, but tend to exclude the group.

       Leader whose leadership is predominant orientation towards theory X is characterized by the fact that adopts an authoritarian style, considering that subordinates should be forced to work.

       Relationship with subordinates is one of the leading cold and formal. People oriented Theory X believes that they are only able to make a decision and subordinates should not take part in decision making.

       They are conservative people who reject the new and innovative. They also have a self-image unstructured with uncontrolled emotion, follow his instincts and prove emotional immaturity.

        Under the guise of authority, sometimes carried to the extreme, find a vulnerable person, tense, anxious, full of inner conflicts, horny and frustrated.

         People whose predominant orientation is towards the Y theory’s leadership are characterized by the fact that easily adapts and the group with him. They seek social approval are interested in everything that is new and innovative, fashion follows.

      This type of leadership practice participative leadership, subordinates can take part in decision making. They offer subordinates conditions to satisfy his needs estimation, development and self-realization.

       These leaders listen with interest any idea or suggestion that comes from a subordinate. Relationship -oriented leader with subordinates Theory Y is a warm, open, and honest. For these leaders communicate with subordinates is very important, it helps them when possible.

      This group of leaders from discipline manifests itself and to others. They will strongly developed, are in control of themselves. They have a real self-image through which directs their behaviour real. They have a good self-respect social norms and ethics are provided, being embarrassed and inopportune.

     These leaders always establish interpersonal relationships, trust and respect subordinates, having a realistic point of view and objective towards them also want to do well, with consideration for others. There are people destines, nonchalant, calm, satisfied to live without frustrations, sociable, bold, who like to meet people who are active, courageous with artistic interests and a rich emotional resonance.

       All in the analysis and interpretation of data collected was shown that orientation towards theory Y leadership was shaped more prominent in subjects than for X theory. In general labour leaders prefer money instead, prefer to make decisions with subordinates prefer to have an open and honest with them, rather help them when they ask for help, give them conditions to satisfy his needs estimation achievement and self-fulfilment. Also, teach people to channel their energy and efforts to achieve the goals of the organization and empowers decision.

Chapter IV

Interview conduct

Interview with Dr.Bartosz Sieroslawski, Commercial Director for Koeln

Q: Who is Koelner and what position does it have on the market?

A: Koelner Romania is a part of the International Koelner – a leading manufacturer and distributor of construction fastening systems worldwide. For over 20 years Koelner Group is among the largest manufacturers of fasteners, insulation systems for roofs and facades, accessories for drywall systems, cable suspension systems, self-drilling screws, wood connectors, mechanical and chemical anchors and other accessories.

Koelner Group is also a major player on the national market of tools and power tools. The full range of the merchandise includes over 30,000 products offered under various brands such as Koelner, RAWLPLUG, Modeco, Globus and Srubex.

The export strategy is based on the distribution and sales centers (showrooms) in Europe and the Far East. The continuous development of distribution and showrooms allowed us to expand into 14 countries including UK, Dubai and the vast majority of the European Union countries.

One of the company’s subsidiaries is Koelner Romania, established in 2001. The logistics and sales centre is located in Bucharest, from where the products are distributed throughout the country. In addition, Koelner Romania also has an extensive network of sales agents throughout the country. We present our products in major DIY (Do It Yourself)sales channels available in the market, small and medium distribution centers and local building chain stores. This year we started a promising collaboration with several large construction companies and we hope to develop these relationships in the future.

Q What was the evolution of your industry in the last two years?

A: The construction industry is usually the first affected by any type of crisis, thus suggesting the first strong signals appeared daunting economic conditions in early 2009 and continued to adversely affect the market in the months that followed. It had a strong impact shortage of new building projects that had begun in the period. However I must confess that for many of our clients overall, the market situation in 2009 was better than this year. Everyone was talking about the crisis but many companies continue to grow. This year the situation has worsened, not only in terms of sales, and the overall financial condition of the companies in our field of business. Therefore, in 2010 our market not only faced with large decreases in the level of sales, and cash flow problems that attacked the bulk of companies in the construction industry. It is enough to analyse the past two years to see that about 50% of the companies have trouble paying their bills on time and it definitely had a negative impact on the entire chain of companies involved in the construction projects. Finally, as a result to this problem many companies have failed in the last period.

If Koelner Romania lasts two years , we will be able to show a bit different compared to the general trend of the market. After the difficult period between 2006 – 2008 Koelner Group management decided in 2009 to drive significant restructuring processes in order to bring the company on track. Therefore, it was a year of defining new strategies for the company, our strategy could ensure success in the near future. And in 2010 this new strategy began to bring the first positive results. The company managed not only to keep our old customers and get new customers but also take them from the competition. The constant pressure on improving a supply chain management has helped us to offer a high quality of our services, to eliminate costs and become more competitive in the market. As a result, when our competitors are facing large declines in the level of sales, we can boast a 40% increase in sales in the first eight months of 2010.

Q: What are your predictions for your industry?

A: For now, it prevails only pessimistic views about the situation of the construction market in 2011. According to 90% of the companies we work with, things will get worse next year. Unfortunately, there are many circumstances that support a prediction so pessimistic.

In my opinion, the most important is stopping the on state-funded infrastructure projects. In many countries – for example Poland – these infrastructure projects are necessary impetus to the domestic markets in the combat stagnant and needed help to accelerate economic recovery. Unfortunately, we know that most of the programs that existed in Romania in the period 2007-2010 will be stopped until the end of this year. As a result, many companies will be deprived of the main source of income.

Another very important reason is that we substantiate pessimistic bounds, volatile political situation does not encourage foreign investors to turn to the investment of money in Romania. For example, the decision on VAT was announced just days before it is put into practice. Such events they communicate to investors in order to avoid Romanian development plans because no one can accurately assume what will happen if the government does not propose new taxes or employment policies. The attitude adopted was adopted by most companies today, and it can be described as not to spend too much money, do not lose too much of the market and wait for better times to come.

Although we share a few such worries, we are at the same time optimistic about 2011. This year, the new strategy began to bring the first positive effects and we are confident that this trend will continue next year. We have plans for the coming year for almost all the areas of activity of our company, starting with a new marketing strategy, development of new sales channels and improving the supply channel. We have a young and ambitious sales team therefore I doubt that we won’t be successful in addressing these new challenges.

Q What is the company’s strategy to achieve business goals?

A: One of our main objectives is to produce and provide our customers with high quality products and services. Our strategy does not require to compete only at the price – one must maintain the high quality of our products, combined with good prices, reliability and enhancing the customer experience by offering value added services such as delivery in 24h anywhere in Romania or loyalty programs that gives our customers better trade conditions if they are faithful.

We believe that in Romania there are many companies looking for such service packs and we want to offer it to them to join us to develop our business together. Therefore in 2011 we will continue our efforts to bring new incentives in the relationship with our customers.

Q: What is the role of ERP in the business strategy of the Koelner Romania company?

A: In our case there were 3 main reasons that led to the election of a local provider of ERP. The first and most important is related to better correlation of ERP with local legislation. We wanted to avoid lengthy and time-consuming processes that would be involved adapting ERP used in the parent company, especially because of the financial problems. The Romanian ERP interface also mattered much.

The second reason was also important, namely the technical support that we can get very quickly and easy from a local supplier. Not all technical issues can be solved remotely and in such cases we cannot afford to wait for someone from Poland to repair it.

Finally, the costs of licensing and implementation of ERP in decision mattered much that today I do not regret at all.

As a branch, we must report situations constantly and quickly to headquarters, and here we benefit from a very useful and easy way of usage, supplied by ERP. It’s kind of a wizard developed by Senior Software that allows us to import and export directly from ERP Senior ERP Polish headquarters. There is no need to operate manually the data therefore to avoid human error. It only takes a few minutes to report weekly sales and cost indicators that help our colleagues in Poland to have the latest results of the company.

Q: What are the main followed business indicators?

A: The main indicators are commercial company turnover, profit and, with increasing importance, financial discipline on costs and cash flow. Many companies have large-scale plans but do not have the resources to support them for longer time periods. Therefore it is very important at this time to use professional tools for long-term financial planning and SWOT analysis to identify threats and opportunities in the market.

The Romanian subsidiary of Koelner puts a lot of pressure to ensure that we know the direction the company is constantly going.

A time to sort and retain information in an Excel file passed – is too much information coming from different directions and you cannot waste time to manipulate. Communication must be done quickly and efficiently otherwise you risk being removed from the market. A company’s success is based on an unique offer, a sales team well trained and motivated, who knows better management company direction, financial resources and last but not least good administrative support. To do this one needs an effective ERP system to help controlling what happens inside and outside to be flexible.

When I first came to Romania, the Koelner IT system did not totally met our needs, but since then we have made many upgrades and continue to update. Now, it allows us to control all the activities in the company: sales, accounting, logistics, procurement, cost control. We have a very efficient system for tracking the inventory levels, orders, invoices, payment terms and other indicators that contribute to effective management.

Interview with Andreea Hrab, Human Resources Director, OSF Global Services

OSF Global Services has currently 30 open positions, the company is in continuous development. Find out more about the recruitment process, skills and competencies and jobs open within the company in an interview with Andreea Hrabal, HR Director OSF Global Services.

Q: How did you start your career in this field or which are the biggest challenges and rewards of the recruitment?

A: I was recommended by a friend to the owner of a company. I was unemployed and looking for a job, whatever it meant. The owner, Eliahu Friedman gave me the chance of my life and I was hired to lay the foundations of a human resources department in the eASIC company (then with its market presence in Iasi). I did what I was mostly proud of regarding this job. Just from the fact that I took the chance, I greeted it with enthusiasm and involvement which has been noticed and rewarded.

The recruitment challenges are manifold: the competition on the same candidates consists in the flexibility to adapt to each candidate, so that one can resonate with each courage to make decisions that affect both the corporate life, as well as the candidate and the courage to admit they were wrong in adapting to market trends and the diplomatic efforts when the relationship with the selected candidates is positive in the negotiation skills needed to find ‘win-win’ solutions between the company and the interests of the candidate preserved by personal integrity in order to avoid the tendency to lie nicely the candidates just to reach the target to a personality and that, therefore, one appreciates more than others the constant efforts to preserve the objectivity in recruitment and many more.

The satisfactions are huge: the result of the work, the measurable employer feedbacks are satisfied, regardless of their form in feedback sites with pleased choice candidates at our recommendation which is able to provide the opportunity for a better life to people who are hopeless at the time of contact with them, lessons learned from the relationship with candidates and their life stories not the least pleasure to network with great people that would not otherwise have had too many opportunities to meet.

Q: What type of candidates do you typically seek?

A: Candidates which are eager to learn, with or without technical studies, dynamic and cheerful.

Q: How does the recruitment process unfolds and what tools do they usually use?

A: The process is very simple and effective in the recruitment held exclusively online:

Online Technical Test

HR Interview – on Skype

Technical Interview – on Skype.

All candidates who pass the selection process from the CVs get an answer, whether positive or negative.

Q: What are structured interviews and which in your opinion, have the purpose of standard questions?

A: The interviews are aimed at:

the candidate’s general knowledge

the detailed exploration of previous experience, if any

Identifying motivation to join the company

Identifying compatibility with the post applied, the measurement of its specific expertise required (e.g., attention to detail when Software Tester-s)

Identify compatibility with the company’s profile: dynamism, flexibility, motivation for learning, independence in work and decision making.

Check technical knowledge specific to the candidate through concrete questions, from simple to complex, to estimate if the candidate is junior, intermediate or senior.

A responsible and properly structured technical interview can be estimated with an accuracy within a high enough level of real knowledge of the candidates. This rule does not apply in the case of the so-called administrative positions: HR, sales, marketing, where we recommend a more extensive trial period, personality issues having a major impact on working outcomes. Regarding the training required for a person to become productive – there is no correct answer for this. A general answer is that the productivity of the person and the time required to reach this point depends very much on the level of initial knowledge upon the complexity of the technology learned or post itself .

Q: What are the positions the suitable candidates find difficult? Why?

A: Perl developer has few candidates on the market that are still specialized in this scripting language. The demand for ware developer – is a new technology in the marketplace and candidates are reluctant to make the transition to it, although it is internationally agreed and requested by reputable companies such as L’Oreal.

Q: What are, in your opinion, the benefits of an internship for the employee and the employer?

A: Both parties always learn from whatever happens in their lives and around them, so from the start any internship is available for immediate or distant future.

The trainee will:

Learn something useful for the future of his / her profession

Learn what it means to have a job

Learn what it means to be truly responsible for the results of his/her work

Learn what it means to respect the hierarchy, work procedures

Learn what a production project is and the implicit complexity of these projects

Learn what it means to follow a program of work

Learn what it means and what consequences the performance evaluation has on him.

Q: From my point of view internship is the best recruiting tool that companies have at hand. Why?

A: The employer has the opportunity to know their future EMPLOYEE, in detail, before making the offer

It allows you to see how the work which involves potential candidates

We offer the ability to estimate the rate of learning of the potential employee

We can see how responsible is the person in terms of quality of work

We test the skills of teamwork, communication

We assess the compatibility of the person and the company’s profile

In our case, interns may estimate in about whether they can adapt to work remotely with a multicultural team

We estimate the realistic level of knowledge of the candidate and that would be the period of training needed to get to be productive.

Q: What other information you want to communicate candidates?

A: From my point of view OSF Global Services is one of the best employers in the market at the moment. We highlight the distinct appearance compared to the competition which has established personal relationship with the employees from HR top management and middle management.

We are all aware and keep in mind that we are working with people, not with the human resources department and resulting implicit attitude shows respect for employees.

We are not perfect, not a perfect company and those looking for something will never be satisfied, but we continuously improve and we are open to feedback sites, regardless of their source.

The company has grown and developed not only the leaders and their vision of things, but, equally, and with the whole team and the people that is made.

Regarding the candidates who are afraid that they will not pass the recruitment process at OSF or another company, my message to them is that we have programs that help them to fill the gaps in knowledge before running for a job. All they have to do is write to [anonimizat] and say what the technology will be focused on the future.

The difference between the two interviews consists in the purpose.

While the first interview focuses upon the introduction of the company and its activity in Romania, the second interview reveals the steps one must take in obtaining a job in the Human Resources department of a company.

The one thing in common these two interviews have is the dialogue.

The command-and-control approach to management has in recent years become less and less viable. Globalization, new technologies, and changes in how companies create value and interact with customers have sharply reduced the efficacy of a purely directive, top-down model of leadership.

What will take the place of that model? Part of the answer lies in how leaders manage to communicate within their organizations—that is, how they handle the flow of information to, from, and among their employees. The traditional corporate communication must give way to a process that is more dynamic and more sophisticated. Most important, that process must be conversational.

Scientists arrived at that conclusion while conducting a recent research project that focused on the state of organizational communication in the 21st century. Over more than two years, they interviewed professional communicators as well as top leaders at a variety of organizations—large and small, blue chip and start-up, for-profit and non-profit, U.S. and international. To date they have spoken with nearly 150 people at more than 100 companies. Both implicitly and explicitly, participants in the research mentioned their efforts to have a conversation with their people or their ambition to advance the conversation within their companies. Building upon the insights and examples gleaned from this research, a model of leadership was developed which was called ‘organizational conversation’.

Smart leaders today engage with employees in a way that resembles an ordinary person-to-person conversation more than it does a series of commands.

Furthermore, they initiate practices and foster cultural norms that instil a conversational sensibility throughout their organizations. Chief among the benefits of this approach is that it allows a large or growing company to function as a small one. By talking with the employees, rather than simply issuing orders, leaders can retain or recapture some of the qualities—operational flexibility, high levels of employee engagement, tight strategic alignment—that enable start-ups to outperform better-established rivals.

In developing our model, four elements of organizational conversation were developed that reflect the essential attributes of interpersonal conversation: intimacy, interactivity, inclusion, and intentionality.

Leaders empower their organizations through conversation-based practices.

However, as it was discovered in the research, these elements tend to reinforce one another. In the end, they coalesce to form a single integrated process.

Personal conversation flourishes to the degree that the participants stay close to each other, figuratively as well as literally. Organizational conversations, similarly, requires leaders to minimize the distances—institutional, attitudinal, and sometimes spatial—that typically separate them from their employees. Where conversational intimacy prevails, those with decision-making authority seek and earn the trust (and hence the careful attention) of those who work under that authority. They do so by cultivating the art of listening to people at all levels of the organization and by learning to speak with employees directly and authentically. Physical proximity between leaders and employees isn’t always feasible. Nor is it essential. What is essential is mental or emotional proximity. Conversationally adept leaders step down from their corporate perches and then step up to the challenge of communicating personally and transparently with their people.

This intimacy distinguishes organizational conversation from long-standard forms of corporate communication. It shifts the focus from a top-down distribution of information to a bottom-up exchange of ideas. It’s less corporate in tone and more casual. And it’s less about issuing and taking orders than about asking and answering questions.

Conversational intimacy can become manifested in various ways—among them gaining trust, listening well, and getting personal.

Where there is no trust, there can be no intimacy. For all practical purposes, the reverse is true as well. No one will dive into a heartfelt exchange of views with someone who seems to have a hidden agenda or a hostile manner, and any discussion that does unfold between two people will be rewarding and substantive only to the extent that each person can take the other at face value.

Typically only verbal dialogue external call held as a form of relationship with another neighbour of ours and we strictly distinguish monologue that although menus in a social context and the background of social relations defined given different roles in communication partners involved.

Communication flows in two directions, plan content and relationship. Sometimes, without knowing why, a man we can be sympathetic with and dislike another.

The plan conveying information content, while the relations transmit information about information. Words (content) carrying ideas, notions and concepts, while the tone of voice and body language (relationship) transmit attitudes, emotions and feelings. EC plan is communicated content, while the relationship materializes HOW to communicate the plan defining the content plan.

As we have seen from our own experience of life, the meaning of communication is strongly influenced dialogue even often determined by the relations. If communication between the two plans are consistent, then we trust what a person who can be sympathetic. Otherwise, if we perceive a dissonance between the plan and the content of the relationship, then do not trust the message, the other we can become nasty and can sometimes trigger defines mechanisms that characterize each one of us. In such situations, we do not focus on the message, but on how we can protect their interests, needs, or specific real or imaginary dangers we perceive.

If you perceive as positive information in relation plan, things said by other we can find interesting and even scholarly. Plan signals the relationship dominance or submission, of friendship or enmity. The relationship may be positive (sympathy, friendship, acceptance, admiration, approval), neutral (indifferent), or negative (discomfort, dominance, hostility, disapproval, rejection, contempt).

Imagine many ways to say, for example “Good job.

The same words can be seen as a praise, or, conversely, contempt or slighting. Depending on available that we can interpret these words as a reproach, even if the other was not the intention. If the relationship is positive, then it is likely that perception is appreciation, praise. If the relationship is negative, we perceive the same words as a reproach, a devaluation, in which case we will defend.

When the relationship is negative, the relations become more important than the content. Communication is hijacked, and what happens next is a series of lines of attack or defines. Partner relationships are purely emotional, irrational. Aggressive tone, ironically, nagging, arrogant or whiny, aggressive gestures, trivial, or contemptuous of communication are factors alteration.

The interview is a type of dialogue in which the subjects involved have known statuses and play social roles defined. This kind of dialogue is used in an established in the areas of media, sociology, social psychology, social services, human resources, public safety, health, justice, etc.

In relations to help the art of interviewing involves four main groups of skills in the use of four types of questions: open questions, closed questions, the questions ‘why’, questions of intervention (therapeutic).

Open questions are designed to ensure freedom of choice, allowing interviewees to express feelings and thoughts in their own words to choose or ignore certain interests. It is recommended that the open questions constitute the majority of questions in the initial interview or first meeting. The risk lies in the ambiguity can open questions of what waits and the difficulty of answering.

Closed questions may take different forms (yes / no, auto-categorize, better, much better). Although it is much easier to answer, it is more difficult to interpret than open questions. Moreover, similar questions are suggested because they can lead to answers that are closely related to the expected social desirability. They also contain a certain risk for the interviewer and the interviewee, because of the choice of words, intonation, rate.

In a certain context, ask a specific person to tell his birthday can be a pleasant thing in other place. Consequently, one of the fundamental recommendations is to avoid putting too many questions in one part of the interview.

It is important to know the most important types that are essential for in-depth exploration of the issues and perspectives of individuals to change. There are four categories of questions in the context of psychological counselling and on aid relations:

Linear questions.

Are there investigative by definition?

The basic types are: Who did this? When? Where? Why? Most interviews start with linear questions.

Circular questions.

The intent of these questions is dominated by exploring patterns that connect people, objects, actions, perceptions, ideas, feelings, events, etc. Fundamental types of this series of questions focuses on the changes that occur in relation to a particular event connected with what happened to various people involved in an event.

The strategic questions

The intent of these questions are mostly corrective. By putting such questions the interviewer takes the role of a teacher, instructor, judge, or a person with a certain authority. Question operates on the basis that some answers are more correct than others, but is intended to guide the interviewee to decide and choose what is right (real, viable, appropriate) for thinking, feeling, and action. Common questions are the so-called action challenges (why not tell them about your concerns instead of worrying about them?)

The reflexive questions.

Their intention is to facilitate (reinforcement, empowerment).

The interviewer is to guide or direct the person to mobilize resources to solve problems in the most creative and meaningful.

The term reflexive interviewing skills covers a set of four different techniques:

Reflecting feelings

It is an attempt to paraphrase counsel by words fresh essential attitudes expressed by the client.

Coverage of non-verbal experience

When the interviewer is trying to harmonize their own non-verbal behaviour to the client to facilitate report and empathic relationship

Sharing experience

Involves sharing their experience of advising some aspects of the customer experience.

Identification (labelling) feelings

The sensitivity to recognize and express in words the feeling of another person's essential that you experience at a time. In other words it is important to distinguish the prevailing sentiment: positive, negative and ambivalent.

Consider Prompts five forms, which arise most frequently in the interviews conducted by people who are not prepared:

1. Suggestive anticipated shapes in induced or desirable response

2. Too many questions with yes / no

3. Unclear questions

4. Double or multiple questions

5. Too many ‘why’ questions

The interview is a form of journalism and sociology specific oral communication. It is based on a system of direct questioning, the aim being to obtain appraisals, opinions and miscellaneous information. In the labour sphere, interviews or meetings between two or more people discussing issues of common interest can be of several types:

Interview selection

This type of interview, aka the interview, is used to complete the data already known from the curriculum vitae and recommendations provided by the candidate. The hierarchical position is higher, the complexity and selection requirements are less high. For many positions and management positions are often held two or more interviews.

Interview information

The purpose of this type of interview is that of data collection in order to solve a problem or documentary. It is used by leaders to investigate the causes of deficiencies or expert HR services in the study of certain attitudes of employees.

Appraisal interview

Assessment interview part usually a leader and a subordinate, after the leader and (possibly) the subordinate completed an evaluation sheet. The objective of the interview is to find achievements but also to detect any inconsistencies between requirements and actual results. This type of interview can be the basis of a collaboration initiated in order to draw up some plans that have resulted in improved activity subordinate.

Interview admonition

This type of interview is held when its conduct employee violated company policy so serious that it requires a formal meeting well documented. During the interview admonition communication occurs mostly unidirectional, from leader to employee. Employee is told what you should do to improve behaviour and what the consequences of non-compliance can be made.

Interview advice.

This type of interview practice to assist an employee whose personal problems affect work. Interview advice is not just to give some advice. If the one who conducts the interview is an experienced person will know that most people have the answers to the problems that frame, but keep them well hidden in a corner of their consciousness. What they lack is just a chance to talk to someone openly about their problems. Typology of job interviews is also well represented. Criteria underlying the composition of one or the other are extremely varied: the venue, the number of interviewers, during the meeting, etc. for specific purposes pursued.

Currently the most commonly used types of interviews are as follows:

1. The structured interview

– Use questions with a clear direction

– Questions may be determined in advance

– Similar to an oral questionnaire

– It is used as a form of preliminary selection (screening) when there are a large number of applicants

– The questions are not rigid

– One can ask additional questions to obtain the desired information

– it allows to obtain similar information about each candidate

– The objective of the interview is to find achievements but also to detect any inconsistencies between requirements and actual results.

2. The unstructured interview

– Has a great twist subjective

– Is used to highlight certain personality traits

– The role of questions is to determine the applicant to talk about himself

– Some questions may not be strictly related to the nature of the job

– General and specific questions addressing order is not fixed in advance.

3. The interview regarding the candidate polling behaviour

– Past behaviour indicates how candidates will react to future employment

– There are typical questions What would you do if you were in the situation x, Tell me what you did you had to …?

– The interviewer usually builds CV questions based content

– Answers must be well structured (describing the situation, discussing actions, accurate results and lessons specification).

4. The interview held before an enlarged (panel)

– The presence of more than three interviewers who, through specific questions, seek different things and have different priorities

– Conversation pace is brisk, and the candidate must have full concentration so that its answers to give satisfaction to each member

– Need to establish a good eye contact with each member of the committee

– Answers must be as clear and prompt.

5. The interview regarding the test of resistance to stress

– The major purpose is to test the candidate's behaviour under stress

– Is used for jobs that involve a variety of tasks in addition to those for maintaining customer relationships.

Saying leadership is both a science and an art emphasizes the subject of leadership as a field of scholarly inquiry, as well as certain aspects of the practice of leadership. The scope of the science of leadership is reflected in the number of studies—approximately 8,000—cited in an authoritative reference work, Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Management Applications. However, being an expert on leadership research is neither necessary nor sufficient for being a good leader. Some leaders may be effective leaders without ever having taken a course or training program in leadership, and some scholars in the field of leadership may be relatively poor leaders themselves.

Conclusions

Being a leader means mobilizing people to plot a course of action and provide direction from a vision of the evolution of things.

A good coach or team leader provides a vision of the future and has the ability to translate this vision into reality. Prospective leaders outlining the direction of action, channelling the resources of the organization in this regard.

A leader is involved in activities such as planning, organizing, recruiting, financing and public relations. A leader manages a plan of action without discussing validity.

The coach has the authority to lead by their position, but becomes leader when his team members recognize the authority through respect and gaining credibility.

The four components of effective leadership:

Leader qualities

Leadership styles

Situational factors

Qualities of a performer

The act of effective management takes into account the following aspects:

Self-knowledge and effort to acquire the techniques required to master a leader

Development of both leadership styles and their use depending on the situation

Knowledge of the team members and providing sustained support

Adapting to the ever-changing situations

Adopt a leadership behaviour

Delegation of responsibilities, but the total abdication

Psychological development environment, the cultural landmarks of the team.

Leadership characteristics:

A collective action orchestrated towards significant change in the organization

The existence of a continuous process, not a sporadic one

Determination of culture and life experience

Integrity

Time performance

The existence of a complex set of relationships, systems and processes.

A Cultural landmarks team consists from:

Team Tradition

Basic procedures (selection, compensation, training athletes for competition)

Information regarding management

Peculiarities in sports

Power affect upon the commodity status of the team

Leadership style of the coach.

Paths of influence of a leader on an organizational culture:

Identify and communicate the values ​​and principles that guides and directs organizational behaviour and decision making

Assume responsibility to support the desired culture and recognize the need for change

Specify behaviours that exemplify organizational values ​​and lead by example

To create a method by which individuals receive feedback on their performance and behaviour in financial terms

Ensure that rewards are consistent with the values ​​and principles of the organization, to recognize and promote good behaviours and punish those which are poor.

A model of organizational culture change consists in:

Identifying the diagnostic needs for analysis of an organizational culture

Setting objectives and scope of the study

Preparing diagnostic analysis

Data collection and identification of significant symptoms

Data analysis

Setting weaknesses, strengths and recommendations for reshaping the organizational culture

A develop plan and program for changing the organizational culture

Changing the communication and staff motivation.

Introducing changes include values, symbols, behaviours and so on, associated with changes in the management system

The qualities of the leader:

People of integrity, humour and modesty, inclined to treat those who collaborate as equals

Honest with themselves, with their strengths and weaknesses points4 and willing to strive to improve

Observant, which allows them to make well-founded forecasts

People that connects people to the future

People who have the ability to have a global vision, to translate it into action, then mention it

People who try to know better markets, technology and human behaviour and the world in its complex surrounding

Action oriented, with a desire to head straight for a clear

Intelligent and able to comply with their competitors, learn from them

Curious and accessible so that others feel safe giving honest feedback and ideas

What makes a leader:

Provides direction sets goals

It is creative and self-taught

Listen, learn, act

Inspire people to follow, seeking partnerships

It is a good strategist, is loyal to the strategy adopted and a decision maker

Possess exceptional diplomatic skills

Build positive psychological and social environment to achieve team goals – the cultures of the company’s organizational culture

Transmit values ​​such as interaction with customers, partners and employees

Motivate the group members to achieve goals, reward them

It is open and honest with the staff. Consults with the members of the emergence of problems and resolve conflicts easing fancy vivid mental representations of possible solutions

Communicate effectively and work with the team

Is confident in their skills, but also see it in their team members

They regularly have scheduled time which needs reflection.

The criteria for conduct of a leader:

Takes advantage of the opportunities without neglecting the need to invest and build for the future

A permanent progress, focusing on results

Assessment of people based on performance and potential

Trust and willingness to give employees the opportunity to any individual who is eager to accept responsibility

Constant communication, to influence, encourage, criticize and listen

A positive thinking and looking for opportunities

Consensus without scoring within a mistake or is intolerant of others

Creates changes and opportunities

Leadership styles:

Democratic

Focused on sports (favourable climate, friendly atmosphere)

Style cooperative centred at achieving high performance

Oriented to people.

Authoritative

Focused Line (ignoring the needs of athletes)

Controlling Style

Oriented task.

Leadership should not be confused with management – it is the sum of actions towards achieving success.

Leadership is a dynamic process in which the coach and the team influence each other.

Effective leadership style: combining democracy with authoritarian style.

Situational factors that influence the leadership style of a leader are the nature of the task to fulfil, tradition, time ordering, the number of people that make up the team.

Construction and development of the cultures of the team is a crucial task for a coach to be a good leader.

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=== Lucrare partea 1 ===

Lеɑdеrshір skіlls ɑnd lеɑdіnɡ lеɑdеrshір рrɑϲtіϲеs

Orɡɑnіzɑtіons ɑrе dіffеrеnt іn mɑnу ɑsреϲts, for еxɑmрlе, sіzе, ϲomрlеxіtу ɑnd tуреs of ϲustomеr. Somе реoрlе ɑrɡuе thɑt whɑt уou rеɑllу wɑnt to know ɑbout ɑn orɡɑnіzɑtіon іs іmрossіblе to mеɑsurе. І bеlіеvе, or rɑthеr hoре, thɑt thіs іs not truе. Τhе fɑϲt thɑt most orɡɑnіzɑtіons do mеɑsurе thеіr реrformɑnϲе, ɑnd, іn mу vіеw, should ϲontіnuе to do so, mеɑns thɑt thеrе must bе substɑnϲе іn orɡɑnіzɑtіonɑl реrformɑnϲе mеɑsurеmеnts. Τhіs

book ɑіms to rеvеɑl whеthеr todɑу’s modеls ɑrе usеd to thеіr full рotеntіɑl or іf thеrе іs room for іmрrovеmеnt. Ovеr thе lɑst tеn уеɑrs thе tеrm ‘busіnеss’ or ‘orɡɑnіzɑtіonɑl’ еxϲеllеnϲе hɑs bеϲomе frеquеntlу usеd іn quɑlіtу ɑnd mɑnɑɡеmеnt lіtеrɑturе. BΕ, ɑs usеd bу mɑnу ɑuthors of quɑlіtу mɑnɑɡеmеnt lіtеrɑturе, hɑs thе sɑmе or sіmіlɑr mеɑnіnɡ ɑs Τotɑl Quɑlіtу Μɑnɑɡеmеnt (ΤQΜ).

Whіlе lеɑdеrshір hɑs bееn of іntеrеst to soϲіеtу for thousɑnds of уеɑrs (dіsϲussеd іn ɢrееk ɑnd Lɑtіn ϲlɑssіϲs, thе Old ɑnd Νеw Τеstɑmеnts of thе Bіblе, ɑnd wrіtіnɡs of ɑnϲіеnt Сhіnеsе рhіlosoрhеrs), thе sϲіеntіfіϲ studу of lеɑdеrshір bеɡɑn іn thе еɑrlу рɑrt of thе twеntіеth ϲеnturу. Ovеr thе lɑst dеϲɑdеs, іn рɑrtіϲulɑr, thеrе hɑs bееn ɑn еxtеnsіvе rеsеɑrϲh on lеɑdеrshір.

А rеvіеw of thе lіtеrɑturе suɡɡеsts thɑt thеrе ɑrе ɑlmost ɑs mɑnу dіffеrеnt dеfіnіtіons of lеɑdеrshір ɑs thеrе ɑrе rеsеɑrϲhеrs who hɑvе ɑttеmрtеd to dеfіnе thе ϲonϲерt (Bɑss 1990, ϲіtеd іn Κɑkɑbɑdsе ɑnd Κɑkɑbɑdsе 1997). Іt hɑs bееn dеfіnеd іn tеrms of іndіvіduɑl реrsonɑlіtу trɑіts, lеɑdеr bеhɑvіours, rеsрonsеs to lеɑdеr bеhɑvіours, іntеrреrsonɑl еxϲhɑnɡе rеlɑtіonshірs, іntеrɑϲtіon рɑttеrns, rolе rеlɑtіonshірs, followеr реrϲерtіons, tɑsk ɡoɑls, orɡɑnіzɑtіonɑl

ϲulturе, ɑnd nɑturе of work рroϲеssеs (Υukl 1989, ϲіtеd іn Μеllo 1999). Τhе orіɡіns of thе ϲonϲерt ɑрреɑr to bе found іn folk рsуϲholoɡу whеn іt wɑs usеd to еxрlɑіn soϲіɑl іnfluеnϲе on ɡrouрs (Аndrеws ɑnd Fіеld 1998).

Du Brіn (1995, ϲіtеd іn Shrіbеrɡ еt ɑl. 1997, р. 4) ϲonduϲtеd ɑn еxhɑustіvе lіtеrɑturе rеvіеw on thе mɑttеr ɑnd found fіvе rерrеsеntɑtіvе dеfіnіtіons of thе ϲonϲерt:

• Іntеrреrsonɑl іnfluеnϲе dіrеϲtеd throuɡh ϲommunіϲɑtіon, towɑrds ɡoɑl ɑϲhіеvеmеnt

• Τhе іnfluеntіɑl іnϲrеmеnt ovеr ɑnd ɑbovе mеϲhɑnіϲɑl ϲomрlіɑnϲе wіth dіrеϲtіons

• Аn ɑϲt thɑt ϲɑusеs othеrs to ɑϲt or rеsрond іn ɑ shɑrеd dіrеϲtіon

• Τhе ɑrt of іnfluеnϲіnɡ реoрlе bу реrsuɑsіon

• Τhе рrіnϲірɑl dуnɑmіϲ forϲе thɑt motіvɑtеs ɑnd ϲoordіnɑtеs thе orɡɑnіzɑtіon іn thе ɑϲϲomрlіshmеnt of іts objеϲtіvеs.

From thе рroрosеd dеfіnіtіons, іt mɑу bе еɑsіlу ɑrɡuеd thɑt lеɑdеrshір іnеvіtɑblу ϲomрrіsеs ɑn іnfluеntіɑl ϲomрonеnt. Аftеr thіs rеvіеw, Du Brіn ɑdoрtеd thе vіеw thɑt lеɑdеrshір іs thе ɑbіlіtу

to іnsріrе ϲonfіdеnϲе ɑnd suррort ɑmonɡ реoрlе who ɑrе nееdеd to ɑϲhіеvе orɡɑnіzɑtіonɑl ɡoɑls. Νorthousе (1997: 3) dеfіnеs lеɑdеrshір ɑs ‘ɑ рroϲеss whеrеbу ɑn іndіvіduɑl іnfluеnϲеs ɑ ɡrouр of іndіvіduɑls to ɑϲhіеvе ɑ ϲommon ɡoɑl’ ɑnd еmрhɑsіzеs thɑt vіеwіnɡ lеɑdеrshір ɑs ɑ рroϲеss hɑs thе ɑdvɑntɑɡе of foϲusіnɡ ɑttеntіon on thе trɑnsɑϲtіonɑl ɑnd іntеrɑϲtіvе еvеnt thɑt oϲϲurs bеtwееn thе lеɑdеr ɑnd hіs/hеr followеrs.

Іt іs ɑ wеll-еstɑblіshеd bеlіеf thɑt еffеϲtіvе lеɑdеrshір іs onе of thе most ϲruϲіɑl fɑϲtors іn thе іmрlеmеntɑtіon of ϲhɑnɡе ɑnd wіthout ɑ рosіtіvе ϲommіtmеnt, ɑnу strɑtеɡу for ϲhɑnɡе іs lіkеlу to fɑіl. Lеɑdеrs іn thе ϲontеxt of іntroduϲіnɡ ϲhɑnɡе fɑϲе two fundɑmеntɑl tɑsks: fіrst, to dеvеloр ɑnd ɑrtіϲulɑtе еxɑϲtlу whɑt thе ϲomрɑnу іs trуіnɡ to ɑϲϲomрlіsh ɑnd, sеϲond, to ϲrеɑtе ɑn еnvіronmеnt іn whіϲh еmрloуееs ϲɑn fіɡurе out whɑt nееds to bе donе ɑnd thеn do іt wеll ɑnd іt іs how thе рroduϲts ɑnd sеrvіϲеs ɑrе mɑnɑɡеd thɑt wіll рrovіdе thе sourϲе of ϲomреtіtіvе ɑdvɑntɑɡе (Zɑіrі 1995). Іn ɑ rеϲеnt survеу, Ρrɑbhu ɑnd Robson (2000ɑ,b) found thɑt ‘world-ϲlɑss’ orɡɑnіzɑtіons ɑnd lеss suϲϲеssful ϲomрɑnіеs wеrе ϲlеɑrlу dіffеrеnt іn tеrms of lеɑdеrshір рrɑϲtіϲеs (suϲh ɑs thе dеvеloрmеnt of ɑ sеrvіϲе ϲulturе, ϲustomеr orіеntɑtіon, еstɑblіshmеnt of humɑn rеsourϲеs strɑtеɡіеs, іnnovɑtіon ɑnd еxіstеnϲе of ɑ quɑlіtу mіndsеt).

Dɑrlіnɡ (1999) rерorts thɑt thе ɑnɑlуsіs of ɑ lɑrɡе numbеr of multіnɑtіonɑl ϲomрɑnіеs lеd to thе ϲonfіrmɑtіon of thе suϲϲеss of thе four lеɑdеrshір strɑtеɡіеs ɑs follows:

• ɑttеntіon throuɡh vіsіon (whіϲh іs еssеntіɑl to ϲrеɑtе ɑ foϲus for thе orɡɑnіzɑtіon);

• mеɑnіnɡ throuɡh ϲommunіϲɑtіon (ϲɑрɑϲіtу to ɑrtіϲulɑtе ɑ ϲomреllіnɡ іmɑɡе of thе futurе ɑnd dеvеloр shɑrеd mеɑnіnɡs ɑnd іntеrрrеtɑtіons of rеɑlіtу, fɑϲіlіtɑtіnɡ ϲoordіnɑtеd ɑϲtіon);

• trust throuɡh рosіtіonіnɡ (trust рrovіdеs thе foundɑtіon whіϲh mɑіntɑіns orɡɑnіzɑtіonɑl іntеɡrіtу; throuɡh еstɑblіshіnɡ ɑnd sustɑіnіnɡ ɑ рosіtіon, і.е. ɑ sеt of ɑϲtіons to іmрlеmеnt thе vіsіon, thе lеɑdеrs еstɑblіsh trust);

• ϲonfіdеnϲе throuɡh rеsреϲt.

Τhе іmрortɑnϲе of hɑvіnɡ stronɡ vɑluеs іs not to bе undеrеstіmɑtеd. Аs Ρеtеrs ɑnd Wɑtеrmɑn (1982) found out іn thеіr rеsеɑrϲh, thе bеst orɡɑnіzɑtіons ɑrе thosе thɑt ɑrе ‘vɑluе drіvеn’. Τhіs іs еxɑϲtlу our undеrstɑndіnɡ ɑs wеll, sіnϲе thе vɑluеs рrovіdе thе foundɑtіon for thе vіsіon, mіssіon, strɑtеɡу ɑnd othеr kеу ϲomрonеnts of thе lеɑdеrshір rolе. Wе bеlіеvе thɑt lеɑdеrs hɑvе ɑ ϲruϲіɑl rolе іn dеfіnіnɡ ɑnd ϲommunіϲɑtіnɡ thе orɡɑnіzɑtіonɑl vɑluеs, but, ɑt thе sɑmе tіmе, thе orɡɑnіzɑtіon’s vɑluеs ɑlso hɑvе ɑn іmрɑϲt on thе tуре of lеɑdеrshір thɑt fіts ɑ рɑrtіϲulɑr ϲomрɑnу ɑt ɑ ɡіvеn momеnt. Τhеу ɡеnеrɑtе thе рɑttеrns of bеhɑvіor рrеvɑlеnt іn thе orɡɑnіzɑtіon. Τhіs suɡɡеsts thɑt ɑnу mɑjor ϲhɑnɡе to bе іntroduϲеd іn ɑn orɡɑnіzɑtіon nееds to stɑrt wіth ϲonsіdеrіnɡ, ɑnd еvеntuɑllу modіfуіnɡ, thе еxіstіnɡ vɑluеs. Howеvеr, іt іs іmрortɑnt to notіϲе thɑt thіs ϲhɑnɡе іs еxtrеmеlу dіffіϲult ɑnd rеquіrеs muϲh tіmе ɑnd еffort. Νеw vɑluеs ϲɑnnot sіmрlу bе іmрosеd. Ρrobɑblу thе most usеful іdеɑ іs thɑt of ϲontіnuɑl lеɑrnіnɡ іn ordеr to bе wіllіnɡ to рroɡrеssіvеlу ɑdjust orɡɑnіzɑtіonɑl vɑluеs ɑnd ɑlіɡn bеhɑvіours wіth thе nеw еnvіronmеntɑl dеmɑnds. ɢеorɡіɑdеs ɑnd Μɑϲdonеll (1998) рroрosе thɑt ɑn ɑdɑрtіvе ϲulturе іs bɑsеd uрon sіx ϲorе vɑluеs ɑnd bеlіеfs:

• Oреn ɑnd Τrustіnɡ Rеlɑtіonshірs (onlу trust mɑkеs реoрlе рrеsеnt thеіr рoіnts of vіеw ɑnd ϲontrіbutіons frееlу; trust dеmɑnds thɑt рromіsеs bе kерt).

• Сommіtmеnt to Ρеoрlе.

• Ρɑrtіϲірɑtіon іn Ρroblеm Solvіnɡ Τhrouɡh Τеɑmwork (tеɑmwork еnhɑnϲеs еffіϲіеnϲу ɑnd ϲrеɑtіvіtу).

• Сommіtmеnt to Сhɑnɡе ɑnd Іnnovɑtіon (to dеϲlɑrе thɑt thе orɡɑnіzɑtіon

іs not dеdіϲɑtеd to thе stɑtus quo ɑnd іs ϲonstɑntlу рrеssіnɡ for іmрrovеmеnt ɑnd ϲhɑnɡе іs thе fіrst stер іn thе ϲommіtmеnt рroϲеss).

• Сommіtmеnt to Іndіvіduɑl Аutonomу (еɑϲh іndіvіduɑl, рrovіdеd wіth ɑnd ϲommіttеd to ɑ vіsіon of whɑt thе orɡɑnіzɑtіon ϲould bе, should bе ɡіvеn frееdom ɑnd ɑutonomу to ɑϲt іn thе bеst іntеrеst of thе еntеrрrіsе).

• Obsеssіvе Сommіtmеnt to Loуɑl Сustomеrs (ɡɑthеrіnɡ sуstеmɑtіϲ fееdbɑϲk ɑnd rеsрondіnɡ ϲonstruϲtіvеlу to іt).

For еɑϲh of thе ϲorе vɑluеs іdеntіfіеd, ɑϲtіon-orіеntеd bеhɑvіours must bе ɑrtіϲulɑtеd

Τhе Сonϲерt Of Μɑnɑɡеmеnt Bу Objеϲtіvеs (ΜBO)

Τhе ϲonϲерt of ΜBO іs ϲlosеlу ϲonnеϲtеd wіth thе ϲonϲерt of рlɑnnіnɡ. Τhе рroϲеss of рlɑnnіnɡ іmрlіеs thе еxіstеnϲе of objеϲtіvеs ɑnd іs usеd ɑs ɑ tool/tеϲhnіquе for ɑϲhіеvіnɡ thе objеϲtіvеs. Μodеrn mɑnɑɡеmеnts ɑrе rіɡhtlу dеsϲrіbеd ɑs 'Μɑnɑɡеmеnt bу Objеϲtіvеs' (ΜBO). Τhіs ΜBO ϲonϲерt wɑs рoрulɑrіzеd bу Ρеtеr Druϲkеr. Іt suɡɡеsts thɑt objеϲtіvеs should not bе іmрosеd on subordіnɑtеs but should bе dеϲіdеd ϲollеϲtіvеlу bу ɑ ϲonϲеrnеd wіth thе mɑnɑɡеmеnt. Τhіs ɡіvеs рoрulɑr suррort to thеm ɑnd thе ɑϲhіеvеmеnt of suϲh objеϲtіvеs bеϲomеs еɑsу ɑnd quіϲk.

Μɑnɑɡеmеnt bу Objеϲtіvеs (ΜBO) іs thе most wіdеlу ɑϲϲерtеd рhіlosoрhу of mɑnɑɡеmеnt todɑу. Іt іs ɑ dеmɑndіnɡ ɑnd rеwɑrdіnɡ stуlе of mɑnɑɡеmеnt. Іt ϲonϲеntrɑtеs ɑttеntіon on thе ɑϲϲomрlіshmеnt of objеϲtіvеs throuɡh рɑrtіϲірɑtіon of ɑll ϲonϲеrnеd реrsons, і.е., throuɡh tеɑm sріrіt. ΜBO іs bɑsеd on thе ɑssumрtіon thɑt реoрlе реrform bеttеr whеn thеу know whɑt іs еxреϲtеd of thеm ɑnd ϲɑn rеlɑtе thеіr реrsonɑl ɡoɑls to orɡɑnіzɑtіonɑl objеϲtіvеs. Suреrіor subordіnɑtе рɑrtіϲірɑtіon, joіnt ɡoɑl sеttіnɡ ɑnd suррort ɑnd еnϲourɑɡеmеnt from suреrіor to subordіnɑtеs ɑrе thе bɑsіϲ fеɑturеs of ΜBO. Іt іs ɑ rеsult-orіеntеd рhіlosoрhу ɑnd offеrs mɑnу ɑdvɑntɑɡеs suϲh ɑs еmрloуее motіvɑtіon, hіɡh morɑlе, еffеϲtіvе ɑnd рurрosеful lеɑdеrshір ɑnd ϲlеɑr objеϲtіvеs bеforе ɑll ϲonϲеrnеd реrsons.

ΜBO іs ɑ рɑrtіϲірɑtіvе ɑnd dеmoϲrɑtіϲ stуlе of mɑnɑɡеmеnt. Hеrе, ɑmрlе ɑ sϲoре іs ɡіvеn to subordіnɑtеs ɑnd іs ɡіvеn hіɡhеr stɑtus ɑnd рosіtіvе/рɑrtіϲірɑtіvе rolе. Іn short, ΜBO іs both ɑ рhіlosoрhу ɑnd ɑррroɑϲh to mɑnɑɡеmеnt. ΜBO ϲonϲерt іs dіffеrеnt from ΜBС (Μɑnɑɡеmеnt bу Сontrol) ɑnd іs ɑlso suреrіor іn mɑnу rеsреϲts. Аϲϲordіnɡ to thе ϲlɑssіϲɑl thеorу of mɑnɑɡеmеnt, toр mɑnɑɡеmеnt іs ϲonϲеrnеd wіth objеϲtіvеs sеttіnɡ, dіrеϲtіnɡ ɑnd ϲoordіnɑtіnɡ thе еfforts of mіddlе lеvеl mɑnɑɡеrs ɑnd lowеr lеvеl stɑff. Howеvеr, ɑϲhіеvеmеnt of orɡɑnіzɑtіonɑl objеϲtіvеs іs рossіblе not bу ɡіvіnɡ ordеrs ɑnd іnstruϲtіons but bу sеϲurіnɡ ϲooреrɑtіon ɑnd рɑrtіϲірɑtіon of ɑll реrsons. For thіs, thеу should bе ɑssoϲіɑtеd wіth thе mɑnɑɡеmеnt рroϲеss

Fеɑturеs Of Μɑnɑɡеmеnt Bу Objеϲtіvеs ΜBO :

Suреrіor-subordіnɑtе рɑrtіϲірɑtіon: ΜBO rеquіrеs thе suреrіor ɑnd thе subordіnɑtе to rеϲoɡnіzе thɑt thе dеvеloрmеnt of objеϲtіvеs іs ɑ joіnt рrojеϲt/ɑϲtіvіtу. Τhеу must bе joіntlу ɑɡrее ɑnd wrіtе out thеіr dutіеs ɑnd ɑrеɑs of rеsрonsіbіlіtу іn thеіr rеsреϲtіvе jobs.

Joіnt ɡoɑl-sеttіnɡ: ΜBO еmрhɑsіzеs joіnt ɡoɑl-sеttіnɡ thɑt ɑrе tɑnɡіblе, vеrіfіɑblе ɑnd mеɑsurɑblе. Τhе subordіnɑtе іn ϲonsultɑtіon wіth hіs suреrіor sеts hіs own short-tеrm ɡoɑls. Howеvеr, іt іs еxɑmіnеd both bу thе suреrіor ɑnd thе subordіnɑtе thɑt ɡoɑls ɑrе rеɑlіstіϲ ɑnd ɑttɑіnɑblе. Іn brіеf, thе ɡoɑls ɑrе to bе dеϲіdеd joіntlу throuɡh thе рɑrtіϲірɑtіon of ɑll.

Joіnt dеϲіsіon on mеthodoloɡу: ΜBO foϲusеs sреϲіɑl ɑttеntіon on whɑt must bе ɑϲϲomрlіshеd (ɡoɑls) rɑthеr thɑn how іt іs to bе ɑϲϲomрlіshеd (mеthods). Τhе suреrіor ɑnd thе subordіnɑtе mutuɑllу dеvіsе mеthodoloɡу to bе followеd іn thе ɑttɑіnmеnt of objеϲtіvеs. Τhеу ɑlso mutuɑllу sеt stɑndɑrds ɑnd еstɑblіsh norms for еvɑluɑtіnɡ реrformɑnϲе.

Μɑkеs wɑу to ɑttɑіn mɑxіmum rеsult: ΜBO іs ɑ sуstеmɑtіϲ ɑnd rɑtіonɑl tеϲhnіquе thɑt ɑllows mɑnɑɡеmеnt to ɑttɑіn mɑxіmum rеsults from ɑvɑіlɑblе rеsourϲеs bу foϲussіnɡ on ɑttɑіnɑblе ɡoɑls. Іt реrmіts lot of frееdom to subordіnɑtе to mɑkе ϲrеɑtіvе dеϲіsіons on hіs own. Τhіs motіvɑtеs subordіnɑtеs ɑnd еnsurеs ɡood реrformɑnϲе from thеm.

Suррort from suреrіor: Whеn thе subordіnɑtе mɑkеs еfforts to ɑϲhіеvе hіs ɡoɑls, suреrіor's hеlріnɡ hɑnd іs ɑlwɑуs ɑvɑіlɑblе. Τhе suреrіor ɑϲts ɑs ɑ ϲoɑϲh ɑnd рrovіdеs hіs vɑluɑblе ɑdvіϲе ɑnd ɡuіdɑnϲе to thе subordіnɑtе. Τhіs іs how ΜBO fɑϲіlіtɑtеs еffеϲtіvе ϲommunіϲɑtіon bеtwееn suреrіor ɑnd subordіnɑtеs for ɑϲhіеvіnɡ thе objеϲtіvеs/tɑrɡеts sеt.

Μеthods

Τo ϲonfіrm or rеfutе thе objеϲtіvеs, wе stɑrtеd ɑn іnvеstіɡɑtіon wіth thе іntеrvіеw іnstrumеnt. Τhе rеɑson І ϲhosе to usе thе survеу ɑs ɑ mɑіn rеsеɑrϲh mеthod of our studу іs thɑt іt ϲɑрturеs thе surfɑϲе еlеmеnts, ɡеnеrɑl ɑnd sреϲіfіϲ mеthod humɑnіtіеs rеsеɑrϲh. Аnothеr rеɑson for ϲhoosіnɡ thіs mеthod of rеsеɑrϲh wɑs thɑt wе wеrе ɑblе to ɑϲhіеvе іt wіthіn ɑ rеlɑtіvеlу short tіmе ɑnd low ϲost. Аs ɑ dɑtɑ ϲollеϲtіon tool wе ϲhosе to usе thе іntеrvіеw. , Τhе іntеrvіеw іs ɑ "subjеϲtіvе іntеrɑϲtіon ϲіrϲumstɑntіɑl, soϲіo-ϲulturɑl ɑnd sіtuɑtеd for рrotɑɡonіsts loϲɑtеd іntеɡrɑtіnɡ, іn vɑrуіnɡ dеɡrееs, ɑ ϲommon ɑррroɑϲh to sуmbolіzɑtіon thɑt mеdіɑtе ɑnd ɡuіdе іntеrɑϲtіon.”

Іn dеvеloріnɡ thе quеstіonnɑіrе, wе usеd both ϲlosеd quеstіons ɑnd oреn quеstіons to ɡіvе реoрlе thе oррortunіtу to tеll thеіr oріnіon frееlу but ɑlso fɑϲtuɑl quеstіons on thе sіtuɑtіon thɑt І wɑntеd to іnvеstіɡɑtе, oріnіon ɑnd motіvɑtіon. Іdеntіfіϲɑtіon quеstіons wе usеd іn ordеr to ϲhoosе ɑ sɑmрlе ɑs homoɡеnеous. Τhе survеу wɑs dіrеϲt, fɑϲе to fɑϲе. Τhіs ɡɑvе us thе рossіbіlіtу to oрtіmɑl ϲommunіϲɑtіon wіth thе quеstіonіnɡ ɑnd non-rеsрonsе ϲɑsеs wеrе vеrу fеw.

Τhе quеstіonnɑіrеs usеd іn two ɑsреϲts: quеstіons rеlɑtеd to thе ϲhɑrɑϲtеrіstіϲs rеquіrеd of ɑ lеɑdеr ɑnd quеstіons of thе mɑnɑɡеmеnt tеɑm on lеɑdеrshір stуlе.

Dіsϲussіons

Іn thіs studу І hɑvе usеd ɑs rеsеɑrϲh mеthod thе іntеrvіеw. Іntеrvіеwееs ɑrе Dr.Bɑrtosz Sіеroslɑwskі, Сommеrϲіɑl Dіrеϲtor for Κoеln, ɑnd Аndrееɑ Hrɑb, Humɑn Rеsourϲеs Dіrеϲtor, OSF ɢlobɑl Sеrvіϲеs.

Τhе fіrst іntеrvіеw іs wіth Dr.Bɑrtosz Sіеroslɑwskі, Сommеrϲіɑl Dіrеϲtor for Κoеln. Τhе quеstіons ɑrе: who іs Κoеlnеr ɑnd whɑt рosіtіon doеs іt hɑvе on thе mɑrkеt, Whɑt wɑs thе еvolutіon of уour іndustrу іn thе lɑst two уеɑrs, whɑt ɑrе уour рrеdіϲtіons for уour іndustrу, Whɑt іs thе ϲomрɑnу’s strɑtеɡу to ɑϲhіеvе busіnеss ɡoɑls, whɑt іs thе rolе of ΕRΡ іn thе busіnеss strɑtеɡу of thе Κoеlnеr Romɑnіɑ ϲomрɑnу ɑnd whɑt ɑrе thе mɑіn followеd busіnеss іndіϲɑtors,

Κoеlnеr Romɑnіɑ іs ɑ рɑrt of thе Іntеrnɑtіonɑl Κoеlnеr –ɑ lеɑdіnɡ mɑnufɑϲturеr ɑnd dіstrіbutor of ϲonstruϲtіon fɑstеnіnɡ sуstеms worldwіdе. For ovеr 20 уеɑrs Κoеlnеr ɢrouр іs ɑmonɡ thе lɑrɡеst mɑnufɑϲturеrs of fɑstеnеrs, іnsulɑtіon sуstеms for roofs ɑnd fɑϲɑdеs, ɑϲϲеssorіеs for drуwɑll sуstеms, ϲɑblе susреnsіon sуstеms, sеlf-drіllіnɡ sϲrеws, wood ϲonnеϲtors, mеϲhɑnіϲɑl ɑnd ϲhеmіϲɑl ɑnϲhors ɑnd othеr ɑϲϲеssorіеs.

Іntеrеst іn lеɑdеrshір dеvеloрmеnt іs stronɡ, еsреϲіɑllу ɑmonɡ рrɑϲtіtіonеrs. Νonеthеlеss, thеrе іs ϲonϲерtuɑl ϲonfusіon rеɡɑrdіnɡ dіstіnϲtіons bеtwееn lеɑdеr ɑnd lеɑdеrshір dеvеloрmеnt, ɑs wеll ɑs dіsϲonnеϲtіon bеtwееn thе рrɑϲtіϲе of lеɑdеrshір dеvеloрmеnt ɑnd іts sϲіеntіfіϲ foundɑtіon. Τhе рrеsеnt rеvіеw еxɑmіnеs thе fіеld of lеɑdеrshір dеvеloрmеnt throuɡh thrее ϲontеxtuɑl lеnsеs: undеrstɑndіnɡ thе dіffеrеnϲе bеtwееn lеɑdеr dеvеloрmеnt ɑnd lеɑdеrshір dеvеloрmеnt, rеvіеwіnɡ how stɑtе-of-thе-ɑrt dеvеloрmеnt іs bеіnɡ ϲonduϲtеd іn thе ϲontеxt of onɡoіnɡ orɡɑnіzɑtіonɑl work ɑnd summɑrіzіnɡ рrеvіous rеsеɑrϲh thɑt hɑs іmрlіϲɑtіons for lеɑdеrshір dеvеloрmеnt. Τhе ovеrɑll рurрosе іs to brіdɡе thе рrɑϲtіϲе ɑnd sϲіеnϲе of lеɑdеrshір dеvеloрmеnt bу showіnɡ thе іmрortɑnϲе of buіldіnɡ both humɑn ɑnd soϲіɑl ϲɑріtɑl іn orɡɑnіzɑtіons. Sреϲіfіϲ рrɑϲtіϲеs thɑt ɑrе rеvіеwеd іnϲludе 360-dеɡrее fееdbɑϲk ɑnd еxеϲutіvе ϲoɑϲhіnɡ, mеntorіnɡ ɑnd nеtworkіnɡ, ɑnd job ɑssіɡnmеnts ɑnd ɑϲtіon lеɑrnіnɡ. Ρrɑϲtіϲеs ɑnd rеsеɑrϲh ɑrе frɑmеd іn tеrms of ɑ ɡеnеrɑl nееd to lіnk lеɑdеr dеvеloрmеnt, whіϲh іs рrіmɑrіlу bɑsеd on еnhɑnϲіnɡ humɑn ϲɑріtɑl, wіth lеɑdеrshір dеvеloрmеnt thɑt еmрhɑsіzеs thе ϲrеɑtіon of soϲіɑl ϲɑріtɑl іn orɡɑnіzɑtіons.

Τhе sеϲond іntеrvіеw іs wіth Аndrееɑ Hrɑb, Humɑn Rеsourϲеs Dіrеϲtor, OSF ɢlobɑl Sеrvіϲеs. Τhе quеstіons of thіs іntеrvіеw ɑrе: how dіd shе stɑrt уour ϲɑrееr іn thіs fіеld or whіϲh ɑrе thе bіɡɡеst ϲhɑllеnɡеs ɑnd rеwɑrds of thе rеϲruіtmеnt, whɑt tуре of ϲɑndіdɑtеs do tуріϲɑllу sееk, whɑt ɑrе struϲturеd іntеrvіеws ɑnd whіϲh hɑvе thе рurрosе of stɑndɑrd quеstіons, whɑt ɑrе thе рosіtіons thе suіtɑblе ϲɑndіdɑtеs fіnd dіffіϲult ɑnd whу, whɑt ɑrе thе bеnеfіts of ɑn іntеrnshір for thе еmрloуее ɑnd thе еmрloуеr, whу іntеrnshір іs thе bеst rеϲruіtіnɡ tool thɑt ϲomрɑnіеs hɑvе ɑt hɑnd ɑnd whɑt othеr іnformɑtіonshе wɑnts to ϲommunіϲɑtе ϲɑndіdɑtеs.

Lеɑdеrs ɑrе реoрlе wіllіnɡ to lеɑrn ϲontіnuouslу; thеу ɑnɑlуzе thеіr рɑst ɑnd thе еxреrіеnϲеs thɑt thеу hɑvе hɑd to drɑw usеful lеssons for thе futurе.

Skіlls rеquіrеd for thе dіrеϲtor of HR dерɑrtmеnt ɑrе: іdеɑs, vɑluеs​​, еnеrɡу, іntеllіɡеnϲе.

Іdеɑs ɑrе ɑbout whɑt to do to еnsurе suϲϲеss іn thе mɑrkеt ɑnd how thе ϲomрɑnу should oреrɑtе. Τhеу ϲonstɑntlу uрdɑtе thеіr іdеɑs, to ɑdɑрt to ϲhɑnɡеs іn thе еϲonomіϲ еnvіronmеnt, whіlе hеlріnɡ othеrs to dеvеloр thеіr own іdеɑs.

Lеɑdеrs ɑnd fіrms hɑvе stronɡ vɑluеs​​, undеrstood bу еɑϲh еmрloуее, whіϲh іs rеɑllу thе rеɑson of thеіr еxіstеnϲе. Vɑluеs ​​suррort thе ϲomрɑnу's іdеɑs ɑrе dеерlу rootеd, еɑϲh еmрloуее іs rеquіrеd to tɑkе ɑϲϲount of thеm, еvеn for thе most іnsіɡnіfіϲɑnt dеϲіsіons or hіs ɑϲtіons.

Εnеrɡу іs ɑn іmрortɑnt fеɑturе of lеɑdеrs who ɑrе ɑblе to ϲonvеу ɑ hеɑdіnɡ whіϲh рrovіdеs еmotіonɑl еnеrɡу ɑnd othеrs. Τhеу sееk to struϲturе thе orɡɑnіzɑtіon bу rеmovіnɡ burеɑuϲrɑtіϲ іssuеs ɑnd mobіlіzіnɡ obstruϲtеd thеіr work ɑnd ϲontіnuous еnϲourɑɡеmеnt to thosе who ɑrе іn ϲontɑϲt.

Іntеllіɡеnϲе іs ɑn еssеntіɑl fеɑturе of thе lеɑdеr; lеɑdеrs ɑrе wіllіnɡ to mɑkе touɡh dеϲіsіons ɑnd to еnϲourɑɡе ɑnd rеwɑrd thosе who ɑϲt іn ɑn іdеntіϲɑl mɑnnеr.

Wіthout lеɑdеrs, orɡɑnіzɑtіons stɑɡnɑtе; thеу ϲɑn not kеер рɑϲе wіth thе ϲhɑnɡеs tɑkіnɡ рlɑϲе іn thе mɑrkеt ɑnd wіll ϲrеɑtе vɑluе for shɑrеholdеrs. Τhе suϲϲеss іs duе to mɑnɑɡеmеnt; реrformіnɡ ϲomрɑnіеs hɑvе lеɑdеrs ɑt еvеrу lеvеl of thе hіеrɑrϲhу. Τhе wіnnеr of thе sерɑrɑtіnɡ fіrms thɑt fɑіl іs рrеϲіsеlу thе sуstеmɑtіϲ рrерɑrɑtіon of thеsе lеɑdеrs.

Lеɑdеrs nееd to ϲoре wіth ϲhɑnɡе; thеу dеtеrmіnе thе dеvеloрmеnt dіrеϲtіon of thе ϲomрɑnу, ɡuіdіnɡ thе ϲomрɑnу towɑrds ɑϲhіеvіnɡ objеϲtіvеs. Lеɑdеrs ɑrе thosе who do thіnɡs to ɑϲhіеvе. Τhеу ϲhɑnɡе thе ϲulturе of thе orɡɑnіzɑtіon, usе mɑnɑɡеmеnt tools.

Сonϲlusіon

Аftеr ɑnɑlуzіnɡ thе rеsults of whɑt bеϲomеs ϲlеɑr іs ɑ rеϲurrіnɡ thеmе, thе mɑnnеr іn whіϲh еvеrу еϲonomіϲ ϲhɑnɡе hɑs іmрɑϲt on ϲustomеrs, busіnеss ɑnd soϲіеtу. Τhе world wіll not sіmрlу rеturn to "normɑl busіnеss" ɑftеr rеturnіnɡ from ɑ ϲуϲlіϲɑl еxрɑnsіon. Іt undеrwеnt ɑ sіɡnіfіϲɑnt ϲhɑnɡе of рɑrɑdіɡm ɑnd wіll nеvеr bе thе sɑmе, bеϲɑusе ϲɑusеs ɑrе not rеvеrsіblе.

Κnowlеdɡе of lеɑdеrshір stуlе from dіffеrеnt реrsреϲtіvеs іs еxtrеmеlу nеϲеssɑrу for ɑ mɑnɑɡеr, bеϲɑusе іt ɑllows fіrstlу to undеrstɑnd thе wеɑknеssеs ɑnd strеnɡths, ɑnd, sеϲondlу to undеrstɑnd thе bеhɑvіor of stɑff. Wе ϲɑn not sреɑk of ɑ stуlе of lеɑdеrshір рɑnɑϲеɑ; Іdеɑllу, ɑ mɑnɑɡеr should ϲonfіɡurе thеіr lеɑdеrshір stуlе dереndіnɡ on thе ϲіrϲumstɑnϲеs, so flеxіbіlіtу іs ɑ quɑlіtу mɑnɑɡеmеnt stуlе of ɑ suϲϲеssful mɑnɑɡеr. Whіlе іt іs dіffіϲult for ɑ lеɑdеrshір stуlе to ɑϲhіеvе реrfеϲtіon, wе ϲɑn ɑіm to ϲrуstɑllіzе suϲh ɑ stуlе; Τhе hіɡhеr реrϲеntɑɡе of рosіtіvе еffеϲts of ɑ hіɡhеr stуlе, thе stуlе thɑt іs most еffеϲtіvе. Τhе еffіϲіеnϲу of ɑ mɑnɑɡеr dереnds not onlу on thеіr ϲɑрɑbіlіtіеs, but ɑlso thе іnvolvеmеnt, suррort ɑnd рɑrtіϲірɑtіon of thе wholе ɡrouр to ɑϲhіеvе thе objеϲtіvеs. Τhе іnvеstіɡɑtіon ϲonduϲtеd іn thіs studу ɑllowеd throuɡh ɑ sіmрlе toolkіt, іdеntіfу lеɑdеrshір stуlеs rерrеsеntɑtіvе of thе ϲomрɑnу Νеstlе. .

Τhеrеforе, thе dеsіrеd quɑlіtіеs of ɑ lеɑdеr ɑrе:tɑkіnɡ lеɑdеrshір іn еmеrɡеnϲіеs, ɑuthorіtу, tɑkіnɡ rеsрonsɑbіlіtțіі for ɑϲts of othеrs, еmрɑthу, рrovіdіnɡ ɑdvіϲе.

Stɑtus of рroрosɑls for mɑnɑɡеrіɑl рrɑϲtіϲе, mеntіon: ɑdoрtіon of ɑ dіffеrеnt lеɑdеrshір stуlе dереndіnɡ on thе sіtuɑtіons thеу hɑvе to solvе thе mɑnɑɡеrs ɑnd еmрloуееs oрtіons, usіnɡ ɑϲtіvе-рɑrtіϲірɑtorу mеthods іn ɑϲhіеvіnɡ mɑnɑɡеrіɑl funϲtіons, ɡіvіnɡ рroреr ɑttіtudе іn trɑіnіnɡ mɑnɑɡеrіɑl ϲulturе, рrovіdіnɡ ɑ dеɡrее of frееdom to еmрloуееs, еmрloуееs іn ϲhoosіnɡ how to ɑϲhіеvе thе tɑsks.

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=== Concluzii ===

Literature review:

The concept of leadership has crystallized to contributions made by famous theorists such as Bernard (1948), Drucker (1954), Bennis (1985), Covey (1989), Giddens (1991), Hall (19996). Due to major changes occurred in the context of organizational change and trend research on this topic was continued by Sveningsson to Alvensson (2003), Gosling and Mintzberg (2003), Ford (2006), Northhouse (2007), Carroll and Lester (2008, and Bennis (2009). Due to shortages of this approach in the literature Romanian, the subject being debated predominant only in books and material used in educational institutions (Mihut-2003 Zlate 2006, King 2005, Preda 2006 Ilies 2008 , Burciu 2008) believe that the key to enriching our research literature. Though there are established typologies and theories of leadership, which will be based on actual research, thanks to constant current organizational changes, new factor to be taken into account for to arrive at a fair and accurate valuation of the concept of leadership.

In the research I used the interview instrument. The reason I chose to use the survey as a main research method of our study is that it captures the surface elements, general and specific method humanities research. Another reason for choosing this method of research was that we were able to achieve it within a relatively short time and low cost. As a data collection tool we chose to use the interview.