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STUDIA UNIVERSITATIS PETRU MAIOR, SERIES OECONOMICA, FASCICULUS 1, anul IV, 2010, ISSN 1843-1127

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RAIONALIZAREA SISTEMULUI INFORMAIONALMANAGERIAL, DIN CADRUL ORGANIZAIILOR

STREAMLINING MANAGEMENT INFORMATION SYSTEM

OF ORGANIZATIONS

Ioan MOLDOVAN1,

Maria MOLDOVAN2

e-mail:[email protected]; [email protected],2

Student-doctorand La ASE Bucureti, specializarea ECONOMIE

Abstract: n conceperea sau raionalizareasistemului informaional, obiectivele i cerinele salespecifice trebuie s reflecte obiectivele fundamentale,derivate, specifice i individuale ale unei organizaii.

Aceasta implic studierea strategiei politicilor,documentelor organizaiei ct i discuii i analizecomune cu managerii, principali beneficiari ai

sistemului. Asigurarea unui sistem informaionalfuncional eficace i eficient pentru fiecare organizaieeste esenial ntruct condiioneaz decisiv

performanele sale. n aceast lucrare ne propunems evideniem ca o modalitate important de realizarea performanelor organizaionale, raionalizarea

sistemului informaional, proces deosebit de laboriosi decisiv datorit multiplelor elemente implicate, attde natur strict informaional, ct i managerial,economic, tehnic sau juridic. Cu alte cuvinteraionalizarea sistemului informaional poate fi definitca un proces de analiza critica i reproiectare a

sistemului de management sau a componentelor

acestuia, n vederea creterii functionalitii sale i aamplificrii eficienei firmei, presupunndn esen o

serie de activiti conectate ntr-o succesiune logic.

Cuvinte cheie: sistem informaional managerial;sistem informatic; flux informaional; raionalizareasistemuluiinformaional

Clasificare JEL:M14

Abstract: In designing or streamlining informationsystem, its specific objectives and requirementsshould reflect the core objectives, derived, specific,individual for the organization. This involves studyingthe politic strategy, organizations documents anddiscussions with and joint analysis with the managerswho are the main beneficiaries of the system.Ensuring effective and efficient functioninginformation system for each organization is essentialgiven its performance and decisive condition. In this

paper we want to emphasize that an important way ofachieving organizational performance, streamlininginformation system, very laborious process anddecisively because of the many elements involved, so

purely informational, and managerial, economic,technical or legal. In other words, rationalization ofthe information system can be defined as a process ofcritical analysis and redesign of the managementsystem or its components in order to increase itsfunctionality and maximize the efficiency of the firm,essentially assuming a series of connected activities ina logical sequence.

Keywords: management information system,information system, information flow, streamlininginformation system

JEL Classification:M14
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

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1. INTRODUCERENoua strategie a Uniunii Europene Europa2020, lansat de ctre Comisia European n 3Martie 2010, pentru ieirea din criz i pregtirea

UE pentru deceniul urmtor stabilete trei obiectiveconcrete de atins pentru reluarea creteriieconomice i de aplicat prin aciuni concrete att lanivelul UE ct i la nivel naional: s fieinteligent, n sensul de a se baza pe cunoatere iinovare; s fie durabil, n sensul de a promova oeficien sporit n utilizarea resurselor, de a mriperformanele ecologice i a ncuraja cretereacompetitivitii; s ntreasc incluziunea prindobndirea de competene, creterea gradului deocupare a forei de munc i lupta mpotrivasrciei. Agenda digital pentru Europa este unadin cele apte iniiative-pilot ale Strategiei Europa2020 i are ca scop definirearolului motor esenialpe care utilizarea tehnologiei informaiei icomunicaiilor va trebui s-l joace n realizareaobiectivelor Europa 2020.Economia viitorului va fio economie a cunoaterii, bazat pe reele, avnd ncentrul su internetul.Europa investete n continuare sub posibiliti ncercetarea i dezvoltarea n sectorul TIC. Princomparaie cu principalii si parteneri comerciali,cum ar fi SUA, cercetarea i dezvoltarea n sectorul

TIC n Europa nu numai c reprezint o proporiemult mai mic din bugetul total de cercetare sidezvoltare (17 % fa de 29%), dar i n termeniabsolui, reprezint n jur de 40 % din bugetulalocat de SUA ( 37 de miliarde EUR fat de 88 demiliarde EUR n 2007).In alocutiunea sa Barroso(2010) meniona: Europatrebuie s nvee din experiena crizei economice ifinanciare globale. Economiile noastre suntintrinsec legate. Niciun stat membru nu poateaborda eficient provocrile globale printr-o aciuneizolat. Suntem mai puternici atunci cnd lucrm

mpreun, iar reuita ieirii din criz depinde, prinurmare, de o strns coordonare a politiciieconomice. Imposibilitatea realizrii acestui lucruar putea conduce la un deceniu pierdut de declinrelativ, la o deteriorare permanent a creterii i laniveluri ridicate de omaj structural.Este tot mai mult acceptat faptul c ieirea din crizi reluarea unei creteri economice sntoase se potobine prin stimularea investiiilor publice ninfrastructur, dar i dezvoltarea capitalului umanprin educaie, cercetare i inovare. Poate nici undomeniu nu a suferit mai mult n Romania de peurma avatarurilor tranziiei precum cel al tiinei,cercetarii i inovrii. Subfinanarea cronic, lipsa

1. INTRODUCTION

The new strategy of the European Union "Europe2020", launched by the European Commission inMarch 3, 2010, the EU out of crisis and prepare for

the next decade to reach three targets set out toresume growth and to be implemented throughconcrete actions at EU and at national level: to beintelligent in the sense of being based onknowledge and innovation, to be sustainable, thepurpose of promoting greater efficiency in usingresources to enhance environmental performanceand encourage more competition, tostrengthen inclusion by gaining skills, increasingemployment and poverty reduction work. DigitalAgenda for Europe is one of seven pilot initiativesin Europe 2020 and is intended to define theessential role of motor information andcommunications technology must play in achievingEurope 2020. The economy of the future will be aknowledge economy based on networks, having atits heart the Internet .

Europe still invests in research and developmentopportunities in the ICT sector. By comparisonwith its major trading partners such as USA,research and development in the ICT sector inEurope is not only a much smaller proportion of the

total research and development (17% vs. 29%), butalso in terms absolute, is around 40% of the U.S.budget (EUR 37 billion compared to EUR 88billion in 2007).

In his speech mentioned Barroso(2010): Europemust learn from global financial and economiccrisis. Our economies are intrinsically linked. NoMember State can effectively address globalchallenges through an isolated action. We arestronger when we work together and solve thecrisis success depends, therefore, by a close

coordination of economic policy. Failure to achievethis could lead to a "lost decade" of relative declinein permanent damage growth and high levels ofstructural unemployment.

It is increasingly accepted that the crisis and theresumption of healthy economic growth can beachieved by stimulating investment ininfrastructure, and alsothe human capitaldevelopment through education, research andinnovation. Maybe no other area has suffered morein Romania because of the the transition avatarsthen science, research and innovation. Chronicunderfunding, lack of attractiveness of scientific

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de atractivitate a carierei tiintifice, opacitateacriteriilor de afirmare i promovare profesional audus la depopularea sectorului de cercetare / inovare,care reprezint o treime din media UniuniiEuropene raportat la mia de persoane angajate(2,6

n Romnia fa de 7,8 n UE).(Georgescu, 2010).Profesorul Torsten Husn, unul dintre autorii ceimai cunoscui n materie de nvmnt superiormeniona: Societatea tehnologiei i informaionaleste, prin nsi natura sa, o societate n schimbare,care necesit stapnirea continu a noilorinformaii i tehnologii care apar i care suntutilizate n sfera ocupaional (Georgescu, 2010).

2. Sistemele informaional-manageriale.Prezent i perspective.

Funcionarea adecvat a organizatiei, realizareaobiectivelor cuprinse n previziunile sale nu esteposibil doar prin contribuia sistemului decizional- sistemul su nervos. De asemenea, este necesarun sistem informaional care poate fi comparat cuaparatul circulator din corpul omenesc, ce ofermateria prim informaional necesar n stabilireai ndeplinirea obiectivelor manageriale, asarcinilor, competenelor i responsabilitilor attmanageriale, ct i de execuie din cadulorganizatiilor.Sistemul informaional-managerial poate fi definit

ca ansamblul datelor, informaiilor, fluxurilor icircuitelor informaionale, procedurilor imijloacelor de tratare a informiilor menite scontribuie la stabilirea i realizarea obiectivelororganizaiei.(Nicolescu, Verboncu, 2007) Caurmare a transformrii informaiilor icunotiinelor ntr-o surs principal a dezvoltriieconomice, concomitent cu spectaculoasele irapidele progrese ale tehnologiei informaiilor, seconstat o cretere att a ponderii, ct i a roluluisistemului informatic n ansamblul sistemuluiinformaional.Reorganizarea a fost de multa vreme i cu atat maimult n prezent soluia suprem a conducerii.Exist trei tendine majore care oblig organizaiiles adopte structuri mai flexibile, mai eficiente imai receptive:- Globalizarea.Tendina de globalizare mreteconcurena. Organizaiile sunt ameninate la eleacas de concurenii ale cror sedii se afl laantipozi. Globalizarea oblig organizaiile s fiemai flexibile pe masur ce apar noi tehnici deafaceri.

- Creterea ritmului progresului tehnic. Cicluriletehnice de via ale produselor i serviciilor sereduc rapid i odat cu ele, ciclurile de via a

career, the opacity of affirmation and promotioncriteria led to the depopulation of R & D /innovation, which represents one third of the EUaverage reported per thousand persons employed(2.6 in Romania , compared to 7,8 in the

EU).(Georgescu, 2010).Professor Torsten Husn, one of the mostprominent mention in higher education was saying:information technology and society is by its verynature, a changing society which requirescontinuous mastery of new information andemerging technologies that are used withinemployment. (Georgescu, 2010)

2. Information-management systems.

Present and future prospects.

Proper functioning of the organization, theobjectives included in its forecast is not possibleonly through the contribution of the issue - hisnervous system. It is also necessary that aninformation system can be compared with thehuman body's circulatory system, which providesraw materials and information needed to establishmanagement objectives, tasks, powers andresponsibilities of both management and executionof the frame of the organization.

Information-management system can be defined as

all data, information, information flows andcircuits, procedures and means for informationtreatment designed to help establish and achieve

organizational objectives. (Nicolescu, Verboncu,2007).As a result of processing information andknowledge in a primary source of economicdevelopment in the same time with spectacular andrapid advances in information technology, there isan increase both in weight and the role ofinformation system-wide information system.Reorganization has been a long time and even morein the prezent the ultimate solution of themanagement. There are three major trends whichrequires organizations to adopt more flexibleefficient and responsive structures:- Globalization. The globalization tendencyincreases the competition. Organizations arethreatened in their own homes by competitorswhose headquarters are at theantipodes. Globalization forces organiza-tions to bemore flexible as new business techniques arelaunched on the market. Increase the rhythim of

technical progress.- Technical life cycles of products and services israpidly reduced and with themalso the life cycles of

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tratare a informaiilor. n cadrul sistemuluiinformaional - managerial mijloacele de culegere,nregistrare, transmitere, i prelucrare aleinformaiilor reprezint suportul su tehnic.Numrul, structura, i performanele tehnice ale

mijloacelor de tratare a informaiilor condiioneaz,ntr-o msur apreciabil, performanelefuncionale ale sistemului informaional.(Nistor,Bleoju, 2010) Vom prezenta n continuare ctevacerine de raionalizare fa de informaii:

s fie reale- n sensul reflectrii proceselor aacum se deruleaz;.

s fie multilateral - s fie evideniateelemente semnificative de natur economic,tehnic, uman, tiinific n special pentruprobleme strategice;

s fie simetrice i concise - surprinderea

elementelor eseniale de noutate i prezentarealor cu economie de mesaje i asta datorit crizeide timp a conductorilor

s fie precise i sigure - adic informaiatrebuie dat exact, omiterea unor detalii

semnificative, genereaz ambiguiti asupranecesarului lipsind beneficiarii de siguran nutilizarea informaiilor.

parveni rea la benefi ciari n timp uti l- adicinformaia trebuie s ajung la beneficiar n

perioada optim pentru luarea deciziei;s aib caracter dinamic, prospectiv i

adaptat la specificul personalului implicatAsigurarea unui sistem informaional

funcional eficace i eficient pentru fiecareorganizaie este esenial ntruct condiioneazdecisiv performanele. n continuare va fiprezentat o variant de raionalizare a sistemuluiinformaional managerial din cadrul uneiorganizaii i etapele propuse.

3.1. Declanarea studiului de raionalizare

Managementul organizaiei inieaz realizarea uneiraionalizri a sistemului informaional n ansamblusau la nivelul unor componente ale sale atunci cndse confrunt cu anumite probleme sau cndanticipeaz posibilitatea apariiei unor dificultiviitoare i printr-o abordare anticipativ ncercnds le evite. Sistemul informaional trebuie spermit modificarea caracteristicilor sale, ndeosebifuncionale, conform necesitilor i pentru aceastase recomand conceperea lui ntr-o abordaremodular. n societile comerciale, companiilenaionale i regiile din Romania, cele mai frecvente

evenimente generatoare de studii i aciuni deraionalizare informaional sunt: scderea

information-management system means thecollection, recording, transmission, and processingof information is its technical support. The number,structure, and technical performance of theconditional means of information processing in an

appreciable extent, is a condition for theinformation system performance.(Nistor, Bleoju,2010). We present some rationality to theinformation requirements:

be realistic- in terms of coverage as runningprocesses; be comprehensive - to highlight significantelements of economic, technical, human, scientific,particularly for strategic issues;

be symmetr ic and concise- the essential elements

of novelty and surprise their presentation and thatmessages saving time because of the crisismanagers be accurate and reliable - that information begiven exactly, the omission of significant details,

creates ambiguity regarding the necessary safetydepriving the beneficiaries of its use.

parvenirea beneficiaries in good time - theinformation must reach the recipient in the optimaltime for decision making; be dynamic, prospectiveand adapted to the

specific of the personnel involved.Ensuring effective and efficient functioninginformation system for each organization isessential because it gives the decisive conditionperformance. Next will be presented an option tostreamline the management information systemwithin an organization and the proposed steps.

3.1. Triggering study rationality

Organization managent represents the base forachieving a rationalization of the informationsystem as a whole or at the level of its componentswhen faced with certain problems or when youanticipate the possibility of future difficulties and aproactive approach trying to avoid. Theinformation system should allow modification ofits characteristics, particularly functional as it needsand recommend the design of a modular approach.

The companies, national companies and the kingsof Romania, the most common events generating

information studies and rationalization actions are:lower sales and production, strategy and/or policy

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vnzrilor i a produciei; elaborarea strategiei si-sau politicii pentru urmtorii ani; dificultimajore n realizarea unor activiti importante,cum ar fi: aprovizionare, producie sau vnzri;

schimbarea managerilor la nivel de organizaie

sau compartimente; restructurarea organizaiei;blocaj financiar; introducerea unor echipamentemoderne de tratare a informaiilor; aplicarea unornoi metode manageriale economice; schimbri nlegislaie; efectuarea unor diagnosticri aleorganizaiei; frecventarea de ctre manageri aunor programe de pregtire managerial.n funcie de cauz i de concepia managerilor,organizatorilor si informaticienilor implicai sestabilete sfera de cuprindere a studiuluiinformaional, care poate fi: global, atunci cnd serefer la ansamblul activitilor organizaiei;

parial cnd se refer doar la anumite activiti aleacestuia. Un mare ajutor n delimitarea sferei decuprindere a activitilor i a tematicii abordate lprezint folosirea tabloului relaiilor cauz-efect. nntocmirea sa se pornete de la axioma c orice

problem este expresia anumitor cauze, care, larndul lor, provoac anumite efecte, care i ele potconstitui cauze pentru alte probleme.n strns corelaie cu delimitarea tematiciiinformaionale se determin alte trei elemente

pregtitoare majore:- resursele de cunotine, tehnico-materiale i

financiare, alocate pentru studiu- numrul i componena echipei care realizeazraionalizarea informaional-perioada de executare a aciuniiConcomitent cu precizarea ariei de investigaieinformaional se formuleaz i obiectivele derealizat. Pentru a fi realizate i acceptate de ctrepersonalul cheie al organizaiei, este necesarparticiparea la stabilirea obiectivelor a managerilorde nivel superior i a principalelor compartimenteimplicate.Obiectivele informaionale vizeaz directfuncionalitatea sistemului informaional: felul icalitatea informaiilor de furnizat, modernizareaunor proceduri informaionale, performaneletratrii informaiilor, perioada de furnizare a unorinformaii importante, costuri implicate.Obiectivele economice au n vedere efectele directei indirecte determinate de perfecionrileinformaionale. Acestea se refer la portofoliul decomenzi, mrimea stocurilor de materii prime,viteza de rotaie a capitalului circulant, cifra deafaceri etc.(Nicolescu, Verboncu, 2007)

3.2.Identificarea elementelor informaionaleale domeniului investigat

for the next years, major difficulties in carrying outimportant activities such as such as: supply,production or sales, changing managers in theorganization pr only in some departments,restructuring the organization, financial jam, the

introduction of modern equipment for treatment ofinformation, application of new methods ofeconomic management, changing laws, carryingout diagnostics of the organization; attendance bymanagers of managerial training programs.

Depending on the issue and design managers,organizers and informatitions involved the scope ofthe survey information is established, which maybe: global, when it refers to all activities of theorganization, part time refers only to certain

activities of it. An aid in delineating the scope ofactivities and topics covered is the use of the cause-effect relations panel. In preparing it it starts fromthe axiom that any problem is the expression ofcertain causes, which, in turn, may be causes forother problems.In close connection with the delimitation of thetopic information is determined preparatory threemajor elements:

- knowledge resources, technical, material andfinancial, allocated to study

- number and composition of the team whichcarries information streamlining- the period of the execution of actionAlong with specifying the area of investigativeinformation shall be made the goals to be achievedtoo. To be completed and accepted by the keystaff of the organization is required to participatein setting goals senior level managers of keydepartments involved too.

Informational objectives directly address theinformation system functionality: the type andquality of information provided, modernization ofinformation procedures,the performace of theinformation treatment, delivery period ofsignificant information, the costs involved.Economic objectives are considering direct andindirect effects caused by tuning information. Thisrefers to the portfolio of orders, the size of stocksof raw materials, the speed of capital, turnover, etc.(Nicolescu,Verboncu,2007)

3.2.Identifying information of theinvestigated area

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Din activitile practice majoritatea specialitilordemonstreaz c naintea nceperii analizeiinformaionale propriu-zise este recomandabilreunirea principalelor informaii privind domeniul

respectiv. Derularea acestei etape presupuneparcurgerea mai multor faze, n realizarea croraeste esenial obinerea colaborrii principaliloremitori i beneficiari de informaii. Aceste fazesunt urmtoarele:- caracterizarea succint, de ansamblu, asubsistemului informaional, relevnd principaliisi parametrii n strns corelaie cufuncionalitatea i performanele obinute- ntocmirea listei cu documentele informaionaleutilizate, att a celor codificate i standardizate , cti a celor ocazionale

- preluarea de machete pentru principaleledocumente informaionale- reprezentarea grafic a circuitului documentelorinformaionale cu folosin periodic- descrierea principalelor tipuri de proceduriutilizate, mai ales a celor informatice n cadrulcelor mai importante situaii i fluxuriinformaionale- inventarierea mijloacelor automatizate, de tratarea informaiilor, cu precizarea principalilorparametrii constructivi, funcionali i economici.Parcurgerea acestei faze asigur ntocmirea

dosarului informaional complet al domeniuluianalizat, baza indispensabil pentru analiza sadetaliat i profesionist.(Nicolescu, Verboncu,2007)

3.3. Analiza critic a subsistemului analizat

Complexitatea i multidimensionalitatea sistemuluiinformaional impun efectuarea unor analize dinmultiple puncte de vedere care n final s releve

principalele disfuncionaliti informaionale:- prezentarea funcionarii sistemului informaionalexistent;- delimitarea sistemului informaional existent,stabilindu-se structura acestuia;- analiza critica a sistemului informaional existentin raport cu obiectivele generale ale firmei si cuobiectivele derivate privind activitile studiate,precum i deciziile adoptate n domeniul analizat;- identificarea disfunctionalitilor i deficienelorsistemului informaional existent;- analiza de detaliu a informaiilor provenite din

documente, care trebuie s se bazeze i pecunoaterea calitilor ce trebuie s le posede

The practical activities shows that most specialistsbefore starting the actual analysis of the advisableinformation are gathering key data on the field.Running this step involves going through several

phases, which is essential in obtaining thecollaboration of the main emitters of information.These phases are:- Characterization brief overview, informationsubsystem, highlighting its main parameters incorrelation with the functionality andperformances- getting together theIinformation used forcompiling the list of documents, covering bothcodified and standardized, as well as theoccasional- Acquisition of information models for the main

documents- Graphical representation of the circuit oh theinformational documents used periodic- Describe the main types of procedures used,especially those in the most important informationstatements and information flows- Automated media inventory, processing ofinformation, indicating the main constructionparameters, functional and economical.Keeping records of completion of this phaseprovides complete information of the analyzeddomain, indispensable for the thorough and

professional analysis.(Nicolescu, Verboncu, 2007)

3.3. Critical analysis of the subsystem

consideredThe complexity and diversity of informationsystems require some analysis from multiple pointsof view that ultimately reveal the major failures ofinformation:

- presenting existing information system officials;- delimitation of the existing information system,establishing its structure;- critical analysis of existing information system inrelation to overall business objectives and targetsderived on the activities studied and analyzed thedecisions;- identify existing information system failures andshortcomings;- detailed analysis of information from documents,which must be based on knowledge of the qualities

you need to possess the information;- finalization of the objectives of the study

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informaia;- definitivarea obiectivelor studiului n urmaanalizei critice efectuateExaminarea aprofundat a sistemului informaionalprin prisma elementelor menionate ofer suportul

informaional pentru a trece la perfecionarea sasub aspect constructiv i funcional.(Nicolescu,Verboncu, 2007)

3.4. Raionalizarea propriu zis a sistemuluiinformaional

Prima faz din cadrul acestei etape o constituiestabilirea configuraiei de ansamblu sistemuluiinformaional mbuntit. Rezultatul acestei faze lreprezint o succint prezentare a configuraieisistemului informaional, cu precizarea

principalelor componente, reflectate ntr-o schemde ansamblu.Cea de a doua faz rezid n proiectarea de detaliua componentelor informaionale, la care intervin

schimbri. n esen sunt posibile trei categorii demodificri: introducerea de elemente noi(documente, proceduri informaionale, echipamenteetc) comasarea sau schimbarea parial aconinutului unor componente informaionale ieliminarea altora. Aceste schimbri se stabilesc lanivelul fiecrei componente informaionale dincadrul domeniului investigat: documente, circuite,pulsuri, proceduri si mijloace informaionale. Dupprecizarea tuturor schimbrilor, acestea secentralizeaz ntr-un tabel sinoptic, care va sevi cabaz pentru a trece la operaionalizarea acestora.Ultima etap n cadrul perfecionriiinformaionale se termin prin stabilirea eficieneiaplicrii msurilor preconizate, att cuantificabile,ct i necuantificabile. Toate elementele elaboraten aceast etap se reunesc ntr-un proiect care estesupus aprobrii managementului participativ alfirmei sau , dup caz, ntreprinztorului proprietar.

Numai dup acceptarea sa , eventual cu corecturi imbuntiri, se poate trece la aplicare.

3.5. Implementarea perfecionrilorinformaionale

Implementarea propriu-zis are la baz un programde pregtire i operaionalizare a soluiilorinformaionale proiectate. Dou sunt aspectelemajore care este necesar s fie avute n vedere:- asigurarea premiselor tehnico-materiale, umane,informaionale, financiare necesare, (metodologie,

baze de informaii, mijloace de tratare ainformaiilor, supori informaionali etc.)

performed after the critical analysis

The detailed information system through the itemslisted provide information support to move to moresophisticated constructive and functional

aspect.(Nicolescu,Verboncu,2007)

3.4. Streamlining the actual information

system

The first phase of this stage is to establish theoverall pattern of improved informationsystem. The result of this phase is a brief overviewof the system configuration information, specifyingthe main components, reflected in an overall

scheme.

The second phase consists in the detailed designinformation components, where changesoccur. Essentially three types of changes arepossible: the introduction of new items (documents,procedures, information, equipment, etc.) merge orchange the contents of partial information andremoving other components. These changes are setin each component of the area investigatedinformation: documents, circuits, pulses,procedures and information resources. After statingall changes, they are centralized in a synoptic table,which will sevi as a basis to move to theiroperationalization.

Last step in improving information ends todetermine the effectiveness of the measuresproposed by both quantifiable and unquantifiable.All the elements come together at this stagedeveloping a project that is subject to approval ofparticipatory management of the firm or, whereappropriate, the entrepreneur owner. Only after

acceptance, possibly with corrections andimprovements, can proceed to implementation.

3.5. Implementation of Information

refinements

The actual implementation is based on a trainingprogram designed for getting information solutionsand operationalization. There are two major issuesthat need to be considered:- providing technical and material prerequisites,human, information, financial resources

(specialists, methodology, data bases, means oftreatment information, information support, etc.).

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stagnant, uneori retrograd, algestiunii umane i alinstituiilor si politicilor nvechite, roase decorupie i birocraie, este uluitor. Scap totuiobservrii de ctre publicul larg i chiar bunului-sim, care ar putea s se ntrebe dac una i aceeai

minte uman le concepe pe amandou.(Malia,2010). Pentru a-i asigura un viitor durabil, Europatrebuie s priveasc deja dincolo de prioritile petermen scurt. Confruntai cu mbtrnireapopulaiei i cu concurena mondial, avem treiopiuni: s muncim mai susinut, s muncim maimult sau s muncim mai inteligent. Va trebuiprobabil s le facem pe toate trei, dar opiunea atreia este singura care poate garanta ridicareanivelului de trai al europenilor. n acest scop,Agenda digital cuprinde propuneri de aciuni caretrebuie ntreprinse de urgen pentru a readuce

Europa pe calea unei creteri inteligente, durabile iincluzive. Aceste propuneri vor forma un cadrupentru transformrile pe termen lung produse de osocietate i o economie din ce n ce maidigitalizate.

brute force. The contrast between the rapid advanceof science and technology, and stagnant stage,sometimes backward, of the human gestion andoutdated policies and institutions, numerouscorruption and bureaucracy is astounding. Escapes

observation by the general public, however, andeven common sense, which might wonder whetherone and the same human mind conceive them both.(Malia, 2010).To ensure a sustainable future, Europe mustalready look beyond short-term priorities. Facedwith an aging population and global competition,we have three options: to work more intensely towork harder or working smarter. You may need todo all three, but the third is the only option that canensure higher standards of living of Europeans. Tothis end, the digital agenda includes proposals for

actions to be taken urgently to restore Europe byway of smart growth, sustainable andinclusive. These proposals will form a frameworkfor long-term changes produced by a society and aneconomy increasingly digitized.

BIBLIOGRAFIE/BIBLIOGRAPHY

[1] President Barroso's Speech, the launch of Europe 2020, Brussels, 3 March 2010[2] European Commission, Communication from the Commission to the European Parliament, the Council,

the Economic and Social Committee and Committee of the Regions "A Digital Agenda for Europe",26.08.2010, Brussels

[3] Georgescu, Clin:Romania dupa criz, Reprofesionalizarea, Editura Compania, Bucuresti, 2010, pp 244,280

[4] Nicolescu, O; Verboncu, I;Managementul Organizaiei, Editura Economic, Bucuresti 2007, pp 247, 248,263-273

[5] Malia, Micea: Romania dupa criz, Reprofesionalizarea, Editura Compania, Bucureti, 2010, pp 30.

[6] Nistor; Rozalia, Bleoju, Giantina:Management, Note de curs, Universitatea Dunarea de Jos, Galati,

2010

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