managementul afacerii - teme de studiu
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LISTA TEMELOR DE STUDIU LA DISCIPLINA
“MANAGEMENTUL AFACERILOR”
Pregatirea studentilor de la forma de invatamant FR, anul IV la disciplina “Managementul Afacerilor” trebuie sa urmareasca aprofundarea urmatoarelor
teme: 7(0$����'HILQLUHD�QR LXQLL�GH�PDQagement
&RQFHSWXO�GH�PDQDJHPHQW�GHULY��GLQ�ODWLQHVFXO�PDQXV��UHSUH]HQWkQG�PDQH-
YUDUHD��SLORWDUHD��&HO�FH� WUHEXLH�V��RUJDQL]H]H�úL� V�� UHDOL]H]H�DFHVW�SLORWDW�HVWH�PDQDJHUXO�� FHO� FH� SDUWLFLS�� QHPLMORFLW� OD� RUJDQL]DUHD� úL� HIHFWXDUHD� DF LXQLL�manageriale.
În 8�.�� YHUEXO� ³WR� PDQDJH´� LQVHDPQD� D� DGPLQLVWUD�� D� FRQGXFH�� D� UHXúL��cuvântul fiind derivat apoi in manager si management.
Principiile managementului stiintific au fost formulate de Frederick Taylor la inceputul anilor 1900.:
��� V�� VH� HODERUH]H� R� YDULDQW�� úWLLQ LILF�� GH� UHDOL]DUH� D� RELHFWLYHORU��UHQXQ kQGX-se la modele empirice bazate pe experienta si rutina;
���V��VH�DVLJXUH�R�VHOHF LH�úWLLQ LILF��D�OXFU�ULORU� ��� V�� VH� FRRSHUH]H� FX� OXFU�WRULL� D�v�� OXFU�ULOH� V�� ILH� H[HFXWDWH� FRQIRUP�
SULQFLSLLORU�úWLLQ LILFH� ���PXQFD� úL� UHVSRQVDELOLWDWHD� V�� ILH� UH]RQDELO� vPS�U LWH� vQWUH�PDQDJHUL� úL�
OXFU�WRUL�� ,Q� DFHHDVL� SHULRDGD� +HQU\� )D\RO� D� IRUPXODW� IXQF LXQLOH� úL� SULQFLSLLOH�
FRQGXFHULL�RUJDQL]D LRQDOH� - planificarea, - organizarea, - comanda, - coordonarea, - controlul. Afacerea 7HUPHQXO�GH�DIDFHUH�DUH�R�XWLOL]DUH�WRW�PDL�ODUJ��vQ�vQWUHDJD�OXPH��ÌQ�8.��
DFHVW�WHUPHQ�VHPQLILF��XQ�OXFUX�FH�WUHEXLH�I�FXW�SHQWUX�D�FkúWLJD�ÄEDQL� ÌQ� GHVI�úXUDUHD� XQHL� DIDFHUL� LQWU�� IDFWRULL�� FRQVXPDWRULL�� SURGXF�WRULL��
distribuitorii. 3HQWUX�R�EXQ��GHVI�úXUDUH�D�XQHL�DIDFHUL�WUHEXLHVF�SDUFXUVH�HWDSHOH� -� �GHQWLILFDUHD�SURGXVXOXL�VDX�VHUYLFLXOXL�úL�GHWHUPLQDUHD�DFHORU�HOHPHQWH�
FH�vO�GLIHUHQ LD]��GH�FHOHODOWH�SURGXVH�GH�SH�SLD ��� - HIHFWXDUHD�XQXL�VWXGLX�GH�SLD ��� - QHJRFLHUHD�GLQWUH�FHOH�GRX��S�U L�FRQWractante; - SXQHUHD�vQ�SUDFWLF��D�DIDFHULL� $FWLYLWDWHD� GH� GHPDUDUH� D� XQHL� DIDFHUL� DUH� OD� ED]�� H[LVWHQ D� D� WUHL�
elemente: -�H[LVWHQ D�XQHL�RSRUWXQLW� L
-�vQWUHSULQ]�WRUXO�VDX�HFKLSD�VD -�IUXFWLILFDUHD�RSRUWXQLW� LL 3ULQ�vQWUHSULQ]�WRU�VH�vQ HOHJH�SHUVRDQD�FH�RUJDQL]HD]���GH LQH��DVXP��ULVFXO�
XQHL�DIDFHUL��8QXL�vQWUHSULQ]�WRU�vL�SRW�IL�DWULEXLWH���IXQF LL�PDMRUH� -�D�IL�SXUW�WRU�GH�ULVF - inovator -�FRQGXF�WRU�DO�vQWUHSULQGHULL 2SRUWXQLW� LOH�SLH HL�SRW�IL�H[SULPDWH�VXE�IRUPD�XQRU�WLSXUL�GH�LGHL� a) idei de tip A –�FDUH�DVLJXU��FOLHQ LORU�XQ�SURGXV�FDUH�QX�H[LVW��SH�SLD D�
UHVSHFWLY��GDU�H[LVW��SH�DOWH�SLH H� b) idei de tip B – un produs, un nou proces tehnologic c) idei de tip C –�VH�UHIHU��OD�UHDOL]DUHD�XQHL�DFWLYLW� L�HFRQRPLFH ÌQWUHSULQ]�WRUXO�SRDWH�DYHD���RS LXQL�GH�DERUGDUH�D�SLH HL� 1) produs –�VHUYLFLX�QRX��SLD ��PRQGLDO���ÌQWUHSULQGHUHD�VH�YD�FRQIUXQWD�FX�
FHD�PDL�ULVFDQW��ODQVDUH�GH�SURGXV� ���SLD D�H[LVWHQW���SURGXV�– serviciu nou. Întreprinderea introduce un nou
produs. ��� SLD ��PRQGLDO��� SURGXV�– sHUYLFLX� H[LVWHQW�� ([LVW�� R� JDP�� vQWUHDJ�� GH�
vQWUHSULQGHUL�FH�FRPHUFLDOL]HD]��SURGXVH�H[LVWHQWH��GDU�SLD D�D�IRVW�vQFKLV�� ���SLD ��H[LVWHQW���SURGXV�H[LVWHQW��([LVW��R�SXWHUQLF��FRQFXUHQ �� /D�QLYHOXO�vQWUHSULQGHULORU�PLFL�úL�PLMORFLL�IDFWRULL�FH�LQIOXHQ HD]��QHYRLD�GH�
previziune sunt: 1) JUDGXO�GH�FRQFXUHQ � 2) H[SHULHQ D�úL�HGXFD LD�vQWUHSULQ]�WRUXOXL 3) HWDSHOH�GH�GH]YROWDUH�vQ�FDUH�VH�DIO��RUJDQL]D LD� Etapele functiei de previziune: 1) GHWHUPLQDUHD�GLUHF LHL�HFRQRPLFH�D�HYROX LHL�YLLWRDUH 2) stabilirea�RELHFWLYHORU�RUJDQL]D LHL 3) SUH]HQWDUHD�DQVDPEOXOXL�GH�LQWHQ LL�úL�D�F�LORU�GH�XUPDW 4) VWDELOLUHD�UHVXUVHORU�úL�D�PRGXOXL�GH�XWLOL]DUH
TEMA 2. Politici de administrare a afacerilor.Decizia manageriala
Misiunea firmei –� FHD� SULQ� FDUH� VH� GHILQHúWH� UD LXnea de a fi a ei; este UHSUH]HQWDW�� GH� YDORULOH� RUJDQL]D LHL�� GH� DVSLUD LLOH� HL� VXEOLQLLQG� FDUDFWHULVWLFD�SULQ�FDUH�RUJDQL]D LD�UHVSHFWLY��H[FHOHD]��ID ��GH�UHVWXO�RUJDQL]DWLLORU� �����3ROLWLFD�UHSUH]LQW��JKLGXO�GH�DF LXQH�úL�GHFL]LH�D�RDPHQLORU��3ROLWLFD este o H[SXQHUH� D� DWLWXGLQLL� RILFLDOH� D� XQHL� FRPSDQLL� F�WUH� WRDWH� WLSXULOH� GH�compartimente.
Politici: - SROLWLFD�SURGXF LHL - politica produsului,etc.
'HFL]LD� UHSUH]LQWD� XQ� SURFHV� GLQDPLF�� UD LRQDO� GH� DOHJHUH� D� XQHL� OLQLL� GH�DF LXQH��GH�SRVLELOLW� L�FX�scopul de a ajunge la un rezultat. ��'HFL]LD�PDQDJHULDO�� HVWH� FXUVXO�GH�DF LXQH�DOHV�SHQWUX� UHDOL]DUHD�XQXLD�VDX�
PDL� PXOWRU� RELHFWLYH� úL� SULQ� D� F�UXL� DSOLFDUH� VH� LQI�XHQ HD]�� DFWLYLWDWHD� úL�comportamentul unei alte persoane decât decidentului (persoana care ia decizia).
Elemente implicate in procesul decizional : a. decidentul – persoana ce decide b. formularea problemelor c. obiectivele, scopul deciziei d. alternative de decizie e. VW�ULOH�QDWXULL�vQ�FDUH�VH�LD�GHFL]LD� f. alternativele pentru rezolvarea problemelor. Clasificarea deciziilor: a. tactice sau programate b. VWUDWHJLF��QHSURJUDPDW� c. GH�ED]� d. GH�UXWLQ� ÌQ�SURFHVXO�GH�FUHDUH�úL�GH�ODQVDUH�FX�VXFFHV�D�XQHL�QRL�vQWUHSULQGHUL�VXQW�
necesare câteva elemente fundamentale: - H[LVWHQ D�LGHLL - H[SHULHQ D�vQWUHSULQ]�WRULORU - H[LVWHQ D�UHVXUVHORU�QHFHVDUH�GH]YROWDULL�LGHLL - H[LVWHQ D�XQXL�PHGLX�H[WHUQ�IDYRUDELO &UHDUHD�XQHL�QRL�DIDFHUL�HVWH�VWLPXODW��GH� - SUH]HQ D�vQWUHSULQ]�WRULORU�FX�H[SHULHQ � - IRU D�GH�PXQF��FDOLILFDW� - accesibilitatea la materii prime - JUDGXO�GH�GH]YROWDUH�DO�SLH HL - H[LVWHQ D�XQHL�SROLWLFL�JXYHUQDPHQWDOH�IDYRUDELOH - GLVSRQLELOLW� LOH�GH�WHUHQ - H[LVWHQ D�XQHL�LQIUDVWUXFWXUL 3UREOHPHOH�JHQHUDWH�GH�SLD D�XQLF��HXURSHDQ��SRW�IL�VLQWHWL]DWH�vQ� - schimbarea standardeloU�úL�D�OHJLORU - WUHEXLH�UHH[DPLQDW��ILHFDUH�FRPSRQHQW��D�VLVWHPXOXL�GH�DIDFHUL - VWUXFWXULOH�RUJDQL]D LRQDOH�SRW�GHYHQL�PDL�VFXPSH�úL�PDL�FRPSOLFDWH�GHFkW�
cele ale competitorilor - GLVWULEXLWRULL�H[LVWHQ L�SRW�IL�vQJKL L L�GH�PDULL�FRPSHWLWRUL - FOLHQ LL�H[LVWHQ L�vúL�SRW�VFKLPED�FRPSRUWDPHQWXO
7(0$�����3UHYL]LXQHD�úL�SODQLILFDUHD�DIDFHULORU
���2ELHFWLYHOH�SODQLILF�ULL 3URJUHVXO�VRFLDO�VH�FRQVLGHU��F��SRDWH�IL�GHILQLW�SULQ�
36� �0�[�3�[�'�[�&�[�DO L�IDFWRUL unde: PS-program social; P-SUHJ�WLUH� SURIHVLRQDO��� '-GRWDUHD� PDWHULDO���
C-SURJUHVXO�úWLLQ HL� (OHPHQWHOH� GH� ED]�� DOH� SURFHVXOXL� GH� FRQGXFHUH� VXQW� GHILQLWH� vQ� FDGUXO�IXQF LLORU�RUJDQL]DWLHL�
-�VFRSXO�RUJDQL]D LHL�GH�D�RE LQH�SURILW -�VFRSXO�PLVLXQLL�FH�SHUPLWH�vQGHSOLQLUHD�VFRSXOXL�RUJDQL]D LHL -�RELHFWLYHOH�VXQW�ILQDOLW� L�SH�FDUH�vQWUHDJD�DF LXQH�D�RUJDQL]D LHL�H�RULHQWDW� -�VWUDWHJLD�GH LQH�RELHFWLYHOH�SULQFLSDOH��DGDSWDUHD�FXUVXOXL�GH�DF LXQH -� SROLWLFLOH� UHSUH]LQW�� GHFODUD LLOH� JHQHUDOH� VDX� vQ HOHJHULOH� FH� RULHQWHD]��
JkQGLUHD�úL�DF LXQHD�vQ luarea deciziilor. -� SURFHGHHOH� UHSUH]LQW�� JHQXULOH� GH� DF LXQH� FH� GHOLPLWHD]�� PRGDOLWDWHD�
H[DFW��vQ�FDUH�VH�GHVI�úRDU��R�DFWLYLWDWH� -�UHJXOLOH�UHSUH]LQW��HQXQ XO�FH�VWLSXOHD]��R�DF LXQH�VSHFLILF��úL�GHILQLW� -�EXJHWHOH� �GHFODUD LL�GH�UH]XOWDW�H[SULPDWH�vQ�WHUPHQL�ILFúL� Etapele procesului decizional: ��SUHFL]DUHD�úL�GHILQLUHD�RELHFWLYXOXL 2.adunarea, reglementarea datelor 3. R�DQDOL]��D�LQIRUPD LLORU 4. construirea variantelor 5. adaptarea deciziei si comunicarea deciziei 6. aplicarea deciziei 7. controOXO�úL�XUP�ULUHD�DSOLF�ULL�GHFL]LHL 'HFL]LLOH�SRW�IL�OXDWH�vQ�PDL�PXOWH�FRQGL LL� a. FRQGL LL�GH�FHUWLWXGLQH b. FRQGL LL�GH�ULVF c. FRQGL LL�GH�LQFHUWLWXGLQH
TEMA 4. Organizarea afacerilor
$��2UJDQL]D LLOH�SRW�DYHD�� -�R�VWUXFWXUD�IRUPDO���RILFLDO�� -�R�VWUXFWXUD�LQIRUPDO���QHRILFLDO���GH�FRPXQLWDWH� Cele mai importante principii pe care trebuie sa le urmareasca o societate
sunt (principiile managementului modern): a. SULQFLSLXO�XQLW� LL�vQ�DWLQJHUHD�RELHFWLYXOXL b. principiul ariei de control c. princLSLXO�GHOHJ�ULL�DXWRULW� LORU d. SULQFLSLXO�XQLW� LL�GH�FRPDQG� e. SULQFLSLXO�UHVSRQVDELOLW� LL
%�7LSXUL�GH�VWUXFWXUL�GH�RUJDQL]D LL a. WUDGL LRQDO� b. UD LRQDO� c. FDULVPDWLF� Avantaje sistemului birocratic de organizare sunt: 1. DSOLFDUHD�LPSDU LDO��D�regulilor 2. un sistem de proceduri bine definit 3. sistem bine definit de autoritate 4. diviziunea muncii
Dezavantaje sistemului birocratic de organizare sunt: 1. reguli arbitrare 2. FRQIX]LL�úL�FRQIOLFWH�GH�PXQF� 3. slaba adaptare la noua tehnologie 4. coPXQLFDUHD�VODE��vQWUH�RDPHQL 5. VSD LL�LQVXILFLHQWH�QHFHVDUH�FUHúWHULL�GH�SHUVRQDO ��0DQDJHPHQWXO�VFKLPE�ULL /D� ED]D� SHUWXUED LLORU� FH� IDF� QHFHVDUH� VFKLPE�ULOH� FRQGL LRQDWH� VWDX� ��
fenomene: a. IHQRPHQH�UHDOH��H[LVWHQWH�FH�VROLFLW��V��ILH�DWHQXDWH�VDX�HOLPinate b. IHQRPHQH�VXELHFWLYH��X]XUD�VDX�OLSVD�H[SHULHQ HL�vQ�RUJDQL]D LH��GHFDODMH�
în departamente etc... Restructurarea afacerii cuprinde: a. regruparea afacerii b. HODERUDUHD�GH�VWUDWHJLL�VHFWRULDOH�úL�WHULWRULDOH 5HDF LLOH�QHJDWLYH�FDUH�DSDU�OD�VFKLPEarea structuri organizationale sunt: a. WHDPD�GH�D�SLHUGH�VDX�GH�D�VF�GHD�YHQLWXULOH b. WHDPD�GH�D�QX�GLVWUXJH�UHOD LLOH�SHUVRQDOH�FUHDWH c. QHFHVLWDWHD�GH�D�vQY� D d. teama de necunoscut
TEMA 5 . Planul de afaceri (PA)
A, Obiectivele planului de afaceri 0XOWH� RUJDQL]D LL� PLFL� IRUPXOHD]�� XQ� SODQ� GH� DIDFHUL� FX� R� LPSRUWDQ ��
GHRVHELW��DWXQFL�FkQG�VH�FDXW��R�ILQDQ DUH�GH�OD�E�QFL� ÌQ�RUJDQL]D LLOH�PDUL�GH�UHJXO��DFHVWH�SODQXUL�GH�DIDFHUL�VXQW�I�FXWH�SHQWUX�
produse noi. ÌQ� DOF�WXLUHD� XQXL� SODQ� GH� DIDFHUL� WUHEXL luate în considerare obstacolele
LYLWH�úL�IHOXO�vQ�FDUH�SRW�IL�HYLWDWH�� Succesul unui P.A. depinde de: • Complexitate • Orizontul de planificare • 1XP�UXO�GH�RUJDQL]D LL�LPSOLFDWH • 9XOQHUDELOLWDWHD�ID ��GH�IDFWRUL�QHFRQWUROD L 3$�VH�UHIHU�� ILH� OD�SURPRYarea unei întreprinderi noi, fie la lansarea unui
produs‚ creat într-R�vQWUHSULQGHUH�H[LVWHQW���3$�HVWH�UH]XOWDWXO�XQHL�DFWLYLW� L�XWLOH�GHVI�úXUDWH�GH-D�OXQJXO�SURFHVXOXL�GH�FRQFHSHUH�úL�GH]YROWDUH�D�SURLHFWHORU�QRL��
3$� UHSUH]LQW�� XQ�GRVDU� vQ� FDUH� VH� FRQFHQWUHD]�� VWXGLXO� DQDOLWLF� DO� WXWXURU�DVSHFWHORU�XQXL�SURLHFW��(��DERUGHD]��WRDWH�SXQFWHOH�GH�YHGHUH�vQ�VSHFLDO�VWXGLXO�GH�SLD ���SURGXF LD�úL�JHVWLXQHD��
3$�HVWH�FRQFHSXW�GSGY�VWUDWHJLF�úL�SUHYL]LELO��2ULHQWDW�VSUH�YLLWRU�HO�WUHEXLH�V�� GHWDLOH]H� HOHPHQWHOH� HVHQ LDOH� DOH� XQXL� SURLHFW� GH� GXUDW��� &HO� PDL� DGHVHD�H[LVW����YDULDQWH�GH�3$�
��� 3$� GH� X]� LQWHUQ� QHFHVDU� PHPEULORU� RUJDQL]D LHL� SHQWUX� D� YHULILFD�
obiectivele realizate cu cele propuse ���3$�GH�X]�H[WHUQ�D�F�UXL�SUH]HQWDUH�HVWH�vQ�JHQHUDO�GLULMDW��GH�SUHRcuparea
de a convinge. Redactarea propriu-]LV�� D�XQXL�3$�UHSUH]LQW�� VLQWH]D�D���HWDSH�SULQFLSDOH�
ale unui proiect ce cuprinde: • &XOHJHUHD�GH�LQIRUPD LL • 3ODQLILFDUHD�DFWLYLW� LL • Redactarea propriu-]LV� &RQIRUP� VSHFLDOLúWLORU� H[LVW�� XQ� QXP�U� GH� PRWLYH� Sentru care
managementul strategic inclusiv intocmirea unui plan de afaceri este neglijat de micile organizatii:
• Lipsa timpului • Lipsa competentei în domeniu • /LSVD�GH�vQFUHGHUH�úL�GHVFKLGHUH • Nefamiliarizarea cu managerul strategic Schema unui PA cerut de LLOYDS BANK SMALL BUSINESS GUIDE
este: 1. 6XPDUXO�3$�HVWH�PHQLW�V��VXEOLQLH]H�vQ�FH�FRQVW��DWUDFWLYLWDWHD�DIDFHULL 2. Trecutul afacerii 3. Managementul —�UHSUH]LQW��FDSLWROXO�FHO�PDL�LPSRUWDQW�DO�DIDFHULL 4. Produsul 5. Marketingul 6. Detalii opera LRQDOH 7. $QDOL]D�ILQDO� 8. Perspectiva afacerii
TEMA 6. Propunerea de afaceri (PrA)
PrA poate lua 2 forme: -�SULPD�IRUP��GHVFULH�WLSXO�GH�FRODERUDUH�DúWHSWDW��GH�XQ�SRVLELO�SDUWHQHU�úL IRUPXOHD]��SURSXQHUL�FRQFUHWH� -�D�GRXD�IRUP��UHSUH]LQW��3U$�VXE�IRUma unei scrisori distincte a PA 3U$� SRDWH� IL[D� XQ� FDGUX� JHQHUDO� VDX� SRDWH� IL� R� GHVFULHUH� DP�QXQ LW�� D�
afacerii. &RQGL LL� FDUH� WUHEXLHVF� OXDWH� vQ� FRQVLGHUDUH� YLV-a-YLV� GH� FRQWULEX LD�
partenerului în afacere: - FRQGL LLOH�vQ�FDUH�XUPHD]��V��VH�GHILQHDVF��SUofitul - FDUH�H�H[SHULHQ D�SDUWHQHUXOXL�GH�DIDFHUL�vQ�IRUPXODUHD�XQHL�SURSXQHUL
3U$� WUHEXLH�V�� ILH�DP�QXQ LW��D�v�� V�� VH�SRDW��FRQVWDWD�GDF��SUHMXGLFLD]��negocierile ulterioare.
7(0$����0DQDJHPHQW�úL�0DUNHWLQJ ���&RUHOD LD�GLQWUH�0DQDJHPHQW�úL�0DUNHWLQg 3HQWUX� D� GHPDUD� úL� GHUXOD� R� DIDFHUH� vQ� OLWHUDWXUD� GH� VSHFLDOLWDWH� VH�
UHFRPDQGD�R�DQDOL]��DP�QXQ LW��D�FXSOXOXL�WHKQRORJLHSLD ���3HQWUX�XQ�RP�GH�DIDFHUL� VWDUHD� GH� VSLULW� FH� FXSULQGH� úL� QR LXQHD� GH�PDUN�� 3UHVXSXQH� UHDOL]DUHD�FkWRUYD�QR LXQL�
- F�XWDUHD�SHUPDQHQW��D�IDSWHORU�FRPHUFLDOH�HYLWkQG�D�VH�PXO XPL�FX�RSLQLL�nejustificate.
- GHVFRSHULUHD�FHORU�PDL�HILFLHQWH�PLMORDFH�GH�D�VH�GLIHUHQ LD�GH�FRQFXUHQ �� - HODERUDUHD�XQHL�RIHUWH�FDUH�V��FRQVWUXLDVF��PDL�PXOW�GHFkW�XQ�VLPSOX�GHYL]� - V�� UHDOL]H]H� R� FRPXQLFDUH� DWHQW�� DVWIHO� vQFkW� FOLHQWXO� V�� SHUFHDS�� WRDWH�
avantajele. 8Q�RP�GH�DIDFHUL�WUHEXLH�V��DFRUGH�R�LPSRUWDQ ��GHRVHELW��HYDOX�ULL�FRUHFWH�
D�FDSDFLW� LORU�ILUPHORU�FX�FDUH�GRUHúWH�V��IDF��DIDFHUL� 'H�DFHHD�VH�SRDWH�VSXQH�F��DSOLFDUHD�XQXL�PDUNHWLQJ�DO�DIDcerii conduce la
formularea unor anumite reguli: - D�UHIX]D�R�DIDFHUH�QX�H�R�UXúLQH - VHOHFWDUHD�DIDFHULORU�QX�H�GLILFLO��DWXQFL�FkQG�VH�IDFH�R�WHPHLQLF��DQDOL]��D�
UHXúLWHORU�úL�HúHFXULORU� - QX�H�VXILFLHQW�V��WULH]L�WUHEXLH�V��úL�DOHJL� - atunci când ai aOHV�R�DIDFHUH�VLPSOD�DGDSWDUH�D�XQRU�P�VXUL�WHKQLFH�QX�H�
VXILFLHQW�� - PDUNHWLQJXO�DIDFHULORU�vQVHDPQ��DSURSLHUHD�GH�FOLHQW� ���5ROXO�úL�IXQF LD�PDUNHWLQJXOXL�vQ�SUDFWLFD�HFRQRPLF��D�DIDFHULORU /XPHD�FRQWHPSRUDQ��VH�FRQIUXQW��FX�R�VHULH�GH�SUREOHPH�SULQWre care: D�� JOREDOL]DUHD� HFRQRPLF�� FDUH� VHPQLILF�� UHGXFHUHD� vQ� XOWLPHOH� GHFHQLL� D�
ODUMHORU�JHRJUDILFH�D�GLIHUHQ HORU�FXOWXUDOH�úL�HFRQRPLFH�RGDW��FX�DSDUL LD�PDULORU�tehnologii
b. decalajul veniturilor – pe parcursul ultimelor decenii a devenit tot mai V�UDF��� SXWHUHD� GH� FXPS�UDUH� D� VXIHULW� XQ� GHFOLQ� vQ� VSHFLDO� vQ� FD]XO� IRU HL� GH�PXQF��PDL�SX LQ�FDOLILFDWH�
F�� 0HGLXO� vQFRQMXU�WRU�� REOLJD LD� ILUPHORU� GH� D-úL� DVXPD� WRW� PDL� PXOW�U�VSXQGHUHD�SHQWUX�XUP�ULOH�SURSULLORU�DF LXQL�DVXSUD�PHGLXOXL�vQFRQMXU�WRU
d. ProEOHPH� OHJDWH� GH� vPE�WUkQLUHD� SRSXOD LHL�� QXP�UXO� GH� F�V�WRULL��PRGLILF�UL�vQ�FDGUXO�IDPLOLDU�
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JHQHUDO� FkW� úL� PHGLXO� H[WHUQ� FRPSHWL LRQDO�� $WkW� VWXGLHUHD� PHGLXOXL� LQWHUQ� úL�extern se poate realiza cu ajutorul studiilor de marketing. Publicitatea e unul dintre instrumentele importante folosite de firme pentru informarea FXPS�U�WRUXOXL�
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b) Starea de spirit adult (A) -�VWDUHD�QX�DUH�QLFL�R�OHJ�WXU��FX�YkUVWD�LQGLYLGXOXL�FL�VH�UHIHU��OD�PRGXO�V�X�
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TEMA 9. Tehnici de formare a oamenilor le afaceri
3HQWUX� SUHJ�WLUHD� RDPHQLORU� GH� DIDFHUL� VH� XWLOL]HD]�� PLMORDFHÃ� WHKQLFL� úL�
UHJXOL�GH�VWUDWHJLL�PLOLWDUH� �7RDWH�DFHVWHD�DSDU LQ�SULRULWDU�SUHJ�WLULL�úL�IRUP�ULL�WHRUHWLFH��vQ�VDO���
3UHJ�WLUHD�³2XW�'RRU´�D�RDPHQLORU�GH�DIDFHUL�D�F�S�WDW�R�H[WLQGHUH tot mai PDUH�� 3ULQ� DFHDVW�� IRUPDUH� VH� XUP�UHúWH� SULRULWDU� FUHDUHD� úL� GH]YROWDUH�FDSDFLW� LORU�LQGLYLGXDOH�GH�D�UHDF LRQD�VSRQWDQ�vQ�RULFH�WUDQ]DF LH��
Crearea sistemului de formare “Out Door” a avut loc în Anglia în anul 1941.
Postulatul fondator al acestui tip de gândire este: ³PDUHOH�RP�D�IRVW�FD�úL�WLQH�XQ�PLF�RP�GDU�D�UHXúLW�V�-úL�GH]YROWH�R�FRQGL LH�
SULPRUGLDO���D�vQY� DW�V��GLVWUXJ��XQGH�úL�FDUH�HUDX�SXQFWHOH�VODEH�DOH�JkQGLULL�úL�DF LXQLL�VDOH´��
Motto-XO� HVWH�� ³FDOLW� LOH�� DWLWXGLQLOH� úL� FRPSRUWDPentele unui lider,
manifestate într-R�VLWXD LH�FRPSOH[��úL�GH�LQFHUWLWXGLQH�SRW�IL�FXQRVFXWH�DILUPkQG�F�� LQGLYLGXO� UHVSHFWLY� WUHEXLH� V�-úL� GRYHGHDVF�� FDSDFLWDWHD� GH� D-úL� H[SORDWD�SURSULXO� SRWHQ LDO� úL� GH� D� QX� VH� VXSUDHVWLPD� GH� D� úWL� FXP� V�-úL� GHS�úHDVF��teQWD LLOH� FX� FDUH� VH� FRQIUXQW�� V�� ILH� FDSDELO� V�� VH� ED]H]H� SH� VXV LQHUHD� úL�VWLPXOHQWHOH�RIHULWH�GH�JUXSXO�GH�FDUH�DSDU LQH�vQYLQJkQGX-úL�WHDPD�JHQHUDW��GH�VFKLPE�UL�úL�LPSDFWXO�OD�QRX�Ä�
$FHDVW��IRUPDUH�VH�ED]HD]��DGHVHD�SH�H[HPSOH��VLPXO�UL��VWXGLHUL��MRFuri de UROXUL�HWF��6H�FRQVLGHUD�FD�DQDOL]DUHD�³vQ�VDO��´Ã��vQ�ELURX��D�FD]XULORU�XQXL�HúHF�YD�O�VD�PDL�SX LQH�XUPH�vQ�FRQúWLLQ D�RPXOXL�GH�DIDFHUL�úL�vQ�FDSDFLWDWHD�VD�GH�D-úL�GH]YROWD�PHPRULD�FRPSDUDWLY�FX�VLWXD LD�vQ�FDUH�UHVSHFWLYXO�HúHF�LD�SURGXV�úL�traume psihice.
,Q�HVHQ ��SUREOHPHOH�SVLKR-SHGDJRJLFH�D�IRUP�ULL�³2XW�'RRU´�FRQVW�� vQ�D�úWL� SH�FH�HOHPHQWH� VH� IXQGDPHQWHD]�� DFHVWD� úL�SH�FH�DQXPH�H[SOLF�� DSDUL LD� úL�succesul ei.
�'LQ�SXQFW�GH�YHGHUH�DO�FXQRDúWHUL�VH�GLVWLQJ�WUHL�FDWHJRULL� 1. Seniori manageri — persoane aflate într-R� SHUPDQHQ �� FHUFHWDUH� D�
FDSDFLW� LORU�úL�GLVSRQLELOLW� LORU�SHUVRQDOH� 2. Managerii -� RDPHQLORU� GH� DIDFHUL�� FH� GRUHVF� DFHDVW�� IRUPDUH� DWkW�
LQGLYLGXDO��FkW�úL� vQ�FDGUXO�HFKLSHL��DFHVWH�SHUVRDQH�VXQW�FHOH�FDUH�DX�DFFHSWDW�valorile acestei tehnici de formare.
3. Oamenii de afaceri —� úHIL� GH�PLFL� ILUPH�� úHIL� DL� FRPSDUWLPHQWHORU� GH�UHVXUVH�XPDQH��FH�XUP�UHVF�H[FOXVLY�vQ��FX��úL�SHQWUX�HFKLS��
Prin formarea “Out Door” se disting trei obiective fundamentale: 1. GH]YROWDUHD�SHUVRQDOLW� ii proprii. 2. Construirea echipei. 3. &XQRDúWHUHD�HILFLHQ HL�DFWLYLW� LL�HFKLSHL� ([SHULHQ D�IUDQFH]�� )RUPDUHD� IUDQFH]�� vQ� DFHVW� VLVWHP�D�GHEXWDW� OD� vQFHSXWXO� DQLORU� ³��� úL� VH�
DGUHVHD]�� QX� QXPDL� RDPHQLORU� GH� DIDFHUL� FkW� úL� VWXGHQ LORU� SULQ� LQWHUPHGLXO�cursurilor de pregatire intitulate “Stagiile aventurii”, “Management extern”etc.
3URJUDPXO�H[SHULHQ HL�IUDQFH]H�YL]HD]��SURJUHVXO�LQGLYLGXOXL�FD�SHUVRDQ���VWLPXODUHD�XQHL�HFKLSH�úL�OLGHULL�RUJDQL]D LLORU�
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intermediul echipei. 3. 3URLHFWHOH�RUJDQL]D LHL�H�SHQWUX�F��OXPHD�WU�LHúWH�PHUHX�R�HYROX LH� 4. ProLHFWHOH� VDOH� GH� YLD �� �SHQWUX� F�� PRWLYD LD� WUHFH� SULQ� UHDOL]DUHD�
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LPSRUWDQ ��VHFXQGDU���)�U��RDPHQL�DIDFHULOH�QX�VH�SRW�IDFH��(OH�QX�DX�DOW�VFRS�GHFkW�V��VHUYHDVF��QHYRLOH�RDPHQLORU�
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Concepte privind personalul angajat
Nr. crt.
Elemente de caracterizare 7HRULD�WUDGL LRQDO���IRU ��GH�PXQF��
Managementul resurselor umane
1. 1R LXQL�IRORVLWH -�PkQ��GH�OXFUX��IRU ��GH�PXQF��
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2. Categorii cu caracter
discriminatoriu
-�PXQF��SURGXFWLY� (categorie SULYLOHJLDW��
-�QHSURGXFWLY�
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3. Modul de abordare a
indivizilor de manageri
-�JOREDO��FD�R�PDV��de oameni capabili
V��UHXúHDVF�
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componente specifice
4. Principii fundamentale de
salarizare -�vQ�IXQF LH�GH�PXQFD�
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5. Activitatea de evaluare a
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Obiectivul principal a managementului resurselor umane este acela de a
IXUQL]D�H[SHULHQ �� úL� SULFHSHUH�DVWIHO� vQFkW� V�� ILH�RE LQXWH�SHUIRUPDQ H�FkW�PDL�mari.
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• stabilirea metodelor de planificare • FDUDFWHUL]DUHD�LQIRUPD LLORU�úL�FRUHODUHD�ORU�FX�VSHFLILFXO�RUJDQL]D LHL • RELHFWLYHOH�RUJDQL]D LRQDOH�V��ILH�FRUHODWH�FX�RELHFWLYHOH�UHVXUVHORU�XPDQH • FRPSOH[LWDWHD�LQIRUPD LLORU�XWLOL]DWH�vQ�SODQLILFDUH 3ODQLILFDUHD�UHVXUVHORU�XPDQH�WUHEXLH�DVLJXUDW�� vQ�FDGUXO�XQXL�SURFHV�FDUH�
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Titular disciplina Lector univ. drd. Braicu Cezar
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