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““NNIICCOOLLAAEE BBĂĂLLCCEESSCCUU””
LLAANNDD FFOORRCCEESS AACCAADDEEMMYY
TThhee 1199
tthh IInntteerrnnaattiioonnaall CCoonnffeerreennccee
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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
CHANGES OCCURRING AT THE LEVEL OF HUMAN RESOURCES IN
KNOWLEDGE-BASED MANAGEMENT
Alexandru RIZESCU, Alexandru-Marius RIZESCU
“Nicolae Balcescu” Land Forces Academy, Sibiu, [email protected],
Abstract: The present paper aims to investigate the role of knowledge-based management in the
changes occurring at the level of human resources within performing organizations. In this context,
knowledge has become one of the most important strategic resources and there has been a
widespread acknowledgement that an organization’s competitive advantage depends on its ability to
create, transfer, use and protect knowledge assets. Changes at a macro- or micro-level are not
possible without accessing and using knowledge reasonably. During this process, the number of
involved employees of the organization or of the system in case should be as large as possible. The
interdependence between human resources management and knowledge-based management is
reciprocal and influences both individual and organizational performance. To conclude, the human
element plays an important role in knowledge management.
Keywords: management, knowledge management, knowledge-based organization,
human resources, knowledge society
1. Introduction
The change expected to occur in the future,
from an organization primarily based on
material resources to the one emerging at
present and based on the usage of intelligent
resources, results in the integration of large-
scale knowledge and information
processing and management.
Organizations increasingly tend to rely upon
their intellectual rather than on their
material assets. The solutions offered by
knowledge management have become
crucial in building up and supporting the
formation and usage of intellectual assests
with a view to generating economic value.
These solutions allow individuals, teams
and communities to achieve a higher
performance as regards the creation,
acquisition, distribution and exploitation of
knowledge.
The activities carried out by human
resources departments in an organization
acquire new meanings such as monitoring
how standards are met or running training
centres with professionals’ support.
The knowledge society has several defining
features which differentiate it from previous
models of society in qualitative terms [1]:
the increase in the number of persons
with high education;
the increase of the average level of
knowledge of the population;
the issuing of a great number of
scientific publications in various fields
of interest;
the exponential increase in the number of
information disseminators;
the population’s completely free access
to mass media, the most important
information spreading agent;
429
the emergence, the development and the
increase in the number of consulting
firms offering intellectual and
professional services as well as
technical, management or judicial
consulting;
the fact that the concept and practice of
lifelong learning have become
widespread.
2. General characterization
The concept of knowledge-based
organization appeared in 1984 with the
opinion expressed by Huber who perceived
the need for an organizational model
specific to the new type of society which
followed the industrial one. Afterwards,
Holsapple and Whinston considered the
knowledge-based company as a group of
workers conducting creative work,
interconnected through a computerized
structure.
Another important approach, from a
managerial perspective, was proposed by
Drucker who treats the knowledge-based
organization as the organizational model of
the start of the 3rd
millennium, providing a
number of characteristics pertaining to this
model: reduced number of intermediate
levels of hierarchical leadership, structure
of staff dominated by professionals,
coordination ensured through non-
authoritarian type of means. The diversity
of viewpoints and conceptual approaches
resulted in the use of several terms which
basically refer to the same content:
intelligent organization, memory-centered
organization, knowledge-intensive
organization, etc. At the end of the 20th
century two approaches, the technological
and the managerial ones, converged by
correlating the needs of organizations with
the advantages of computer-assisted
solutions. This evolution of approaches has
designated the knowledge-based
organization as an alternative to the
organization based on control and authority.
Given the fact that knowledge represents a
key resource of service-oriented enterprises,
the efficient use of this resource represents
a pre-requisite of gaining an advantage
when competing on any market. The
network-type organizations heavily depend
on the manner in which knowledge is
distributed, whereas decentralized
structures with wide geographical
expansion hinder the flow of knowledge.
Classical organizations keep part of their
knowledge in the hierarchical structures.
Knowledge is interconnected at certain
hierarchical levels and transferred through
reporting. Virtual organizations are less
structured than traditional ones and that is
why they lack this kind of knowledge
processes. A lasting knowledge
management in the context of virtual
organizations involves establishing
structures that are flexible and adaptive to
organizational changes which imply great
dynamics. Of great importance in this
context is the organizational culture which
emphasizes the distribution of knowledge
through various channels of
communication.
A clear distinction among the terms data,
information and knowledge is required. The
term data represents a series of observable
properties of things. Information represents
the accumulation of data in a higher level
collection which has meaning and
significance. Filtered through the lens of the
perceptions and thoughts (cognition) of a
person, information stimulates a wide range
of actions and activities.
Knowledge is extracted from data and built
on information. There are two distinct types
of knowledge:
Explicit knowledge, which consists of
forms of information, expertise, or
experience which may be expressed in
detail, archived, coded, and are long-lasting
and may be distributed with the help of IT.
Explicit knowledge may assume the form of
a database, a document, a drawing, a
formula, a patent, a video recording, or a
presentation.
Implicit knowledge, or intrinsic science, the
skill possessed by an individual, represents
a common system, which is not expressed
430
by values, visions, purposes and behaviours
which direct the activities of the
organization. Implicit knowledge derives
from accumulated experience. The main
obstacle for most organizations is to
identify this system of implicit knowledge.
The challenge raised by the system of
implicit knowledge consists in finding the
way to recognize, generate, distribute and
administer this system.
The unvoiced knowledge can be inferred
only through the people’s actions, they
cannot be directly measured. They represent
a human trait which preconditions the
human to act in a certain way according to
circumstances and in a manner adequate to
them.
The knowledge management is a systematic
type of management. This is a process of
accumulation, use and reuse of information,
explicit knowledge, experience and
expertise in order to acquire a special
business benefit, to accomplish a target, an
objective which can enhance the
organization’s profitability and
competitiveness.
An organization generates value through
this process starting from the intellectual
assets and based on knowledge. Knowledge
management is an excellent catalyst for
innovation and learning.
The management solutions encompassed by
knowledge are those which can fill the void
between explicit knowledge and unvoiced
knowledge. These solutions activate content
technologies which support the capturing
and the management of explicit
information, as well as collaboration
technologies which allow individuals and
communities to create, distribute, and
publicize information in order to meet the
objectives specific to the business.
3. Knowledge Management
Aspects pertaining to economy, enterprises
and the knowledge-based management
highlight the fact that the human resources
become more important and complex as
compared to the previous economic
systems. Consequently, the importance of
the human resources management increases,
at the same time with an important change
of its content.
Thus, as long as the most valuable resource
of the enterprise – the knowledge – belong
to the employees, any immediate activity
initiated by the employees influences the
knowledge-based management [2].
Knowledge management is considered a
new science, or at least a subject of study,
which promotes an integrated step to
identify, manage, and communicate
(sharing) all informational needs and the
information of a firm/ an enterprise/ an
organization.
Knowledge management can be defined as
a systematic and integrative process of
coordination of an organization’s various
activities, pertaining to the acquisition,
creation, sharing, storage, spread,
development and work with knowledge by
individuals and groups of individuals in
order to accomplish the organization’s
objectives.
Knowledge management is a scientific
subject pertaining to general management
which deals with the accomplishment of
activities related to knowledge actions, the
organization, obstruction, filtration,
identification, storage, sharing,
dissemination and use of knowledge
objects, identified as information, data,
experiences, evaluations, analysis and
initiatives. Knowledge management deals
with incorporating knowledge where they
are created, their being shared by
individuals and applied in a productive
process.
Organizations must currently be in constant
change, and therefore must operate with
motivated individuals who master a clear
vision of the future, initiative, teamwork
and responsibility. These people are more
than a human resource; they stand for the
organization’s mere hope for the future.
More and more specialists agree with the
idea that an essential strategic element for
the firm’s future is represented by the
human capital. [3]
431
4. The Interdependency between the
Human Resources Management and the
Knowledge-Based Management
The knowledge-based society lays the
emphasis mainly on the human resource
which represents a real human capital, as a
production factor and an intelligent support
of knowledge itself, but also in its role of
consumer of goods within the knowledge-
based economy. The educational capital, the
health situation and current income are
mutually intertwined at both individual and
common level.
The human capital and the economic
resources are therefore part of the same
sphere of development, their levels being
interdependent.
As mentioned before, knowledge is more
powerful and valuable than natural and
material resources; the intellectual creation
has given rise to uncountable controversies
pertaining to the appropriate modalities of
defining, regulating, and use, due to the
fundamental difference between idea and
concrete product.
The mere nature and modalities to obtain
the competitive advantage undergo a
process of change. “The new competitive
advantage as well as the new obstacle for
the 21st century organizations is
represented by the knowledge of the human
resources” [4]
Competitive organizations consider that
individuals become more and more
interested in the activities which challenge
them to manifest and express their
creativity and inventiveness, and which
generate satisfactions.
The performances of an organization are
mainly determined by the way of
capitalization of the human element, by the
quality of the managers of this organization,
as well as by the professional expertise of
all its employees, including the executive
staff.
“In our society, the knowledge is the main
resource of the people and economy, taken
as a whole. Land, work and capital – the
traditional production factors – do not
disappear, but acquires a secondary
importance. They can be easily procured,
supposing there is specialty knowledge. Yet,
at the same time, specialty knowledge itself
does not come with an output. They can
become productive only when integrated in
a coherent process. That is why the
knowledge-based society is, as well, a
society of the organizations: the scope and
function of any organization – lucrative and
non-lucrative at the same time – is to
integrate specialty knowledge into a
common purpose” [5]
Traditional organizations, the organization
was based on the presumption that
managers hold the vast amount of
knowledge, surmounting all subordinates,
and this empowered them to make
decisions, command, without any need to
consult or inform the employees.
In the knowledge-based society, this aspect
is no longer valid, the employees may have
knowledge superior to a manager. Now the
emphasis is laid on the ability of the
leaders, of the managers to stimulate the
personnel to widen and use the stock of
knowledge.
The knowledge-based organizations are
very careful and sensitive to the markets.
The sensitivity increases due to the fact a
larger number of employees acknowledge
the complex relationships between the
organization and the environment. One’s
own role within the organization increases
at the same speed, as well as the impact of
the individual or group performance
generated upon the outcome, as a whole.
5. The Theoretical Model of the
Knowledge Management System in an
Organization
In the contemporary economy, learning and
knowledge have become key factors at
international level, and the intangible
resources have acquired a vital importance.
The competition between the contending
firms has moved in a quite great proportion
from the level of the tangible resources
(capital, raw materials, land, machines and
equipment etc.) to the level of intangible
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resources, in which elements such as
knowledge and the ability to use them (the
knowledge-based management, or the
know-how based management) acquire a
crucial role.
The transition to the knowledge-based
organization has generated important
changes in what the content and the roles of
the work are concerned. Thus work is
associated with the intelligent machine and
with the active-productive information. [6]
It is important that an appropriate
organizational environment should be
designed to meet these needs.
The knowledge based organization
environment is an important element in
shaping internal interaction. In designing it,
we will take into consideration elements
involving both tangible elements such as
architecture, furniture, desk arrangement,
and intangible elements such as the
organizational climate, inter-human
relationships etc.
Interactions may involve either a physical
meeting of the members of an organization
or, as it may often happen, their presence in
a virtual community, using the
informational technology which will have
to be available.
The theoretical pattern of knowledge
management system from within an
organization should include the following
stages:
- The creation of knowledge;
Essentially, the management of knowledge
involves an important human component.
The knowledge management strategy within
an organization cannot be successful if the
organization does not develop a knowledge
culture which would emphasize the role and
value of knowledge in the decision making
process. This culture needs to be oriented
towards rewarding innovation, as well as
learning, experimenting and reflection.
- Collecting knowledge;
The ultimate purpose of all activities is
fostering knowledge. Yet, the problem is
the creation and the collection of
knowledge. An organization is constantly
involved in developing operational
activities towards accomplishing its
strategic mission. During this process it
generates data, information, decisions and
policies. Knowledge management has to
involve also the process of separation of
these activities with a view to identify,
isolate and collect value generating
knowledge. This type of knowledge may be
encountered in individuals, in processes,
policies, parameters, specifications.
- Improving knowledge;
New knowledge has to be contextualized in
such a way that it could be used. People rely
on each other’s help in the decision making
process. This process is directed towards
including both the individuals who need the
knowledge and the ones who create it.
Another important aspect is that of using
the new creations, both knowledge and
innovations, in profit generating activities.
- Storing knowledge;
Useful knowledge needs to be stored in a
certain format, within a data base, so as it
might be accessed by all the people from
within the organization. The process of
explaining knowledge involves: the
identification of the people who own the
information, the identification of the
location of the ones who need it, of the time
when they need it, of the form in which they
need it. It also involves modifying it in
such a way that it could be used by others.
During the explaining process however, it is
essential that the original context in which
it was created or collected, remain
unaltered. A great part of the unvoiced
knowledge from within an organization
could be beneficial if it had exchange-
friendly format.
- Managing knowledge;
Managing knowledge refers to sharing and
reusing information. Access to knowledge
and information transfer to different
individuals is the key to knowledge
management. Knowledge needs to be used
together with the appropriate technology so
that it could be shared. It also needs to be
checked in order to stay accurate.
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- Distribution of knowledge;
Knowledge must be available in a form
which is useful for anyone in an
organization who needs it and at any time.
One of the characteristics of knowledge is
that the latter is dynamic, as it advances
with each utilization. [7]
Decision makers should be able to adjust
this advanced knowledge to new contexts in
order to relax tensions within organizations.
If knowledge is not created and used, it
cannot benefit the organization and will
become a static entity which is not relevant
for achieving long-term goals.
6. Conclusions
On this basis we may conclude that the
human factor and, thus, human resource
management, has a decisive role in the
shaping and development of knowledge
management, as well as in shaping the
company and the knowledge economy.
Changes at the levels of human resources in
knowledge management are also
determined by the modifications that occur
in labor markets, namely: high mobility of
specialists; short term employment in
companies; widespread use of temporary
work, independent contracting of specialists
and other forms of short term employment;
professional career developments involving
frequent start-ups or employment in a newly
founded company; proliferation of labor
market intermediaries as agencies that help
specialists to be employed temporarily;
flexible motivation of specialists;
employing persons possessing specific
skills.
In the knowledge-based economy, one can
notice the expansion of flexible hiring of
employees and the adoption of flexible
forms of remuneration. There are experts
[8] who state that there is a tendency to
move from fixed to flexible salaries.
In conclusion, the human resource,
increasingly more complex, receives an
increasing role in the organization and its
acquisition, preservation, use and
exploitation require a new approach, great
efforts and even much creativity.
References
[1] Elvira Nica, Managementul performanţei – perspectivă umană, Editura Economică,
Bucureşti, 2006, p. 86
[2] Staniewski, M, W, Human Resources Architecture of European Union. New Membre
Country: case of Poland, in Problems and Perspectives in Management, vol.4, Issue 2,
2006
[3] Adrian Stanciu, Resursele umane sau Capital uman, articol, vezi
http://www.myjob.ro/articole/, 2006
[4] Chan T., Knowledge Management in Document Company . in Capitalizing on Knowledge
Woekers , APO, Tokio, 2002
[5] Peter F. Druker, Despre profesia de manager, Editura Meteor Press, Bucureşti, 1998, p.
112
[6] Niţă Dobrotă, Andreea Stan, Munca şi rolul ei în societatea cunoaşterii, Tribuna
Economică, nr. 8/2005, p. 13 -15
[7] Conf. univ. dr. Claudiu Brândaş, Sisteme suport pentru managementul cunoştinţelor din
cadrul organizaţiilor, Suport pentru laborator Timişoara, 2008, p. 3-5
[8] Staniewski, M, W, Human Resources Architecture of European Union. New Membre
Country: case of Poland, in Problems and Perspectives in Management, vol.4, Issue 2,
2006
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