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““NNIICCOOLLAAEE BBĂĂLLCCEESSCCUU””
LLAANNDD FFOORRCCEESS AACCAADDEEMMYY
TThhee 1199
tthh IInntteerrnnaattiioonnaall CCoonnffeerreennccee
TThhee KKnnoowwlleeddggee--BBaasseedd OOrrggaanniizzaattiioonn
MANAGEMENT AND MILITARY SCIENCES
CCOONNFFEERREENNCCEE PPRROOCCEEEEDDIINNGGSS 11
13-15 IUNIE 2013
““NNIICCOOLLAAEE BBĂĂLLCCEESSCCUU”” LLAANNDD FFOORRCCEESS AACCAADDEEMMYY
PPUUBBLLIISSHHIINNGG HHOOUUSSEE
SSIIBBIIUU,, 220013
Scientific advisors:
PPrrooff.. SSoorriinn IIOOAANN,, PPhhDD
BBGG PPrrooff.. RRuuddoollff UURRBBAANN,, PPhhDD
LLTTGG PPrrooff.. TTeeooddoorr FFRRUUNNZZEETTII,, PPhhDD
PPrrooff.. DDiippll.. EEnngg.. MMiillaann SSOOPPÓÓCCII,, PPhhDD
CCOOLL PPrrooff.. MMiihhaaii--MMaarrcceell NNEEAAGG,, PPhhDD
CCOOLL PPrrooff.. RRoobbeerrtt SSTTĂĂNNCCIIUULLEESSCCUU,, PPhhDD
CCOOLL PPrrooff.. AAlleexxaannddrruu RRIIZZEESSCCUU,, PPhhDD
CCOOLL PPrrooff.. MMiirrcceeaa PPOOPPAA,, PPhhDD
PPrrooff.. GGhheeoorrgghhee UUDDEEAANNUU,, PPhhDD
PPrrooff.. HHoorrtteennssiiaa GGOORRSSKKII,, PPhhDD
PPrrooff.. MMiirrcceeaa CCOOSSMMAA,, PPhhDD
PPrrooff.. CCoossmmiinn DDOOBBRRIINN,, PPhhDD
PPrrooff.. EEnngg.. NNiiccoollaaee GGEEOORRGGEESSCCUU,, PPhhDD
BBGG AAssssoocc.. PPrrooff.. MMiirroossllaavv KKEELLEEMMEENN,, PPhhDD
MMGG AAssssoocc.. PPrrooff.. GGaabbrriieell GGAABBOORR,, PPhhDD
CCOOLL AAssssoocc.. PPrrooff.. DDiippll.. EEnngg.. PPaavveell NNEEČČAASS,, PPhhDD
AAssssoocc.. PPrrooff.. EEnngg.. PPeettrr CCEECCHH,, PPhhDD
CCOOLL MMaarreekk KKUULLCCZZYYCCKKII,, PPhhDD
CCOOLL MMiirroossllaaww SSMMOOLLAARREEKK,, PPhhDD
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ISSN 1843 – 6722
TABLE OF CONTENTS
Military Sciences
Present Training of the Professional Army on the Example of the Polish Armed
Forces, Tomasz BĄK, Wyższa Szkoła Informatyki i Zarządzania w Rzeszowie, Rzeszów,
Poland ...................................................................................................................................... 9
Engineering Support, Eugen BOAMBĂ, Dumitru RADU, Military Technical
Academy, Bucharest ................................................................................................................ 14
Specific Strategies of Land Forces Actions in Irregular Conflicts, Laviniu BOJOR*,
Mircea COSMA**, *“Nicolae Bălcescu” Land Forces Academy, Sibiu, **“Alma Mater”
University, Sibiu ...................................................................................................................... 20
Proposal for a New System of Communications Integrated with Fire Control Systems,
Adrian COMAN*, Dănuţ TURCU**, *Military Technical Academy, Bucharest, **“Carol
I” National Defense University, Bucharest ............................................................................. 26
The Second Punic War, or Hannibalic Wars?, Dana DINU, University
of Craiova ................................................................................................................................ 30
Management and Security of Data and Documents used in Accounts of Institutions,
Lăcrămioara-Rodica HURLOIU*, Bianca-Florentina PREDA*, Mariuţa ŞERBAN**,
Raluca-Mariana ŞTEFAN***, *“Spiru Haret” University, Bucharest, **University of
Pitești, ***Academy of Economic Studies, Bucharest ........................................................... 36
Romanian Army and the Counterinsurgency Operations in Iraq, Dragoş-Dumitru
IACOB, UM 02565, Cluj-Napoca .......................................................................................... 41
Conventional War and Counterinsurgency: a Comparative Analysis, Dragoş-Dumitru
IACOB, UM 02565, Cluj-Napoca .......................................................................................... 47
Perspectives and Challenges of Knowledge-Based Security Education of Personnel for
the Protection of Persons and Property, Miroslav KELEMEN*, Pavel NEČAS**,
*University of Security Management in Košice, Slovakia, **Armed Forces Academy of
General Milan Rastislav Štefánik, Liptovský Mikuláš, Slovakia ........................................... 54
An Overview on the European Air Traffic Control Architecture, Adrian MURARU,
Alexandru GHEORGIU, Mircea BOSCOIANU, “Transilvania” University, Brașov ....... 60
Health Status Management as a Component of the Educational Process of Military
Students, Vasile NICOLAE, Robert STĂNCIULESCU, “Nicolae Bălcescu” Land Forces
Academy, Sibiu ....................................................................................................................... 65
3
Cimic Operations and Management of Romanian Cimic Operations within Theatres of
Operations, Ovidiu OLTEAN, “Nicolae Bălcescu” Land Forces Academy, Sibiu ............... 72
Brief Considerations About the Engineering Support at the Ground Forces Level,
Dumitru RADU, Eugen BOAMBĂ, Military Technical Academy, Bucharest ................... 79
Asymetric Warfare versus Irregular Warfare, Aurelian RAȚIU, “Nicolae Bălcescu”
Land Forces Academy, Sibiu .................................................................................................. 85
The Management of the Airspace in Terms of the Advanced Collaborative Conceptual
Models Applicable to the Air Defense Systems, Daniel ROMAN*, Ion BĂLĂCEANU**,
Dumitru IANCU***, *“Ioan Vodă” Application School for Combat Support Units, Sibiu,
**“Carol I” National Defense University, Bucharest, ***“Nicolae Bălcescu” Land Forces
Academy, Sibiu ....................................................................................................................... 91
Contemporary Terrorism as a Global Threat, Mirosław SMOLAREK, Marian
ŻUBER, Military Academy of Land Forces, Wroclaw, Poland ............................................. 99
Considerations on the Implications of Physical Training, Component of Combat
Readiness, on Enhancing the Level of Interoperability, Robert STĂNCIULESCU, Vasile
NICOLAE, “Nicolae Bălcescu” Land Forces Academy, Sibiu ........................................ .. 105
Significant Aspects of NATO International Military Organization. Development of the
Joint CBRN Defence Centre of Excellence, Břetislav ŠTĚPÁNEK*, Pavel OTŘÍSAL**,
*Joint CBRN Defence COE, Vyškov, Czech Republic, **NBC Defence Institute of
University of Defence, Brno, Czech Republic ...................................................................... 112
Revolutions of Military Art within Ancient Societies, Mădălina STRECHIE,
University of Craiova ............................................................................................................ 117
Towards a National Strategy in Support of Developing Romanian Space Capabilities,
Nicolae-Mihail TONCEA*, Andrei STAN**, Octavian CRISTEA***, *IAROM,
Bucharest, **SPASTO CONSULTING, Bucharest, ***BITNET CCSS, Cluj-Napoca…... 124
The Complexity of Contemporary Military Confrontations – A Theoretical Approach,
Gheorghe UDEANU, “Nicolae Bălcescu” Land Forces Academy, Sibiu ........................... 129
Security and Defence
Environmental Information Systems – Part of the Information and Knowledge Society,
Bogdan CIORUŢA, Vlad MATEŞAN, Mirela COMAN, Technical University, Cluj-
Napoca ................................................................................................................................... 137
Romania’s Contribution to Ensuring the Energy Security of the European and Euro-
Atlantic Region, Ionuţ-Alin CÎRDEI, “Nicolae Bălcescu” Land Forces Academy,
Sibiu ...................................................................................................................................... 144
Underdevelopment, a Major Challenge for the Global Security, Anca DINICU,
“Nicolae Bălcescu” Land Forces Academy, Sibiu ................................................................ 150
4
Security and the Phenomenon of Globalization, Gabriel GABOR, General Staff,
Bucharest ............................................................................................................................... 155
The Corellation of Military Capabilities with the Current Operational Environment,
Constantin GRIGORAŞ, Marius POPENȚA, “Nicolae Bălcescu” Land Forces Academy,
Sibiu ...................................................................................................................................... 163
“Smart Defence” and “Pooling and Sharing”, Lucian ISPAS, “Nicolae Bălcescu”
Land Forces Academy, Sibiu ................................................................................................ 172
The Management of Intelligence at the Beginning of the Third Millenium - the Need
for OSINT, Lucian-Marius IVANOV, National Defence Ministry, Bucharest .................. 177
Covert Actions – the Main Causes of Ethical Dilemmas within the Intelligence
Agencies, Lucian-Marius IVANOV, National Defence Ministry, Bucharest ..................... 181
Influences of the Oriental Regional Alliances on the Security Environment, Ileana-
Gentilia METEA, “Nicolae Bălcescu” Land Forces Academy, Sibiu ................................ 185
Preventing Conflict or Renouncing the Use of Force in Security Crises, Mihai-Marcel
NEAG, “Nicolae Bălcescu” Land Forces Academy, Sibiu .................................................. 191
New Coordonates in Security and Cooperation in the Western Balkans. The Challenge
for Securing at the EU’s Borders, Ionel-Claudiu PASĂRE, Cristian NIŢĂ, “Mihai
Viteazul” National Intelligence Academy, Bucharest ........................................................... 196
Battlegroups – A Major Achievement in the European Military Integration Process,
Marius PRICOPI, “Nicolae Bălcescu” Land Forces Academy, Sibiu ............................... 201
Preventing and Combating Terrorism’s Institutional and Legal Framework, Ion
RISTEA, University of Pitești ............................................................................................. 205
Contemporary Energy War – New Coordinates, Marian RIZEA, Ecological
University, Bucharest ........................................................................................................... 211
(Neo) Functionalism as a Theory of European Defence Integration, Costică ŢENU*,
Marius PRICOPI**, *National Defense University, Bucharest, **“Nicolae Bălcescu” Land
Forces Academy, Sibiu ........................................................................................................ 217
Czech University’s of Defence Role in the Implementation of the “Public Awareness of
National Defence” Concept, Rudolf URBAN, University of Defence, Brno,
Czech Republic .................................................................................................................... 221
Management
Management in the Design of Motivational System and Re-Design of Work Relation
System, Ileana ANASTASE (BĂDULESCU), “Tomis” University, Constanța ................ 226
5
The Role and Contribution of Human Resource Management within the Contemporary
Economic Organization in the Hospitality Industry, Dana-Mădălina AVRAM (RAȚIU),
“Valahia” University, Târgoviște ......................................................................................... 233
Strategies and Policies in Sustainable Development Management, Alexandru
BABOȘ, Radu DINU, “Nicolae Bălcescu” Land Forces Academy, Sibiu ......................... 239
Human Capital in the Organisation of the Future, George BALAN, Romanian-
German University, Sibiu ..................................................................................................... 244
Project Management in Terms of the Slovak Armed Forces, Lubomír BELAN,
Armed Forces Academy of Gen. M. R. Štefánik in Liptovský Mikuláš, Slovakia .............. 253
Promoting an Organization Through Postage (Postal Products), Răduț BÎLBÎIE,
“Nicolae Bălcescu” Land Forces Academy, Sibiu ............................................................... 259
The New Knowledge-Based Economy and its Impact on Organizations and
Management in Romania, Ioan BOGDAN, “Lucian Blaga” University, Sibiu .................. 264
Personnel Strategy – A Functional Area in the Strategic Management of an
Organization, Petr CECH, The Institute of Hospitality Management, Prague,
Czech Republic ..................................................................................................................... 274
Managing and Influencing People, Petr CECH, The Institute of Hospitality
Management, Prague, Czech Republic ................................................................................ 281
Determination of Training’s Program between the Orgasnizational Frame and
Individual Initiative, Elena CLENCI, “Nicolae Bălcescu” Land Forces
Academy, Sibiu .................................................................................................................... 287
Culture as a Matter of Study of Management, Ioan COSMESCU, Cosmin
TILEAGĂ, “Lucian Blaga” University, Sibiu .................................................................... 293
Discourse Strategies Used by “Opposition Candidates” in Televised Presidential
Debates, Antonia ENACHE, Marina MILITARU, University of Economic Studies,
Bucharest .............................................................................................................................. 298
Using Corporate Social Responsibility in the Decision Making Process for your
Company and for your Community, Mircea FUCIU*, Hortensia GORSKI*, Luigi
DUMITRESCU**, *Romanian-German University, Sibiu, **“Lucian Blaga” University,
Sibiu ..................................................................................................................................... 305
Fueling Intelligence through Knowledge Management and Collaboration, Luminiţa
GIURGIU, “Nicolae Bălcescu” Land Forces Academy, Sibiu ........................................... 311
Informational Systems: Foundation of Decision-Making Processes in the Modern
Management Context, Tudor GOLDAN, University of Petroșani ..................................... 317
Communication - an Instrument for Developing and Managing Business, Adriana
GRIGORESCU, Maria-Magdalena LUPU, Irina IONESCU, “Valahia” University,
Târgoviște ............................................................................................................................. 321
6
Feedforward and Feedback, Lucian GROZEA, Rodica PASCU, “Lucian Blaga”
University, Sibiu ................................................................................................................... 327
Destination Management Organisation (DMO) as a Knowledge-Based Organisation
(KBO), Cornel-Nicolae JUCAN, Mihaela-Sabina JUCAN, “Lucian Blaga” University,
Sibiu ..................................................................................................................................... 331
Coaching and Mentoring - Officer’s Competences as a Military Leader, Radu-Adrian
MANDACHE*, Mircea COSMA**, *“Nicolae Bălcescu” Land Forces Academy, Sibiu,
**“Alma Mater” University, Sibiu ....................................................................................... 340
Scientific Research System in Romania and its Particularities for the Field of Defence,
Gabriel MĂNESCU*, Claudiu KIFOR**, *“Nicolae Bălcescu” Land Forces Academy,
Sibiu, **“Lucian Blaga” University, Sibiu .......................................................................... 349
Recognitions Related to Logistics Management in Military Organization During
Peace Time, Marius MILANDRU, Territorial Internal Audit Section No. 5, Brașov ....... 354
Several Theoretical, Historical, and Structural Perspectives Concerning the Approach
of Organizations, Silvana-Nicoleta MUNTEAN, Emanoil MUSCALU, “Lucian Blaga”
University, Sibiu ................................................................................................................... 359
Influence of Recruitment Strategy and Personnel Selection on Work Performance,
Valentina MUNTEANU, “Andrei Șaguna” University, Constanța ................................... 365
Resistance to Organizational Change, Valentina MUNTEANU, “Andrei Șaguna”
University, Constanța ........................................................................................................... 374
The Knowledge-Based Management – A New Trend of Contemporary Society, Elena-
Roxana NEAGU, Virgil NICULA, “Lucian Blaga” University, Sibiu ............................. 382
Considerations on Human Resources Predictions, Irina ORIOL, “Eftimie Murgu”
University, Reșița ................................................................................................................. 386
Management and Marketing Systems Used for the Private Tertiary Education in
Romania, Elena-Irina PETRICĂ, “Transilvania” University, Brașov .............................. 392
The Assessment of Student Satisfaction at the “Alma Mater” University of Sibiu by
Using Its Educational Services, Elena-Irina PETRICĂ, “Transilvania” University,
Brașov ................................................................................................................................... 398
Sponsorship in Sport Performance, Marcel POMOHACI, “Lucian Blaga”
University, Sibiu ................................................................................................................... 404
Sport and Physical Education in Social Life, Marcel POMOHACI, Mihai
SANISLAV, “Lucian Blaga” University, Sibiu .................................................................. 408
Operational Aspects of the Modernization and Development of Human Resources
Management in the Romanian Armed Forces, Florian RĂPAN*, Sanda IORDACHE**,
*General Staff, Bucharest, **Department of Human Resource Management,
Bucharest .............................................................................................................................. 412
7
Human Resources Management in the Military Organization, Florian RĂPAN*,
Sanda IORDACHE**, *General Staff, Bucharest, **Department of Human Resource
Management, Bucharest ....................................................................................................... 417
A Research Into the Leaders’ Role in Motivating their Personnel with a View to
Increasing their Organizational Efficiency, Alexandru-Marius RIZESCU, Alexandru
RIZESCU, “Nicolae Bălcescu” Land Forces Academy, Sibiu ........................................... 421
Changes Occurring at the Level of Human Resources in Knowledge-Based
Management, Alexandru RIZESCU, Alexandru-Marius RIZESCU, “Nicolae Bălcescu”
Land Forces Academy, Sibiu ............................................................................................... 429
Inter-Organisational Communication in People`s Socializing Process, Marcel-
Laurenţiu ROMANESCU, “Constantin Brâncuși” University, Târgu-Jiu ........................ 435
Theoretical Approach to the Factors Influencing the Organizational Commitment,
Raluca RUSU, “Nicolae Bălcescu” Land Forces Academy, Sibiu ..................................... 440
Research in Leadership and Application Results in Army, Milan SOPÓCI, Lubomír
MATTA, Armed Forces Academy of Gen. M. R. Štefánik in Liptovský Mikuláš,
Slovakia ................................................................................................................................ 445
Learning Organizations, Drivers to Organizational Performance Improvement,
Alexandra STANIT, Emanoil MUSCALU, “Lucian Blaga” University, Sibiu ............... 450
Risk Management for the Public Sector Investments, Veronica Paşa STIGNEI,
“Spiru Haret” University, Constanța .................................................................................... 456
The Efficiency of Public Relations Communication within the Romanian Central
Public Institutions, Irina TĂNĂSESCU, Georgiana DINCĂ, “Valahia” University,
Târgoviște ............................................................................................................................. 462
Human Resource Skills - The Most Important Assets of The Modern Company,
Ramona TODERICIU, Lucia-Mariana FRATICIU, “Lucian Blaga” University,
Sibiu ..................................................................................................................................... 469
Strategic Priorities Regarding the Human Resource in Higher Education in the
Knowledge Based-Society, Amalia-Venera TODORUŢ, Moise BOJINCĂ, “Constantin
Brâncuși” University, Târgu-Jiu .......................................................................................... 473
Risk Management Applied in the Public Institutions of Romania, Simona-Valeria
TOMA, Mioara CHIRIŢĂ, Daniela-Ancuţa ŞARPE, “Dunărea de Jos” University,
Galați .................................................................................................................................... 479
Particularities Regarding the Management of Insurance Companies, Maria
VĂDUVA, “Constantin Brâncuși” University, Târgu-Jiu ................................................... 484
Communicational Challenges and Opportunities in Educational Conflict Management,
Liviu VASILESCU, “Valahia” University, Târgoviște ...................................................... 490
The Economic Dimension of Security and the Military Power of States, Partnerships
and Alliances, Doina MUREȘAN, “Dimitrie Cantemir” University, Bucharest ................ 495
8
A RESEARCH INTO THE LEADERS’ ROLE IN MOTIVATING THEIR
PERSONNEL WITH A VIEW TO INCREASING THEIR ORGANIZATIONAL
EFFICIENCY
Alexandru-Marius RIZESCU, Alexandru RIZESCU
“Nicolae Balcescu” Land Forces Academy, Sibiu, [email protected],
Abstract: The present paper aims to investigate the leaders‟ role in motivating their personnel with a
view to increasing their organizational efficiency. Motivation is one of the most significant aspects of
human activism in a system based on action, an element whose purpose is to increase the efficiency of
an organization‟s entire activity. Decisional factors as well as all those who are concerned in one
way or another with economic efficiency use motivation to inquire about and find answers with
respect to: what determines people in certain situations to take action more or less efficiently; what
precisely stimulates them during the process of boosting economic efficiency; what the human,
educational, cultural and normative condition of activism or non-activism towards economic
efficiency is. From the process making point of view, leadership is a dynamic process in which the
leader-subordinate relationship is reciprocal and influences both individual and organizational
performance.
Keywords: leader, managerial function of training, management, motivation,
performance, personality, organization, human resources, efficiency, leadership
As with the first decades of the 21st
century, the human dimension of an
organization in general and of management
in particular has been increasingly
considered. The outbreak of the knowledge
revolution, which caused the movement of
the industrial society towards a knowledge-
based economy, has also led to a significant
re-consideration of the human element
perceived as a resource, capital, vector, or
as a part of development.
Motivation is a stimulating psychological
and social mechanism used in boosting
economic efficiency and closely related to
the essence of man‟s conduct and activity.
From a psychological and social point of
view, motivation represents a series of
dynamic factors that people are aware of
and which determine and orientate the form,
content, period and meaning of people‟s
behaviour as well as of human relationships
and activities in general. From the point of
view of economic efficiency, motivation is
extremely important, perceived in its
relation to the outcome of one‟s action, as
certain psychological, social and economic
factors may result in more or less efficient
conduct and activities of the employees.
1. The role of human resources within
the organization
The primary role of human resources at
mankind‟s level is to be found within the
organization, which is acknowledged and
supported by numerous scientists in
different countries. The main elements
which prove it are as follows:
421
- labour force is the only element to
generate value through employment. In fact,
the organization represents the basic
economic cell in society where people
generate services and products.
- human resources constitute the only
creative element, not only from an
economic point of view, but also from a
spiritual and a scientific one. It is essentially
typical of man to generate new ideas which
become manifest in products, technology,
leadership methods, or organizational
solutions.
- the efficiency in using material and
information resources considerably depends
on human resources. The experience
deriving from economic activities reveals a
great number of situations when
organizations which are technically
equipped or financially endowed to roughly
the same extent achieve significantly
different economic performance.
It is human resources that basically
represent the organization. Without the
physical presence of people who know
what, when and how must be done, it is
practically impossible for organizations to
attain their goals. People represent a key
resource of all organizations, both now and
in the future, which ensures the latter‟s
survival, development and success in
competition. Organizations manage to exist
solely because people work together to
attain organizational goals, yet with a view
to achieving their personal goals as well.
Human efforts are the essence of every
organization and the latter‟s efficiency is
determined, to a great extent, by people‟s
behaviour within the organization. People
take part in various events in the
organizations‟ activity as its representatives;
however, the way they do so ultimately
determines not only the way in which the
latter is perceived, but also their own image,
particularly under such circumstances
when, according to the Polly Bird
Organization, „everyone projects an image
and attempts to impress others.”
At the same time, a great many people tend
to consider the organization as theirs and
the latter‟s success as their own success, or
the latter‟s failures as their own personal
failures.
“What is an organization without its
manpower? It is virtually nothing in the
absence of human resources, perhaps
merely a load of expensive equipment.”
Human resources represent one of the most
important investments of an organization
whose results become increasingly obvious
in time. Investments in manpower have
turned out to be the safest way of
guaranteeing the survival of an organization
or of ensuring the latter‟s competitivity and
future.
Human development may be defined as a
process leading to the extension of the
range of possibilities which an individual is
offered. It presupposes three basic
requirements: a healthy lifetime, the
acquisition of knowledge, and the access to
the necessary resources for achieving a
convenient living standard. Unless these
three requirements are met, a great many
choice options of an individual remain
inaccessible.
The analysis of the human element is
indispensable if the latter‟s crucial role in
society both as a provider and as a
consumer of goods and services is
considered. There is a close
interdependence between these two
hypostases of the human element. Its
contribution to boosting social production
directly or indirectly influences the way in
which the society‟s material and spiritual
needs are met. The human element must be
perceived as encompassing both the
quantitative and qualitative aspects of
human resources and represents the main
source and resource of restructuring,
economic growth and lasting development.
In our country, which is currently facing the
complex and challenging problems
triggered by economic recession, man is
obviously the most significant element of
these transformations. The concept, pace
and success of economic restructuring
422
depend upon the way in which the human
element is valorised in the most diverse
ways.
The role of the human element is
determined by the role of labour as an
instrument of the society‟s prosperity, or
progress. Labour is the essence of the
human being, the way in which the latter is
manifested. Man‟s labour is the source of
wealth gathered in time, including the
capital. Man‟s right to labour, to choose his
career freely and to benefit from a fair
salary is fundamental in any democratic
society. Everyone has the right to a living
standard which can ensure their own as well
as their entire families‟ wellness and
welfare.
Romania is a well-endowed country in what
concerns good quality human resources
which, when motivated and valued enough,
may bring a major contribution to the vast
and rapid restructuring of the economy. But
this requires political will and pragmatic
action, perseverance and patience.
The main factor for decision makers to
consider is devising and implementing a
suitable strategy meant to value and
stimulate this resource, which contributes to
the progress and prosperity of the country,
coupled with drafting and applying strictly
the work legislation. The human being is a
complex entity, which requires more
attention and protection than any other
production factor. Over the past 5 years,
one could remark the fact that the level of
professionalism, self-discipline and work
motivation have deteriorated significantly.
According to the Explanatory Dictionary of
the Romanian Language “motivation
represents the sum total of the motives or
reasons (whether conscious or not) which
determine someone to do a certain action
or to aim towards certain purposes” [1]
Thus, the basis of human behaviour consists
of a range of reasons which sustain the
completion of an action and which, in case
of external influences, sensitize a person
differently, making the person more or less
receptive to them. Therefore, the same
external influence produces different effects
on different people or on the same person at
different moments of their existence.
The human factor and the individual in
particular is subjected to numerous
pressures: inadequate stimulation and
organization of the workload, challenging
work conditions, poverty, the uncertainty of
the future, unemployment, the physical and
moral degradation, which considerably
reduce work performance.
Human resources are unique. Besides the
vital contribution to increasing efficiency,
in general, and productivity, in particular,
all people have a permanent need for social
justice, which unless satisfied, may affects
people‟s attitudes and behaviour. The more
a worker benefits from motivation and
better work conditions from a physiological
and psychological point of view, and the
more elements of technological operations
pertaining to brute physical work are
replaced by elements of analysis –
synthesis, adaptation, decision-making,
specific to intellectual work, the more
productive a worker becomes, and the more
rigorously observed the quality
requirements of his / her activity.
2. The managerial function of training,
motivating factor for the staff within the
management-motivation relation
The training function comprises the array of
work processes which determine the staff to
contribute to establishing and achieving the
initial objectives, by taking into
consideration the motivating factors.
Therefore, the purpose of the training which
has a very clear operational character is to
involve the executive and managerial staff
profoundly and efficiently in achieving their
corresponding objectives, which result from
the objectives of the organization.
Consequently, training answers the
question, „Why does the organization staff
participate in establishing and achieving the
objectives encompassed in the
organization?‟
The foundation of training is represented by
motivation, which resides in the correlation
423
between satisfying the staff‟s needs and
interests and achieving the assigned
objectives and tasks. The act of motivating
is conceptualized here with the help of
some simple definitions such as the one
provided by Steers and Porter, for whom
“motivation is what energizes, directs and
sustains human behaviour” [2], or from
Johns‟ perspective who considers that
motivation reflects “the extent to which
persistent effort is directed toward a goal”
[3].
Depending on the manner of conditioning
the staff‟s satisfactions and the results
obtained, motivation is either positive or
negative.
Positive motivation relies on amplifying the
staff‟s satisfactions based on participation
in the work process, due to achieving the
assigned tasks, in a context in which the
level of compulsory tasks is accessible to
the majority of workers.
Negative motivation relies on threatening
the staff with reducing satisfactions unless
the assigned objectives and tasks are met
accordingly, with a very high level of tasks,
inaccessible to a great deal of the workers.
A trait of the scientific management of
economic agents is conceiving motivation,
and inherently, training on the basis of the
so-called motivation scale, namely the
elements which are of interest to the
members of the organization, their needs,
arranged according to the order in which
they must be considered. Maslow‟s scale is
among the motivation scales often referred
to in the specialist literature, a scale which
comprises the following categories of
needs: physiological, safety, human contact
and belongingness, esteem and self-
actualization.
Figure 1: Maslow‟s motivation scale
In modern organizations positive
motivation is given priority since by using
the same volume of financial resources for
motivation, a significantly greater part of
the staff obtains satisfaction from
participating in the work process, the work
environment and the organizational culture
are superior, which inherently generates
greater economic results.
In order to achieve an efficient training it is
necessary that the process of motivating the
staff should encompass several
characteristics simultaneously:
a) to be complex, namely to combine both
material and moral incentives, by
considering the main factors involved,
endogenous and exogenous of the
organization;
b) to be differentiated, namely the
motivation types considered and their
employment should take into consideration
the characteristics of each individual and
each group, so as to maximize the
involvement in establishing and achieving
the goals of the organization;
c) to be gradual, namely to successively
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meet the needs of staff and to be correlated
with its contribution, taking into account
the interdependencies between the different
categories of needs. As is apparent in the
graph shown in Figure 1, a lower order need
has to be met before the next one, more
intensive, is able to manifest at the highest
level. The gradual nature of motivation is
also required by the limited amount of
material resources available for motivation.
The examination of the chart shows another
very important conclusion, namely that the
only needs that do not exhaust are the ones
of self accomplishment, that is the ones
which are directly related to the process and
results of the employees‟ work, to their
social recognition, to the manifestation of
the respective employees‟ personalities.
In the process of management regarded as a
whole, the quality of involvement is
particularly important in that it determines,
in a decisive manner, the effective
realization of upstream functions -
planning, organization and coordination - as
well the effectiveness of the assessment
which is subsequent to training.
The transition to a market economy requires
essential changes in the design and
implementation of motivation within
organizations and companies, for the
purpose of adapting motivations to the
characteristics of each employee,
eliminating thus the standardized smoothing
approach to motivation in the previous
period, which “stimulates” disengagement,
minimum effort, and inefficiency. Deep
changes are required in motivating
managers whose incomes should be linked
to the performance and the development of
the organization.
3. The manner in which leaders can
influence the achievement of
organizational performance
Performance management is one of the
most important responsibilities of the
organization leaders. The leader‟s role in
the performance management process is
overwhelming. His responsibilities are to
guide the organization in accordance with
the vision, mission and strategy developed,
to create a climate conducive to
performance development within
interpersonal relationships, and to guide the
activities towards the achievement of the
desired performance.
Since the leaders‟ role is essential, of
paramount importance is his capacity for
self-improvement, for responsibility
assumption and for periodic evaluation of
progress in order to make changes to the
original plan, when needed. As far as
leaders are concerned, developing a
forward-thinking mentality, manifested as
the ability to address and resolve problems
in terms of future needs, is highly valued.
Moreover, the leaders‟ ability to create a
climate of trust and to encourage employee
participation in performance management is
very useful.
Although performance management is an
utterly customized process, some common
responsibilities of leaders in the
organizations where performance is to be
increased can, nevertheless, be identified:
- ensuring performance in technological
equipment;
- developing employees and training
successors;
- motivating employees, rewarding the ones
with good results;
- encouraging creativity and individual
initiative and eliminating disincentives
arising from certain failures.
Using performance effects for community
development, initiating corporate social
responsibility programs.
The theory entitled "Leader‟s Diamond"
summarizes very well the role of the leader
in achieving organizational performance.
This model starts from the premise that
organizational performance “is the result of
simultaneous activation of four
fundamentally different thinking styles -
four ways to achieve excellence - vision,
reality, ethics and courage.” [4] The
catalyst is their leader.
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Figure 2: The „Leader‟s Diamond‟ theory
Therefore, performance and subsequently,
excellence, imply the existence of a set of
standards. Michael Armstrong defines
performance standards as „stated
requirements that need to be met so that an
activity be considered successful‟. [5]. It is
important that the employees perceive the
performance management system as a
correct one. Applying a set of standards for
the assessment of activities on all the levels
of an organization needs to be put into
practice by explaining the specific
objectives for each responsibility area, on
every level. Managers should discuss these
behaviour standards with their employees.
Vision means having a large perspective.
The elements of a leader‟s vision are:
abstract thinking and analysis, strategic and
systemic thinking, creativity and the
unconscious, and the consciousness of
possibilities. [6]. Reality refers to the
necessity of being aware of the surrounding
world, of apprehending the organizational
structure within the professional
community. Ethics is synonymous with
valuing the people. Most of the time, ethics
means seeing things from the perspective of
a different person, being willing to put
oneself in someone else‟s place. The most
profound tactics of the strategy of ethics is
acting according to the integrity and the
morality of a system of values. Courage
means liberty, initiative and the ability of
using one‟s power and influence. Within the concept of organizational
performance it is necessary that we should
mention efficiency and effectiveness. Together,
they generate the highest level of performance.
Effectiveness is the ability of setting and
meeting the set objectives while efficiency is
the capacity of using the resources in the best
manner in order to meet these objectives. [7]
Figure 3: Ion Petrescu‟s mathematic expression of performance
Another mathematic formula of
performance belongs to Koestenbaum. He
thinks performance is the result of such
elements as: autonomy, direction and
support. Autonomy means the capacity of
leaders to empower, to grant
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responsibilities, to stimulate initiative and
creativity. An efficient leader is the one
who sets the activity of his followers in a
precise direction, sets feasible objectives
and motivates his men to carry them out.
Support is essential within an efficient
organization; the employees need to know
that they benefit from their superiors‟
support and that their efforts are important
for the organization. [8]
Figure 4: Peter Kostenbaum‟s performance formula
The author comes with an important
specification: these characteristics of
leaders are multiplied in the formula of
performance in order to illustrate the fact
that one zero will turn the final result into a
zero, as well. Thus, he insists upon the fact
that, in order to reach performance, all three
factors need to be present.
What does an efficient leader do?
He establishes and communicates the
objectives, in order to have others do
their best in reaching them. The
objectives are chosen in such a manner
that they arouse the pride of the
followers and the esteem of the people
from outside the organization.
Communicates clearly and efficiently
calling for feedback, leads discussions
and sessions skilfully.
Motivates his followers, being aware that
motivation is an essential step in
reaching performance.
Is particularly demanding about quality.
Creates the necessary environment for
reaching high levels of performance.
Continually improves oneself and builds
a team he supports and to whom he is
loyal
Exercises his power, influencing team
members, and makes sure they have
understood and will carry out the
instructions.
Delegates routine tasks in order manage
the activities that are restricted only to
his area of expertise.
Adopts a democratic leadership style
reinforcing the unity of the group. He or
she permanently brainstorms within the
group, in order to find solutions for
achieving performance.[9]
4. Conclusions
Regarded from the perspective of
processuality, leadership appears as a
dynamic process in which the relationship
leader-subordinate reciprocates and
influences both the individual performance
and the organizational performance. There
are many ways of analyzing leadership and
many interpretations of its significance. It
can be interpreted in simple terms as
“having the others follow you”, “having the
people do something by their own will”, or
it can be interpreted in a more specific way
like, for instance “using authority in
making decisions”. It can be exercised as an
attribute of a position or one which is
attributed to personal knowledge and
wisdom. A series of personality traits
directly influence the leader‟s behaviour
(temperament, psycho-social aptitudes,
character etc.). The theory which asserts
that the style is variable while the
personality is stable – a structure which can
hardly be modified – generated a series of
contradictions, as there was a failure in
understanding that there is no need to
change personality on the whole in order to
change the style. Sometimes it requires only
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a re-balancing of the personality traits, of
the weight of these traits in shaping the
behaviour, with an emphasis on the positive
effects and a constraint on the negative
ones. Therefore, we agree with the necessity
being acquainted with the most frequent
personality types which constitute the
ground-layer of the managerial behaviour,
for their real improvement. To interpret
personality in a dynamic, evolving manner
could contribute to solve the dilemma.
Mielu Zlate identifies in a very precise
manner the problems affecting nowadays
the organizations in points of management
and managerial activity, considering that:
“modern organizations face so many, hard
and varied issues, with very extended and
deep implications, that considering they can
be easily and timely solved using the old
managerial methods, would not simply be
an enormous error, but also something
extremely dangerous. The need to make
flexible the organizational structures, to
attract as many subordinates as possible so
as to fix and then to accomplish the
objectives, the need to enhance
organizational efficiency and efficacy –
maybe the most stressful of all – have
imposed the necessity to constantly
“invent” new managerial forms”.[10]
Leadership is associated with vision. In
order to transpose vision into reality,
leaders must incorporate a set of specific
skills to guide their actions. Skills
presuppose a chain of talents, knowledge
and abilities which make a person to be
adequate and well-qualified for a position
within the organization. These skills can be
understood as inner instruments to motivate
the employees, to direct systems and
processes, as well as to guide the activities
towards common targets which will allow
the organizations to maximize their results.
In conclusion, the leaders are those who
manage the process of change and
achieving performance. The importance of
the leaders has increased as the
environment has become more volatile and
competitive.
References
[1] ***, Academia Română – Institutul de Lingvistică „Iorgu Iordan”, Dicţionarul explicativ
al limbii române, Editura Univers Enciclopedic, Bucureşti, 1996, p. 656
[2] Saal F.E., KnightP.A., Industrial/organizational Psychology. Science and Practice,
Brooks/Cole Publishing Company, Pacific Grove, 1988, p. 256
[3] Johns T., Relaţiile perfecte cu clienţii, Editura Naţional, Bucureşti, 1998 b, p. 150.
[4] Petre Koestenbaum, Liderul – faţa ascunsă a excelenţei, traducere de Dana-Ioana Chiriţă,
Editura Curtea Veche, Bucureşti, 2006, p. 35
[5] Michael Armstrong, Managementul resurselor umane, traducere de Smaranda Nistor,
Adriana Bădescu şi Ion Tamiş, Editura Codecs, Bucureşti, 2003, p. 433
[6] Petre Koestenbaum, Liderul – faţa ascunsă a excelenţei, traducere de Dana-Ioana Chiriţă,
Editura Curtea Veche, Bucureşti, 2006, p. 83
[7] Ion Petrescu. Managementul performanţei, Editura Lux Libris, Braşov, 2002, p. 63
[8] Petre Koestenbaum, Liderul – faţa ascunsă a excelenţei, traducere de Dana-Ioana Chiriţă,
Editura Curtea Veche, Bucureşti, 2006, p. 232
[9] Alecxandrina Deaconu, Simona Podgoreanu, Lavinia Raşcă, Factorul uman şi
performanţele organizaţiei, Editura ASE, Bucureşti, 2004, pp. 59-62
[10] Mielu Zlate, Empatie şi personalitate, Editura Atos, Bucureşti 1997, p 12
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