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    STUDIA NEGOTIA - Issue no. 2 / 2002  

Authors:  .
  Abstract:  To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order. A manager must balance and harmonize major functions of the business enterprise: managing a business, managing worker and work; and managing the enterprise in community and society. He must always consider both the overall performance of the enterprise and the market research activity needed; by raising the performance of the whole, he creates scope and challenge for market research; by improving the performance of market research, he makes possible better overall business results. A specific task of the manager is to harmonize in every decision and action the requirements of immediate and long-range future. He cannot sacrifice either without endangering the enterprise. The manager does should be sound in expediency as well as in basic long-range objective and principle. He must calculate the sacrifice he imposes on the long-range future of the enterprise to protect its immediate interests, or the sacrifice he makes today for the sake of tomorrow. He must limit either sacrifice as much as possible, and he must repair as soon as possible the damage it inflicts. He lives and acts in two time dimensions, and he is responsible for the performance of the whole enterprise and of his own component in it. Taking decisions is the process through which managers identify the enterprise problems (crises, favorabile periods, opportunities) and try to resolve them. Taking decisions is a basic part of any activity in which a manager is doing something, because everytime when he planify, organize and control the firm activities he must take many decisions. My paperwork is structured in two distint parts: a theoretical part – containing informations about the conection between Information Technology and taking managerial decisions, the desturbing factors from decisional process, causes/effects of the decisional risk, the advantages and desavantages taking group decisions, optimization models of risky decisions -, and a practical part – containing informations about the “Krystall” firm. I think that, for taking an efficient (correct) decision in a problem, the manager must have information at the right time and in the right place, he must know all the engagements assumed and he must be open at the other persons ideas.  
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