Management

The main idea of the theory of expectations is that a person becomes motivated to exert a certain effort if they expect that the effort will lead to a valuable outcome for themselves. This means that individuals are more likely to be motivated and put in effort when they believe that their actions will result in a positive and rewarding outcome.

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The factors of recognition of merits, possibility of promotion, job responsibility, and possibility of professional progress are considered motivators, as they are related to the content of work. When these factors are fulfilled, they lead to job satisfaction.

The correct answer is "descrie schimbarea care va fi rezultata pe termen lung, ca urmare a activitatii depuse de organizatie". This is because the question is asking for the difference between mission and vision, and this option accurately describes the vision of an organization as the description of the long-term change that will result from its activities.

The correct answer is "este vorba despre o strategie de diversificare prin conglomerate." This is because entering completely different business domains without any connection to the current domain of the company refers to the strategy of diversification through conglomerates. This strategy involves expanding into unrelated industries to spread risk and take advantage of new opportunities. It allows the company to enter new markets and diversify its revenue streams.

The correct answer is "orienteaza eforturile organizatiei spre atingerea scopurilor acesteia" because management is responsible for directing and guiding the efforts of an organization towards achieving its goals. This involves planning, organizing, coordinating, and controlling the resources and activities of the organization to ensure that they are aligned with its objectives. By doing so, management ensures that the organization is focused on achieving its desired outcomes and success.

The efficiency of an oil company increases if its manager achieves the same revenue using fewer resources or achieves a higher revenue for the same input. This means that the company is able to maximize its output while minimizing its resource consumption, leading to improved efficiency and profitability.

In a decision-making situation, there are factors that can be controlled by the decision-maker and factors that cannot be controlled. The decision-maker has the ability to influence and manipulate the controllable factors to achieve a desired outcome. On the other hand, there are external factors that are beyond the decision-maker's control, such as market conditions, economic factors, or natural disasters. These uncontrollable factors can have an impact on the decision-making process and the eventual outcome.

In a functional structure, managers tend to prioritize the interests of the departments they oversee due to their expertise. This means that they are focused on their own "empires" and promote the interests of their departments above others.

According to Maslow's hierarchy of needs, the need for security is the second level, right after the physiological needs. This means that when an employee is afraid of losing their job and does not miss a day of work, they are motivated by the need for security. This need refers to the desire for stability, safety, and protection, both physically and emotionally. By not missing work, the employee is trying to ensure their job security and maintain a sense of stability in their life.

The essential functions of management, according to the majority of specialists, are organizing, controlling, training and coordinating, and planning. These functions are crucial for effective management and ensuring the smooth operation of an organization. Organizing involves arranging resources and tasks to achieve goals, while controlling involves monitoring performance and taking corrective actions. Training and coordinating are important for developing and aligning the skills and efforts of employees. Planning involves setting objectives and determining the best course of action to achieve them. These functions work together to facilitate efficient and successful management.

The correct answer is "de diversificare prin conglomerare" because the article mentions that the shareholders of PETROL S.R.L are providing investment funds to get involved with Media Pro holding. This indicates their intention to diversify their business by entering into a conglomerate with Media Pro.

The correct answer is "de grup, panel si singular". In the given question, it is stated that depending on the interview scenario, the HR manager can use different types of interviews. The answer option "de grup, panel si singular" includes three types of interviews: "de grup" (group interviews), "panel" (panel interviews), and "singular" (individual interviews). These three types cover a range of interview formats that the HR manager can choose from based on the specific situation and requirements of the interview process.

A manager who accepts the mistakes of employees but also requires them to change their behavior exhibits a democratic leadership style. In this style, the manager encourages open communication, values input from team members, and allows them to be involved in decision-making processes. By accepting mistakes and encouraging behavior change, the manager shows a willingness to work collaboratively with employees and empower them to take ownership of their actions. This fosters a positive and inclusive work environment where employees feel valued and motivated to improve.

Based on the information provided, John Popescu is a graduate of the mechanical engineering faculty and possesses managerial skills. Given his qualifications and skills, it would be logical to hire him as the director general of a car manufacturing company. This position would allow him to utilize his mechanical knowledge and managerial abilities to oversee the entire company's operations and make strategic decisions.

The given correct answer, "valorilor," refers to the concept or ways of interpreting what is good, true, or desirable for an organization. It implies the set of values that guide the organization's actions and decisions.

The statement "salariatii de pe pozitii echivalente nu se pot evalua intre ei" is false because employees in equivalent positions can and should be evaluated against each other. This allows for a fair comparison of their performance and helps identify areas for improvement or recognition. Evaluating employees in equivalent positions promotes healthy competition and encourages them to strive for better results.

Geert Hofstede defines culture as "cultura ca software mental" which can be understood as the mental programming or software that shapes the way individuals think, feel, and act within a particular society or group. This concept emphasizes the idea that culture is not just limited to tangible aspects such as language or customs, but also includes the underlying beliefs, values, and norms that influence individuals' behavior and mindset. By referring to culture as "software mental", Hofstede highlights the idea that culture operates at a deeper level and plays a significant role in shaping individuals' thoughts and actions.

According to Frederick Herzberg's theory, the appreciation of personal relationships being less favorable in the new company after leaving the previous one for a higher salary reward is related to "factorilor motivatori" (motivating factors). Herzberg's theory suggests that motivating factors such as recognition, achievement, and personal growth are essential for job satisfaction and motivation. In this case, the employee's decision to leave for a higher salary may have neglected the importance of motivating factors, leading to a less favorable personal relationship in the new company.

The correct answer is "reprezentant oficial" because a manager who is delegated to negotiate a contract with another company acts as an official representative of their own company. They are given the authority to represent the company's interests and negotiate terms on its behalf.

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The correct answer is "lider." Primarul orasului este chemat sa tina un discurs, ceea ce implica faptul ca el are un rol de conducere si influenta asupra oamenilor din oras. Prin discursul sau, primarul poate inspira, motiva si ghida comunitatea, fiind astfel un lider pentru locuitorii orasului.

The correct answer is "printr-un nivel calitativ foarte ridicat" and "printr-un nume de marca recunoscut ca fiind de exceptie". This means that product or service differentiation can be achieved by offering a very high quality level and by having a recognized brand name that is exceptional. These strategies aim to set the product or service apart from competitors and attract customers based on superior quality or brand reputation.

The clearer and more precisely defined the authority is, from the general manager to the first-line managers, the clearer the responsibility for decision-making will be. This means that each manager will have a clear understanding of their role and the decisions they are responsible for making. This clarity in authority helps to ensure that decisions are made efficiently and effectively, leading to better overall organizational performance.

According to Victor Vroom's theory, instrumentalidade refers to the belief that performance will lead to desired outcomes or rewards. In this scenario, the sales agent is dissatisfied because the commission offered by the manager based on sales made is lower than their expectations. The agent expected that their performance would result in higher rewards, but the instrumentalidade was not met.

The correct answer is a combination of multiple aspects that characterize Nissan's organizational culture. These include pragmatism and a focus on immediate performance, transparent and measurable reward systems based on concrete performance, recognition of effort over time leading to an increase in prestige, and an orientation towards tradition and values of thinking. These aspects suggest that Nissan values both short-term results and long-term growth, as well as a commitment to maintaining a strong organizational culture rooted in tradition and values.

The given correct answer suggests that the organizational culture of NISSAN is characterized by rewarding individuals through increasing prestige as a result of recognition for their long-term efforts, transparent and measurable reward systems based on concrete performance, orientation towards traditions and values of thinking, as well as pragmatism and orientation towards immediate performance values. This implies that NISSAN values and promotes long-term commitment and effort, rewards performance based on clear criteria, respects and follows established traditions and values, and emphasizes practicality and achieving immediate results.

Asigurarea cu resurse umane a unei companii se referă la toate activitățile legate de gestionarea personalului. Aceasta include atât recrutarea și selecția angajaților, cât și concedierea acestora. Evaluarea performanțelor salariaților este de asemenea o activitate importantă în asigurarea cu resurse umane, dar nu este menționată în întrebare ca fiind parte a acesteia.

The structure of an organization is influenced by the strategies promoted by the company. This means that the way a company chooses to promote its strategies will determine the shape and form of its organizational structure. The strategies set the direction and goals for the company, and the structure is designed to support and facilitate the implementation of these strategies. For example, if a company's strategy is to focus on innovation and rapid product development, it may adopt a more flexible and decentralized organizational structure to encourage creativity and quick decision-making. On the other hand, if the strategy is to achieve cost efficiency and standardization, a more centralized and hierarchical structure may be implemented.

The function of control aims to specify collective measures to eliminate deviations from standards, identify and measure deviations from established standards, and continuously monitor the activities to ensure they are in line with standards and programs.

The correct answer includes four factors from Herzberg's motivational theory: recognition, responsibility, advancement, and achievement. These factors are considered motivators because they are related to personal growth, development, and job satisfaction. Recognition refers to acknowledging and appreciating employees' efforts and achievements. Responsibility involves giving employees meaningful and challenging tasks that allow them to take ownership of their work. Advancement refers to opportunities for career growth and promotion. Achievement relates to the sense of accomplishment and fulfillment that comes from successfully completing tasks and reaching goals. These factors contribute to employee motivation and job satisfaction.

The correct answer suggests that the organizational culture of responsible organizations is characterized by a focus on external stakeholders and a concern for a diverse public. This means that these organizations prioritize ethical considerations and aim to address the needs and expectations of a wider range of people, beyond just their internal operations. They recognize the importance of reflecting their core values and ethical codes in their actions and strategies, making their ethical codes active documents in the implementation of the company's strategies.

The correct answer suggests that the effects of the financial crisis on the manager's leadership style can include being focused on a large power distance, potential modifications to the leadership style, and a need for a predominantly paternalistic leadership style, which is specific to difficult times. This means that the crisis can lead to changes in how the manager exercises their leadership and the approach they take towards their subordinates.

The directorul tehnic (technical director) can fulfill multiple roles within an organization. They can act as a leader, guiding and directing the technical team towards achieving organizational goals. They can also serve as a spokesperson (purtator de cuvant), representing the organization in communication with stakeholders. Additionally, they may play a role in disrupting or challenging information (perturbator de informatii), ensuring that decisions are based on accurate and unbiased data. Lastly, they can act as a distributor of resources, allocating and managing resources effectively to support the technical operations of the organization.

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The ethical behavior of MOL's managers is determined by various factors such as government regulations, internal regulations, individual characteristics, profitability, and social pressure. Government regulations ensure that managers adhere to legal and ethical standards set by the authorities. Internal regulations provide guidelines and expectations for ethical conduct within the organization. Individual characteristics play a role in shaping a manager's ethical behavior, as personal values and beliefs influence decision-making. The profitability of the organization can also impact ethical behavior, as managers may prioritize financial success over ethical considerations. Additionally, social pressure from stakeholders and society can influence managers to act ethically to maintain a positive reputation.