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atitudini dominante, modul de formare iacceptare a comportamentului ateptat.

ntr-o definiie simplificat, culturaorganizaional reprezintansamblul normelorde conduitadoptate n cadrul organizaiei.

Numeroi autori [3] fac referire la o seriede probleme privind conceptul, care includ:- terminologia ce trebuie utilizat pentru acategorisi cultura;- care este optimul, ce este de dorit n ceea ce

privete cultura;- cnd i de ce cultura organizaionalar trebuisfie schimbati modul n care trebuie sse

petreacschimbarea.

2.2 Caracteristicile i elementele "web"-ului

cultural al organizaieiCaracteristicile culturii organizaionale sunt[1, 6]:- este dificil de definit;- este multi-dimensional, cu multecomponente diferite la niveluri diferite;-identitatea membrilor organizaiei cu postulsau cu firma ca ntreg;- accentul care se pune pe grup sau individ,msura n care activitile sunt organizate n

jurul unor persoane sau grupuri;

- focalizarea managerilor pe oameni sausarcini, msura n care managerii iau nconsiderare influenele i consecineledeciziilor asupra oamenilor;- integrarea subunitilor ce pot fi independentesau interdependente;- modul n care se realizeaz controlul, subaspectul msurii n care sunt utilizate regulilei reglementrile de supraveghere acomportamentului angajailor i gradul delibertate pe care acetia l au;- tolerana la risc n ceea ce privete gradul deacceptare al comportamentului inovativ, uneoriagresiv sau riscant al angajailor;- premiile i recompensele mai ales n ceea ce

privete criteriile de acordare: criterii deperformansau alte criterii;- toleranta la critici, stri de conflict subaspectul nivelului pn la care sunt acceptatecriticile i situaiile conflictuale;- orientarea spre scopuri sau mijloace adic

gradul de focalizare a managerilor pe rezultatesau pe tehnicile i procesele necesare pentruobinerea acestor rezultate;

typical to organization: habits, attitudes,revailing mode of training and acceptance of

behavior expected.In a simplified definition organizational

culture submit all rules of conduct adopted

within the organization.Many authors[3] refer to a number ofproblems with the concept, which include :

-what terminology to use forcategorize culture;

-what is most optimal or desirableculture;

-when and why organizational cultureshould be changed and how this takes place.

2.2 Features and web elements of

organizational cultureThe features of organizational culture are [1, 6] :- it is difficult to define;- it is multi-dimensional, with many differentcomponents at different levels;- the identity of members of the organizationwith position or the company as a whole;- the emphasis is on group or individual that isthe extent to which activities are organizedaround certain people or groups;

- managers focus on people or tasks, the extentto which managers take into account theinfluences and consequences of decisions on

people;- how is the integration of subunits that can beindependent or interdependent;- the way in which is made the control measurein terms that are used in rules and regulationsto oversee the conduct of employees and theextent of freedom they have;- risk tolerance in terms of the degree ofacceptance of innovative behavior, sometimesaggressive and risky employees;- the prizes and rewards especially in terms ofthe grant criteria: performance criteria or othercriteria;- tolerance to criticism and conflict states interms of the level to which they are acceptedcriticism and conflict states;- orientation on purposes or means that is thefocus of managers on the results or the

techniques and processes necessary to obtainsuch results;- degree of openness of the system in the sense

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- gradul de deschidere al sistemului n sensulmsurii n care organizaia monitorizeazi drspunsuri semnalelor i schimbrilor dinmediul su extern;- nevoia de timp pentru a stabili i, prin

urmare, pentru a schimba o culturcorporatist.Elementele web-ului cultural al

organizaiei sunt: ritualurile, povetile,practicile, simbolurile, sistemele de control,structurile puterii i structura formal aorganizaiei n centrul lor fiind paradigmaacesteia [5]. Vom analiza pe rnd modul ncare managementul, indiferent de nivel,influeneaz dezvoltarea, schimbarea itransformarea acestor elemente.

Ritualurile vieii organizaionale, cumar fi programele de formare, evalurile ipromovrile, desfurarea de reuniuni intlniri, negocierea i acceptarea opiniiloraccentueaz "felul n care se fac lucrurile peaici", i poate semnala importana lucrurilor pescara de valori n care cred oamenii dinorganizaie. Contribuia major la formareaacestor ritualuri revine, evident, managerilor demijloc i de vrf. Datoritfaptului cele pot fiasimilate politicilor organizaiei ar trebui sfie

n concordancu strategia de implementare.Povetilecare circul ntre angajai spun

ceva noilor venii sau chiar mai mult, creeazoanumitimagine i anumite ateptri cu privirela comportamentul indivizilor. n scopul de adefini un comportament dorit, managerii potstabili ei nii coninutul acestor poveti astfelnct acestea sa fie ct mai larg acceptate.

Practicile sunt moduri comune decomportament ale membrilor organizaiei nrelaiile cu ceilali dezvluind "felul n carelucrurile se fac aici." Acest element al culturiieste cel mai greu de schimbat, deoarece elimplicnu numai managementul firmei , ci vaimplica toi membrii organizaiei. Pentruaceasta managerii trebuie s adopte uncomportament participativ exprimat prindisponibilitate fade subordonai, n scopul dea crea o comunicare direct cu acetia iangajarea unor tineri a cror gndire ncnu afost deformat[4] .

Simbolurile cele mai evidente ntr-oorganizaie sunt cele legate de titulaturi,terminologia utilizat n limbajul uzual,

of measure in which the organization monitorsand give signals and responses to changes in itsexternal environment.- it takes time to establish and therefore time tochange a corporate culture.

The "web" elements of culturalorganization are: rituals, stories, practicessymbols, control systems, power structures andthe formal organization structure inthe center of their being it paradigm [5]. We'lllook at the manner how the management,regardless of level, affects development,change and transformation of these elements.

Organizational life ritualssuch as trainingprograms, evaluations and promotions, theconduct of meetings and meetings, the

negotiation and acceptance of viewsemphasizes "the way things are made here"and may signal the importance of things on thescale of values the people of organizationthink. The major contribution training theserituals lies obviously to the top and middlemanagers. Due the fact that they can beassimilated to organization policies should beconsistent with the implementation of strategy.

The storieswhich are circulating amongthe employees are saying to newcomers or

even in addition create a certain image andcertain expectations about the behavior ofindividuals.

In order to define a wanted behavior,managers can determine themselves thecontent of these stories so that they are morewidely accepted.The practicesare common modes of behavior

of members of the organization in relationswith others revealing "the way things are madehere." This element of culture is the mostdifficult to change because it involves not onlymanagement will but also will involve allmembers of organization. For that managersshould adopt a participatory behaviorexpressed by the availability versussubordinate in order to make directcommunication with them and hire someyoung people whose thinking has not yet beendeformed.[4]

The most obvious symbols in an

organization are linked to titles, theterminology used in common language,offices, cars, parking places etc. This presents

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birouri, maini, locuri de parcare etc. Acesteaprezint natura relaiilor, a motivaiilor ivalorilor organizaiei. n timp ce gradul deformalizare impus de simboluri crete, vascdea influena managerilor asupra celorlalte

elemente ale culturii.Sistemele de controli evaluareprecum isistemele de recompensare subliniaz ceea ceeste cu adevrat important pentru organizaie.Simpla existen a unor sisteme de evaluare,control i recompensare nu este suficient

pentru a-i motiva pe salariai, acestea trebuindsfie ct se poate de clare i de bine cunoscuten ntreaga organizaie.

Structura puterii este important subaspectul influenei pe care o au centrele de

putere asupra sa. Grupul de putere, acioneazuneori informal, trebuie contientizat laniveluri superioare pentu aputea utiliza ct mai

benefic influena acestuia.Structura formal a organizaiei

delimiteazceea ce ar trebui sfie cu adevratimportant pentru membrii si: realizarea,

puterea, birocraia, sau cooperarea. Firmeleorientate spre cooperare sunt mai flexibile, maiuor adaptabile la schimbri, inclusiv n ceeace privete cultura organizaional.

Paradigma exprim filozofiaorganizaiei i se referla:

orientarea companiei (spre rezultate sauctre oameni);contientizarea i recompensareasuccesului;contientizarea necesitii unei analize

permanente a mediului pentru a sesizala timp i pentru a profita de noileoportuniti;devotamentul i deschiderea fa deschimbare. Avnd n vedere faptul cschimbarea culturii organizaionale seface, n cele mai multe cazuri, cuscopul adaptrii organizaiei la o noustrategie, trebuie studiat cu ateniecorelaia dintre strategie i cultur, caelement care difereniaz organizaiile.Astfel, dup diverse analize statistice,efectuate la mai multe firme [5], au fostgsite mai multe elemente care

difereniaz organizaiile performantede cele mai puin performante;capacitatea managementului de a

the nature of relations, the motivations andvalues of any organizational structure.

As the degree of formalization increases,imposed by symbols, decreasing the influenceof managers on the other elements of culture.

The evaluation and control systemsand thereward systems emphasize what is reallyimportant to organization.

The simply existence livelihood systemsassessment and control is not sufficient tomotivate the employees, they must be clear andwell known throughout the organization.

The structure of poweris important in termsof influence the power centers have on it. The

power group, sometimes act informal, must toawareness to the higher managerial levels, to

use as beneficial their influence.The structure of formal organization

restricts what should be truly important to itsmembers: achievement, power, bureaucracy, orcooperation. Cooperation-oriented firms aremore flexible, easily adaptable to changesincluding the organizational culture.

The paradigm illustrates the organizationphilosophy and refers to :

- orientation of company (or the resultsto humans);

- awareness and reward success;- awareness of the need for an ongoing

analysis of the environment to seizenew opportunities in time;

- opening and devotement to change.Given that changing organizationalculture is made the most numerouscases to adapt the organization to anew strategy must be carefully studiedthe correlation between strategy andculture, the element that distinguishesorganizations. Thus, after statisticalanalysis, performed at severalcompanies [5], were found severalelements that distinguish organizationshigh performing of those performing

poorly;- the management ability to formulate,

communicate and gain acceptance oforganization members on theimplementation of this vision;

-

the capacity of managers to inducechange in order to implement newstrategies;

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formula, comunica i obine acceptareamembrilor organizaiei cu privire la

punerea n aplicare a strategiei sale;capacitatea managerilor de a induceschimbarea cu scopul de a pune n

aplicare noile strategii;capacitatea de a-si asuma riscuri, carepoate fi dezvoltata pe baza toleranei larisc;capacitatea managerilor de a dezvoltadevotamentul angajailor prinintermediul culturii organizaionale;meninerea unui nivel ridicat de

performan, avnd n vedere dorinamanagerilor de a menine loialitateaangajailor;

pstrarea direciei stabilite n strategien pofida unor perturbaii minore carear putea interfera pe termen scurt;msura n care procesul de planificareia n considerare anumite ipoteze,genereaz alternative i exprim maimulte puncte de vedere.

3. Cercetarea experimentalNu se poate afirma c o cultur

organizaional este mai bundect alta, doarc o anumit cultur este potrivit ntr-o

msurmai mare sau mai mic, n sensul de afi consonant nevoilor i circumstanelor ncare activeazorganizaia i ajutmai degrabdect mpiedic performana acesteia. Cuscopul de a afla valorile care sunt acceptate dectre membrii organizaiilor economice,situaia actuali situaia dorit, am efectuat unsondaj al culturii organizaionale [12] . Au fostselectate att societi pe aciuni cu capitalmajoritar de stat , ct i organizaiiantreprenoriale fondate n anii '90.

Referitor la motivele careobstrucioneaz formarea culturii norganizaie, mai mult de 40% dintre subieciiinvestigai au artat o lipsa unei misiuni, a unorvalori comune, care ar transforma organizaiantr-o echip. Strategia lipsete, mai ales la SCMACOFIL SA, care este n proces demodernizare. De liderul acestei organizaiidepinde formularea unei viziuni privind modulde a lucra n viitor.

O alt problem este reorganizareafrecvent a firmei i fluctuaiile de personal acror rat este cea mai mare la companiile

- ability to take risk, which can bedeveloped based on risk tolerance;

- the ability of managers to developemployee commitment throughorganizational culture;

-

maintaining a high level ofperformance given the desire ofmanagers to maintain employee loyalty;

- keeping the direction set out in strategydespite some minor disturbance thatcould interfere in the short term;

- the extent to which the planningprocess takes account of certainassumptions, generate alternatives andexpress more points of view.

3. Experimental researchIt cannot be said that one culture is betterthan another, only that aculture is to a greateror lesser extent appropriate in the sense of

being relevant to the needs and circumstancesof the organization and helping rather thanhindering its performance. In order to findvalues that are accepted by members ofeconomic organizations, the actual situationand the desired situation, we conducted asurvey of organizational culture[12].Were

selected also joint stock companies withmajority belonging to the state, andentrepreneurial organizations founded in the90s.

Regarding the reasons that hamper theformation of culture in the organization, morethan 40% of the subjects investigated showed alack of missions, of some values, which would

join the organization in a team. A strategy ismissing, especially to S.C. MACOFIL S.A.which is in the process of modernisation. Onthe leader of this organization depends theformulation of a vision on how to work in thefuture.

Another issue is is the reorganization of thecompany and frequent staff turnover, whoserate is highest at privates companies(GELACONSTRUCT SRL- 63,5%,ATADAPREST SRL-59%). The cause

probably lies in the fact that these collectivesonly forms. In contrast, only 11,2% of

employees from SC CONFECTIA SA said thatthe reorganization of the firm and staffturnover is a barrier to enterprise development.

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private (GELACONSTRUCT SRL-63,5%,ATADAPREST SRL-59%). Cauza, probabil,const n faptul c aceste colective abia seformeaz. n schimb, doar 11,2% dintreangajaii de la SC Confecia SA au declarat c

reorganizarea i fluctuaia personalului firmeiar fi o barierpentru dezvoltarea ntreprinderii.i aceasta nu pentru caici ar exista un nivelridicat de motivare, ci, mai degrab, pentru cei nu i-au putut gsi un loc de muncmai bun.Muli specialiti cu experien, avnd vechimen munc, au prsit ntreprinderea. Oameniiadesea vin la serviciu din cauza unordeprinderi sau pur i simplu din nevoia de acomunica cu alte persoane. De aici rezult cun nivel nalt de motivare nu reduce neaprat

fluctuaia de personal, dar, de asemenea, cfluctuaia redus nu nseamn c exist unnivel ridicat de motivare.

Un alt motiv este insuficienacompetenei profesionale i a cunotinelor ndomeniul managementului, acesteareprezentnd un obstacol serios pentru

performana n afaceri a firmelor ATADA -60,2% i GELACONS - 57,8%, la care timp de12 ani nici un salariat nu a participat la cursuride formare. Programele de training, calificare

perfecionare a angajailor n acestentreprinderi sunt limitate la maximum, dincauza lipsei de bani. Doar 11,8% dintrerespondenii din firma MACOFIL SA auindicat acest motiv, un numr mare de angajaifiind tineri i avnd studii superioare.

Nivelurile sczute de eficacitate lafirmele ATADA i GELACONSTRUCT suntcauzate, printre altele, de insuficienatehnologiilor i de inexistena noilor metode demunc. Nu ntmpltor, aproape jumtate dinangajaii intervievai la companiaGELACONSTRUCT au raportat o lips dereguli, norme de comportament, care sareglementeze activitatea organizaiei. Regulilede comportament sunt bazate pe valori comunei convingeri. n cazul n care nu exist, atuncilipsesc normele care definesc modalitile deaciune . Pentru a afla ce ateaptangajaii dela ntreprinderile care le dau lucru, ei au fostsolicitai s evidenieze anumite valori, dup

prioritatea lor . Subiecii care au fostinvestigai au declarat, n unanimitate, cntreprinderea trebuie s le asigure, n primul

And not because there would be a high level ofmotivation but, rather because tehy could notfind a better job. Many specialists having withold experience in work, left the company.People often come to work because of skills or

simply the need to communicate with otherpeople. Here it depicts that a high level ofmotivation does not necessarily reduce thefluctuation of personnel, but also reducedfluctuation does not mean that there is a highlevel of motivation.

Another reason is the scarcity ofprofessional proficiency and knowledges inmanagement area, which is a serious obstaclefor business performance ATADA - 60,2% andGELACONS - 57,8%, where for 12 years

employee has not participated in trainingcourses. Trening programmes, qualificationand training of eployees in these enterprises arelimited to a maximum, due the lack of money.Only 11,8% of respondents from the firmMACOFIL SA indicated this reason, a largenumber of employees being young and havinghigher education.

Low levels of effectiveness at the ATADAand GELACONSTRUCT plants are caused,inter alia, by the existence of a certain

technology and a certain degree of technicalcapacity of the plant. Not incidentally, nearlyhalf of the employees interviewedGELACONSTRUCT company reported a lackof rules, norms of behavior, which wouldregulate the activity of the organization. Rulesof behavior are based on shared values and

beliefs. If they do not exist, then missing therules that define hw to act. To find out whatemployees expect from the companies theywork, they were asked to highlight certainvalues, as their priority. Subjects that wereinvestigated in unanimously said that thecompany must ensure, first, wage. This valueof money shows the mood across Romaniansociety in which, for some accumulation ofcapital has become an end in itself, and formore money are not negligible, at least to theextent that they want a civilised standard ofliving or at least decent. Safety regarding theworkplace is important for more 90% of

respondents, as the uncertainty about the daytomorrow is for them a source of permanentstress. In the third place in the hierarchy of

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rnd, salariul. Aceastvaloare a banului aratstarea de spirit din ntreaga societateromneascn care, pentru unii acumularea decapital a devenit un scop n sine, i pentru ceimai muli banii nu sunt de neglijat, cel puin n

msura n care i doresc un nivel de traicivilizat sau cel puin decent . Sigurana n ceeace privete locul de munc este importanta

pentru 90% din respondeni, n condiiile ncare incertitudinea cu privire la ziua de minereprezintpentru ei o sursde stres permanent.Pe cel de-al treilea loc n ierarhia prioritiloreste plasat posibilitatea de a obinerecunoaterea profesional - 53%, urmata derelaiile bune cu colegii i superiorii - 56%. Peultimul loc se afl vechimea n munc i

pensia, sau posibilitatea de a contribui ladezvoltarea ntreprinderii. Din aspectelemenionate mai sus rezult cpersoanele caretriesc n zilele noastre se gndesc la ziua deazi mai degrabdect la viitorul ntreprinderii,dar o organizaie poate avea succes de duratnumai intind spre viitor.

De cealalt parte, membrii echipeimanageriale au raportat c noua nelegere aimpactului diferenelor culturale la lucru aredus potenialul de nenelegeri i conflicte

ntre colegi. Ei au mai spus crelaiile pozitivecare au existat ntre managerii cheie aumbuntit coerena i fluxul de informaii. [6]

CONCLUZIIConcluziile studiului ilustreaz

urmtoarele aspecte:1. Schimbarea culturii organizaiei devinenecesar ori de cte ori aceasta devine unobstacol n calea punerii n aplicare astrategiilor noi.2.Cu ct este mai nalt nivelul ierarhic almembrilor organizaiei, cu att este mai marecapacitatea acestora de a-i influena cultura.Strategia firmei, stabilit la nivel de vrftraseaz liniile directoare pentru elaborareaunor politici n ceea ce privete resurseleumane, acesta fiind un element major deinfluenasupra culturii.3.Managerii, n special cei de vrf, potinfluena cultura n mai multe moduri. Pentru

aceasta, ei trebuie s fac o analiz real aorganizaiei i apoi sa defineasc elementeleweb-ului cultural dorit i al filosofiei

priorities is provided the opportunity to obtainprofesssional recognition 53%, followed bygood relationswith colleagues and superiors56%. In last place are the length of service and

pension, or posibilty to contribute to the

enterprise development. Of those issuesmentioned above result that people living thinkof today rather than thinking about the futureof the enterprise, but a plant may have a lastingsucces only target to the future.

Members of mangement team reported thattheir new understanding of how culturaldifferences impact working behavior hasreduced the potential for misunderstanding andconflicts between coleagues. They also saidthat the positive relationships that existed

between key managers improved consistencyand flow of information.[6]

CONCLUSIONSThe conclusions of study illustrates the

following issues:1.The change of organization culture

becomes necessary whenever it becomes ahindrance to the implementation of newstrategies.

2.As the highest hierarchical level oforganization members is, the greater theirability to influence its cultura.Strategy of thecompany, established at the top level sets theguidelines for developing policies with regardto human resources, is element major toinfluence on culture.

3.Managerii, especially the top, caninfluence the culture in many ways. For this,they must make a real analysis of theorganization and then define the web of

cultural and desired organizational philosophyand put it into practice.4.Changing the organization's culture is

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organizaionale i s-l punn practic.4.Schimbarea culturii organizaiei este menits contribuie la creterea performaneloracesteia, ceea ce conduce la difereniereafirmelor performante de cele cu performane

slabe. Identitatea organizaiei, miturile,ritualurile ofer soluii de rezolvare pentru operioad limitat a unor probleme, spredeosebire de cultura organizaional, care esteelementul central al procesului de adaptare ide integrare.5. Cultura organizaionala vizeaz douniveluri i anume:- partea mitic, de istorie, n care sunt inclusemituri, poveti, sloganuri, simboluri, ceremoniii "eroii"acestora;

- partea propriu zis, reprezentat de norme,obiceiuri, structura, strategie, conducere,standarde, sisteme etc.

n analizarea dezvoltrii culturii trebuies inem cont de raportul dintre universal ispecific, care n cultura unei societi formeazo unitate dialectic inseparabil. Cultura ar

putea fi explicat numai referindu-ne la alteculturi specifice, deoarece nu exist o culturunic pentru toat omenirea, ci o multitudinede culturi, care corespund diferitelor forme i

niveluri de organizare a existenei umane.Organizaia ca sistem socio cultural este

unul dintre aspectele eseniale ale noiiparadigme manageriale. Managementul centratpe control, preocupat de raionalitateaorganizrii i de modul de personalizare asarcinilor de munc i a rezultatelor, estenlocuit cu managementul participativ, undeconducerea eficient nseamn capacitateamanagerului de a integra eforturile tuturormembrilor organizaiei pentru a obinerezultatele dorite. Stilul autoritar de conducere,determinat de paradigma "omul este stpnuluniversului" se nlocuiete cu stilulexistenialist, n care omul apare ca fiind ofiinemotiv, expansiv, care este n cutarearostului activitii sale.

Organizaia este un sistem organiccompex, la baza potenialei sale viabilitisitundu-se cultura organizaional: scopul

pentru care oamenii s-au unit ntr-un

grup,relaiile interumane, regulile decomportament, principiile de via i deactivitate pe care le mprtesc,orizonturile de

designed to increase performance, which leadsto differentiation performente of those firmswith poor performance. Organization's identity,myths, rituals provides solutions to solve for alimited period of problems unlike the

organizational culture which is the centralprocess of adaptation and integration.5.The organizational culture aimed at two

levels namely:- the myth, part of history, in which are

included myths, stories, slogans, symbols,ceremonies and heroes of them;

- the given part, presented by rules, habits,structure, strategy, leadership, standards,systems etc.

Anlyzing the development of culture we

should take into account the ratio betweenuniversal and specific, which to the culture of asociety formed an inseparable dialectic unit.Culture could be explain only referring us tosome cultures specific, because there is nosingle culture for all mankind, but a multitudeof cultures, which correspond to differentforms and levels of organization of humanexistence.

Organization as socio cultural system isone of the essential aspects of the new

management paradigm. Management centeredon control, concerned about the rationality ofthe organization and how to personalize thework tasks and results, is replaced by

participatory management, where effectiveleadership is the capacity of manager tointegrate efforts of all members of theorganization in order to achieve desired results.Authoritarian style of management, determined

by the paradigm man is lord of the universeis replaced by the existential style, which manappears as being emotional, expanding, whichis searching the sense of his activity.

The organization is an organic compoundto the base of potential viability is theorganizational culture: the goal because peoplewere united in a group, people, rules of

behavior, principles of life and activity thatthey share holding horizons. An effectiveorganizational culture manages to unite agroup of people able to work as a team. A

positive psychological climate for its memberscollectively oriented the members towardscommon values and ideals, connecting

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ateptare. O cultur organizaional eficacereuete suneascun grup de oameni capabilis lucreze ca o echipa. Un climat psihologic

pozitiv n colectiv orienteazmembrii si ctrevalori i idealuri comune, conecteazangajaii

la grupul de lucru care are o valoare deosebit,i mobilizeaz pentru a obine rezultateeficiente n munc. Datorit sistemelor deideatice, activitatea uman capat o finalitate

bazatpe scop i idealuri.Existo interdependendialectic ntre

cultur i organizaie. Pe baza elementelorculturii se integreaz grupul uman, prinintermediul lor se reglementeazaciunea i seefectueazcontrolul asupra indivizilor. Culturamodeleaz organizaia,iar organizaia i

creeazpropria cultur.

Bibliografie:1. Armstrong M. Armstrongs Handbook ofHuman Resource Management Practice 11thedition, Kogan Page Limited, London andPhiladelphia, 2009.2. Dobrescu E.M. Iniiere n managementulafacerilor mici i mijlocii Editura Expert,Bucuresti, 2007.3. Furnham A., Gunter B.- CorporateAssessment, Routledge, London, 1993.4. Istocescu A. Intreprenoriatul iintraprenoriatul n Romnia , Editura A.S.E.Bucuresti, 2006.5. Johnson G. Exploring CorporateStrategy, Fifth Scholes K Edition, HemelHempstead, Prentice Hall International, 2006.6. Senior B. Organizational Change,Pitman Publishing, London, 1997.7. Swanson R.A.,Holton E.F.- Foundations ofHuman Resource Development secondedition, Berrett-Koehler Publishers, Inc., SanFrancisco, 2009.8. Tantau A.D. Entrepreneurship, EdituraA.S.E., Bucuresti, 2006.9. Thernet M. La culture dentreprise,Collection Que sais-je, P.U.F., Paris, 2008.10. Verboncu I. Managementulorganizaiei, Editura Economic, Bucureti,2008.11. XXX - Proiectul Comportamentul

managerial n organizaiile din Romnia (COMOR) SSMAR 2008 .

employees to the work group which have aspecial value, they mobilize to achieveeffective results at work. Because of ideationsystems, human activity becomes purposeful,

based on purpose and ideals.

There is a dialectical interdependencebetween culture and organization. On the basisof culture elements integrates the humangroup, through them governing the action andmade the control of individuals. Culture shapesorganization, the organization creates its ownculture.

Bibliographical References:1. Armstrong M. Armstrongs Handbookof Human Resource Management Practice11th edition, Kogan Page Limited, London andPhiladelphia, 2009.2. Dobrescu E.M. Iniiere nmanagementul afacerilor mici i mijlociiEditura Expert, Bucuresti, 2007.3. Furnham A., Gunter B.- CorporateAssessment, Routledge, London, 1993.4. Istocescu A. Intreprenoriatul iintraprenoriatul n Romnia , Editura A.S.E.Bucuresti, 2006.5. Johnson G. Exploring CorporateStrategy, Fifth Scholes K Edition, HemelHempstead, Prentice Hall International, 2006.6. Senior B. Organizational Change,Pitman Publishing, London, 1997.7. Swanson R.A.,Holton E.F.- Foundationsof Human Resource Development secondedition, Berrett-Koehler Publishers, Inc., SanFrancisco, 2009.8. Tantau A.D. Entrepreneurship, EdituraA.S.E., Bucuresti, 2006.9. Thernet M. La culture dentreprise,Collection Que sais-je, P.U.F., Paris, 2008.10. Verboncu I. Managementulorganizaiei, Editura Economic, Bucureti,2008.11. XXX - Proiectul Comportamentulmanagerial n organizaiile din Romnia (COMOR) SSMAR 2008 .

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