LISTA TEMELOR DE STUDIU LA DISCIPLINA

“MANAGEMENTUL AFACERILOR”

Pregatirea studentilor de la forma de invatamant FR, anul IV la disciplina

“Managementul Afacerilor” trebuie sa urmareasca aprofundarea urmatoarelor
teme:
7(0$'HILQLUHDQR LXQLLGHPDQagement

&RQFHSWXOGHPDQDJHPHQWGHULYGLQODWLQHVFXOPDQXVUHSUH]HQWkQGPDQH-
YUDUHD SLORWDUHD &HO FH WUHEXLH V RUJDQL]H]H úL V UHDOL]H]H DFHVWSLORWDWHVWH
PDQDJHUXO FHO FH SDUWLFLS QHPLMORFLW OD RUJDQL]DUHD úL HIHFWXDUHD DF LXQLL
manageriale.
În 8. YHUEXO ³WR PDQDJH´ LQVHDPQD D DGPLQLVWUD D FRQGXFH D UHXúL
cuvântul fiind derivat apoi in manager si management.
Principiile managementului stiintific au fost formulate de Frederick Taylor
la inceputul anilor 1900.:
 V VH HODERUH]H R YDULDQW úWLLQ LILF GH UHDOL]DUH D RELHFWLYHORU
UHQXQ kQGX-se la modele empirice bazate pe experienta si rutina;
VVHDVLJXUHRVHOHF LHúWLLQ LILFDOXFUULORU
 V VH FRRSHUH]H FX OXFUWRULL Dv OXFUULOH V ILH H[HFXWDWH FRQIRUP
SULQFLSLLORUúWLLQ LILFH
 PXQFD úL UHVSRQVDELOLWDWHD V ILH UH]RQDELO vPSU LWH vQWUH PDQDJHUL úL
OXFUWRUL
,Q DFHHDVL SHULRDGD +HQU\ )D\RO D IRUPXODW IXQF LXQLOH úL SULQFLSLLOH
FRQGXFHULLRUJDQL]D LRQDOH
- planificarea,
- organizarea,
- comanda,
- coordonarea,
- controlul.
Afacerea
7HUPHQXOGHDIDFHUHDUHRXWLOL]DUHWRWPDLODUJvQvQWUHDJDOXPHÌQ8.
DFHVWWHUPHQVHPQLILFXQOXFUXFHWUHEXLHIFXWSHQWUXDFkúWLJDÄEDQL
ÌQ GHVIúXUDUHD XQHL DIDFHUL LQWU IDFWRULL FRQVXPDWRULL SURGXFWRULL
distribuitorii.
3HQWUXREXQGHVIúXUDUHDXQHLDIDFHULWUHEXLHVFSDUFXUVHHWDSHOH
-GHQWLILFDUHDSURGXVXOXLVDXVHUYLFLXOXLúLGHWHUPLQDUHDDFHORUHOHPHQWH
FHvOGLIHUHQ LD]GHFHOHODOWHSURGXVHGHSHSLD 
- HIHFWXDUHDXQXLVWXGLXGHSLD 
- QHJRFLHUHDGLQWUHFHOHGRXSU LFRQWractante;
- SXQHUHDvQSUDFWLFDDIDFHULL
$FWLYLWDWHD GH GHPDUDUH D XQHL DIDFHUL DUH OD ED] H[LVWHQ D D WUHL
elemente:
-H[LVWHQ DXQHLRSRUWXQLW L
 -vQWUHSULQ]WRUXOVDXHFKLSDVD
-IUXFWLILFDUHDRSRUWXQLW LL
3ULQvQWUHSULQ]WRUVHvQ HOHJHSHUVRDQDFHRUJDQL]HD]GH LQHDVXPULVFXO
XQHLDIDFHUL8QXLvQWUHSULQ]WRUvLSRWILDWULEXLWHIXQF LLPDMRUH
-DILSXUWWRUGHULVF
- inovator
-FRQGXFWRUDOvQWUHSULQGHULL
2SRUWXQLW LOHSLH HLSRWILH[SULPDWHVXEIRUPDXQRUWLSXULGHLGHL
a) idei de tip A –FDUHDVLJXUFOLHQ LORUXQSURGXVFDUHQXH[LVWSHSLD D
UHVSHFWLYGDUH[LVWSHDOWHSLH H
b) idei de tip B – un produs, un nou proces tehnologic
c) idei de tip C –VHUHIHUODUHDOL]DUHDXQHLDFWLYLW LHFRQRPLFH
ÌQWUHSULQ]WRUXOSRDWHDYHDRS LXQLGHDERUGDUHDSLH HL
1) produs –VHUYLFLXQRXSLD PRQGLDOÌQWUHSULQGHUHDVHYDFRQIUXQWDFX
FHDPDLULVFDQWODQVDUHGHSURGXV
SLD DH[LVWHQWSURGXV – serviciu nou. Întreprinderea introduce un nou
produs.
 SLD  PRQGLDO SURGXV – sHUYLFLX H[LVWHQW ([LVW R JDP vQWUHDJ GH
vQWUHSULQGHULFHFRPHUFLDOL]HD]SURGXVHH[LVWHQWHGDUSLD DDIRVWvQFKLV
SLD H[LVWHQWSURGXVH[LVWHQW([LVWRSXWHUQLFFRQFXUHQ 
/DQLYHOXOvQWUHSULQGHULORUPLFLúLPLMORFLLIDFWRULLFHLQIOXHQ HD]QHYRLDGH
previziune sunt:
1) JUDGXOGHFRQFXUHQ 
2) H[SHULHQ DúLHGXFD LDvQWUHSULQ]WRUXOXL
3) HWDSHOHGHGH]YROWDUHvQFDUHVHDIORUJDQL]D LD
Etapele functiei de previziune:
1) GHWHUPLQDUHDGLUHF LHLHFRQRPLFHDHYROX LHLYLLWRDUH
2) stabilireaRELHFWLYHORURUJDQL]D LHL
3) SUH]HQWDUHDDQVDPEOXOXLGHLQWHQ LLúLDFLORUGHXUPDW
4) VWDELOLUHDUHVXUVHORUúLDPRGXOXLGHXWLOL]DUH

TEMA 2. Politici de administrare a afacerilor.Decizia manageriala

Misiunea firmei – FHD SULQ FDUH VH GHILQHúWH UD LXnea de a fi a ei; este
UHSUH]HQWDW GH YDORULOH RUJDQL]D LHL GH DVSLUD LLOH HL VXEOLQLLQG FDUDFWHULVWLFD
SULQFDUHRUJDQL]D LDUHVSHFWLYH[FHOHD]ID GHUHVWXORUJDQL]DWLLORU
3ROLWLFDUHSUH]LQWJKLGXOGHDF LXQHúLGHFL]LHDRDPHQLORU3ROLWLFD este o
H[SXQHUH D DWLWXGLQLL RILFLDOH D XQHL FRPSDQLL FWUH WRDWH WLSXULOH GH
compartimente.
Politici:
- SROLWLFDSURGXF LHL
- politica produsului,etc.
'HFL]LD UHSUH]LQWD XQ SURFHV GLQDPLF UD LRQDO GH DOHJHUH D XQHL OLQLL GH
DF LXQHGHSRVLELOLW LFXscopul de a ajunge la un rezultat.
'HFL]LD PDQDJHULDO HVWH FXUVXO GH DF LXQH DOHV SHQWUX UHDOL]DUHD XQXLD VDX
PDL PXOWRU RELHFWLYH úL SULQ D FUXL DSOLFDUH VH LQIXHQ HD] DFWLYLWDWHD úL
comportamentul unei alte persoane decât decidentului (persoana care ia decizia).
Elemente implicate in procesul decizional :
a. decidentul – persoana ce decide
b. formularea problemelor
c. obiectivele, scopul deciziei d. alternative de decizie
e. VWULOHQDWXULLvQFDUHVHLDGHFL]LD
f. alternativele pentru rezolvarea problemelor.
Clasificarea deciziilor:
a. tactice sau programate
b. VWUDWHJLFQHSURJUDPDW
c. GHED]
d. GHUXWLQ
ÌQSURFHVXOGHFUHDUHúLGHODQVDUHFXVXFFHVDXQHLQRLvQWUHSULQGHULVXQW
necesare câteva elemente fundamentale:
- H[LVWHQ DLGHLL
- H[SHULHQ DvQWUHSULQ]WRULORU
- H[LVWHQ DUHVXUVHORUQHFHVDUHGH]YROWDULLLGHLL
- H[LVWHQ DXQXLPHGLXH[WHUQIDYRUDELO
&UHDUHDXQHLQRLDIDFHULHVWHVWLPXODWGH
- SUH]HQ DvQWUHSULQ]WRULORUFXH[SHULHQ 
- IRU DGHPXQFFDOLILFDW
- accesibilitatea la materii prime
- JUDGXOGHGH]YROWDUHDOSLH HL
- H[LVWHQ DXQHLSROLWLFLJXYHUQDPHQWDOHIDYRUDELOH
- GLVSRQLELOLW LOHGHWHUHQ
- H[LVWHQ DXQHLLQIUDVWUXFWXUL
3UREOHPHOHJHQHUDWHGHSLD DXQLFHXURSHDQSRWILVLQWHWL]DWHvQ
- schimbarea standardeloUúLDOHJLORU
- WUHEXLHUHH[DPLQDWILHFDUHFRPSRQHQWDVLVWHPXOXLGHDIDFHUL
- VWUXFWXULOHRUJDQL]D LRQDOHSRWGHYHQLPDLVFXPSHúLPDLFRPSOLFDWHGHFkW
cele ale competitorilor
- GLVWULEXLWRULLH[LVWHQ LSRWILvQJKL L LGHPDULLFRPSHWLWRUL
- FOLHQ LLH[LVWHQ LvúLSRWVFKLPEDFRPSRUWDPHQWXO

7(0$3UHYL]LXQHDúLSODQLILFDUHDDIDFHULORU

2ELHFWLYHOHSODQLILFULL

3URJUHVXOVRFLDOVHFRQVLGHUFSRDWHILGHILQLWSULQ
36 0[3['[&[DO LIDFWRUL
unde: PS-program social; P-SUHJWLUH SURIHVLRQDO '-GRWDUHD PDWHULDO
C-SURJUHVXOúWLLQ HL
(OHPHQWHOH GH ED] DOH SURFHVXOXL GH FRQGXFHUH VXQW GHILQLWH vQ FDGUXO
IXQF LLORURUJDQL]DWLHL
 -VFRSXORUJDQL]D LHLGHDRE LQHSURILW
-VFRSXOPLVLXQLLFHSHUPLWHvQGHSOLQLUHDVFRSXOXLRUJDQL]D LHL
-RELHFWLYHOHVXQWILQDOLW LSHFDUHvQWUHDJDDF LXQHDRUJDQL]D LHLHRULHQWDW
-VWUDWHJLDGH LQHRELHFWLYHOHSULQFLSDOHDGDSWDUHDFXUVXOXLGHDF LXQH
- SROLWLFLOH UHSUH]LQW GHFODUD LLOH JHQHUDOH VDX vQ HOHJHULOH FH RULHQWHD]
JkQGLUHDúLDF LXQHDvQ luarea deciziilor.
- SURFHGHHOH UHSUH]LQW JHQXULOH GH DF LXQH FH GHOLPLWHD] PRGDOLWDWHD
H[DFWvQFDUHVHGHVIúRDURDFWLYLWDWH
-UHJXOLOHUHSUH]LQWHQXQ XOFHVWLSXOHD]RDF LXQHVSHFLILFúLGHILQLW
-EXJHWHOH GHFODUD LLGHUH]XOWDWH[SULPDWHvQWHUPHQLILFúL
Etapele procesului decizional:
SUHFL]DUHDúLGHILQLUHDRELHFWLYXOXL
2.adunarea, reglementarea datelor
3. RDQDOL]DLQIRUPD LLORU
4. construirea variantelor
5. adaptarea deciziei si comunicarea deciziei
6. aplicarea deciziei
7. controOXOúLXUPULUHDDSOLFULLGHFL]LHL
'HFL]LLOHSRWILOXDWHvQPDLPXOWHFRQGL LL
a. FRQGL LLGHFHUWLWXGLQH
b. FRQGL LLGHULVF
c. FRQGL LLGHLQFHUWLWXGLQH

TEMA 4. Organizarea afacerilor

$2UJDQL]D LLOHSRWDYHD
-RVWUXFWXUDIRUPDORILFLDO
-RVWUXFWXUDLQIRUPDOQHRILFLDOGHFRPXQLWDWH
Cele mai importante principii pe care trebuie sa le urmareasca o societate
sunt (principiile managementului modern):
a. SULQFLSLXOXQLW LLvQDWLQJHUHDRELHFWLYXOXL
b. principiul ariei de control
c. princLSLXOGHOHJULLDXWRULW LORU
d. SULQFLSLXOXQLW LLGHFRPDQG
e. SULQFLSLXOUHVSRQVDELOLW LL
%7LSXULGHVWUXFWXULGHRUJDQL]D LL
a. WUDGL LRQDO
b. UD LRQDO
c. FDULVPDWLF
Avantaje sistemului birocratic de organizare sunt:
1. DSOLFDUHDLPSDU LDODregulilor
2. un sistem de proceduri bine definit
3. sistem bine definit de autoritate
4. diviziunea muncii
 Dezavantaje sistemului birocratic de organizare sunt:
1. reguli arbitrare
2. FRQIX]LLúLFRQIOLFWHGHPXQF
3. slaba adaptare la noua tehnologie
4. coPXQLFDUHDVODEvQWUHRDPHQL
5. VSD LLLQVXILFLHQWHQHFHVDUHFUHúWHULLGHSHUVRQDO
0DQDJHPHQWXOVFKLPEULL
/D ED]D SHUWXUED LLORU FH IDF QHFHVDUH VFKLPEULOH FRQGL LRQDWH VWDX 
fenomene:
a. IHQRPHQHUHDOHH[LVWHQWHFHVROLFLWVILHDWHQXDWHVDXHOLPinate
b. IHQRPHQHVXELHFWLYHX]XUDVDXOLSVDH[SHULHQ HLvQRUJDQL]D LHGHFDODMH
în departamente etc...
Restructurarea afacerii cuprinde:
a. regruparea afacerii
b. HODERUDUHDGHVWUDWHJLLVHFWRULDOHúLWHULWRULDOH
5HDF LLOHQHJDWLYHFDUHDSDUODVFKLPEarea structuri organizationale sunt:
a. WHDPDGHDSLHUGHVDXGHDVFGHDYHQLWXULOH
b. WHDPDGHDQXGLVWUXJHUHOD LLOHSHUVRQDOHFUHDWH
c. QHFHVLWDWHDGHDvQY D
d. teama de necunoscut

TEMA 5. Planul de afaceri (PA)

A, Obiectivele planului de afaceri

0XOWH RUJDQL]D LL PLFL IRUPXOHD] XQ SODQ GH DIDFHUL FX R LPSRUWDQ 
GHRVHELWDWXQFLFkQGVHFDXWRILQDQ DUHGHODEQFL
ÌQRUJDQL]D LLOHPDULGHUHJXODFHVWHSODQXULGHDIDFHULVXQWIFXWHSHQWUX
produse noi.
ÌQ DOFWXLUHD XQXL SODQ GH DIDFHUL WUHEXL luate în considerare obstacolele
LYLWHúLIHOXOvQFDUHSRWILHYLWDWH
Succesul unui P.A. depinde de:
• Complexitate
• Orizontul de planificare
• 1XPUXOGHRUJDQL]D LLLPSOLFDWH
• 9XOQHUDELOLWDWHDID GHIDFWRULQHFRQWUROD L
3$VHUHIHUILHODSURPRYarea unei întreprinderi noi, fie la lansarea unui
produs‚ creat într-RvQWUHSULQGHUHH[LVWHQW3$HVWHUH]XOWDWXOXQHLDFWLYLW LXWLOH
GHVIúXUDWHGH-DOXQJXOSURFHVXOXLGHFRQFHSHUHúLGH]YROWDUHDSURLHFWHORUQRL
3$ UHSUH]LQW XQ GRVDU vQ FDUH VH FRQFHQWUHD] VWXGLXO DQDOLWLF DO WXWXURU
DVSHFWHORUXQXLSURLHFW(DERUGHD]WRDWHSXQFWHOHGHYHGHUHvQVSHFLDOVWXGLXO
GHSLD SURGXF LDúLJHVWLXQHD
3$HVWHFRQFHSXWGSGYVWUDWHJLFúLSUHYL]LELO2ULHQWDWVSUHYLLWRUHOWUHEXLH
V GHWDLOH]H HOHPHQWHOH HVHQ LDOH DOH XQXL SURLHFW GH GXUDW &HO PDL DGHVHD
H[LVWYDULDQWHGH3$
 3$ GH X] LQWHUQ QHFHVDU PHPEULORU RUJDQL]D LHL SHQWUX D YHULILFD
obiectivele realizate cu cele propuse
3$GHX]H[WHUQDFUXLSUH]HQWDUHHVWHvQJHQHUDOGLULMDWGHSUHRcuparea
de a convinge.
Redactarea propriu-]LV D XQXL 3$ UHSUH]LQW VLQWH]DDHWDSHSULQFLSDOH
ale unui proiect ce cuprinde:
• &XOHJHUHDGHLQIRUPD LL
• 3ODQLILFDUHDDFWLYLW LL
• Redactarea propriu-]LV
&RQIRUP VSHFLDOLúWLORU H[LVW XQ QXPU GH PRWLYH Sentru care
managementul strategic inclusiv intocmirea unui plan de afaceri este neglijat de
micile organizatii:
• Lipsa timpului
• Lipsa competentei în domeniu
• /LSVDGHvQFUHGHUHúLGHVFKLGHUH
• Nefamiliarizarea cu managerul strategic

Schema unui PA cerut de LLOYDS BANK SMALL BUSINESS GUIDE

este:
1. 6XPDUXO3$HVWHPHQLWVVXEOLQLH]HvQFHFRQVWDWUDFWLYLWDWHDDIDFHULL
2. Trecutul afacerii
3. Managementul —UHSUH]LQWFDSLWROXOFHOPDLLPSRUWDQWDODIDFHULL
4. Produsul
5. Marketingul
6. Detalii opera LRQDOH
7. $QDOL]DILQDO
8. Perspectiva afacerii

TEMA 6. Propunerea de afaceri (PrA)

PrA poate lua 2 forme:

-SULPDIRUPGHVFULHWLSXOGHFRODERUDUHDúWHSWDWGHXQSRVLELOSDUWHQHUúL
IRUPXOHD]SURSXQHULFRQFUHWH
-DGRXDIRUPUHSUH]LQW3U$VXEIRUma unei scrisori distincte a PA
3U$ SRDWH IL[D XQ FDGUX JHQHUDO VDX SRDWH IL R GHVFULHUH DPQXQ LW D
afacerii.

&RQGL LL FDUH WUHEXLHVF OXDWH vQ FRQVLGHUDUH YLV-a-YLV GH FRQWULEX LD
partenerului în afacere:
- FRQGL LLOHvQFDUHXUPHD]VVHGHILQHDVFSUofitul
- FDUHHH[SHULHQ DSDUWHQHUXOXLGHDIDFHULvQIRUPXODUHDXQHLSURSXQHUL

3U$ WUHEXLH VILHDPQXQ LWDvVVHSRDWFRQVWDWDGDFSUHMXGLFLD]

negocierile ulterioare.
 7(0$0DQDJHPHQWúL0DUNHWLQJ

&RUHOD LDGLQWUH0DQDJHPHQWúL0DUNHWLQg
3HQWUX D GHPDUD úL GHUXOD R DIDFHUH vQ OLWHUDWXUD GH VSHFLDOLWDWH VH
UHFRPDQGDRDQDOL]DPQXQ LWDFXSOXOXLWHKQRORJLH SLD 3HQWUXXQRPGH
DIDFHUL VWDUHD GH VSLULW FH FXSULQGH úL QR LXQHD GH PDUN 3UHVXSXQH UHDOL]DUHD
FkWRUYDQR LXQL
- FXWDUHDSHUPDQHQWDIDSWHORUFRPHUFLDOHHYLWkQGDVHPXO XPLFXRSLQLL
nejustificate.
- GHVFRSHULUHDFHORUPDLHILFLHQWHPLMORDFHGHDVHGLIHUHQ LDGHFRQFXUHQ 
- HODERUDUHDXQHLRIHUWHFDUHVFRQVWUXLDVFPDLPXOWGHFkWXQVLPSOXGHYL]
- V UHDOL]H]H R FRPXQLFDUH DWHQW DVWIHO vQFkW FOLHQWXO V SHUFHDS WRDWH
avantajele.
8QRPGHDIDFHULWUHEXLHVDFRUGHRLPSRUWDQ GHRVHELWHYDOXULLFRUHFWH
DFDSDFLW LORUILUPHORUFXFDUHGRUHúWHVIDFDIDFHUL
'HDFHHDVHSRDWHVSXQHFDSOLFDUHDXQXLPDUNHWLQJDODIDcerii conduce la
formularea unor anumite reguli:
- DUHIX]DRDIDFHUHQXHRUXúLQH
- VHOHFWDUHDDIDFHULORUQXHGLILFLODWXQFLFkQGVHIDFHRWHPHLQLFDQDOL]D
UHXúLWHORUúLHúHFXULORU
- QXHVXILFLHQWVWULH]LWUHEXLHVúLDOHJL
- atunci când ai aOHVRDIDFHUHVLPSODDGDSWDUHDXQRUPVXULWHKQLFHQXH
VXILFLHQW
- PDUNHWLQJXODIDFHULORUvQVHDPQDSURSLHUHDGHFOLHQW

5ROXOúLIXQF LDPDUNHWLQJXOXLvQSUDFWLFDHFRQRPLFDDIDFHULORU

/XPHDFRQWHPSRUDQVHFRQIUXQWFXRVHULHGHSUREOHPHSULQWre care:
D JOREDOL]DUHD HFRQRPLF FDUH VHPQLILF UHGXFHUHD vQ XOWLPHOH GHFHQLL D
ODUMHORUJHRJUDILFHDGLIHUHQ HORUFXOWXUDOHúLHFRQRPLFHRGDWFXDSDUL LDPDULORU
tehnologii
b. decalajul veniturilor – pe parcursul ultimelor decenii a devenit tot mai
VUDF SXWHUHD GH FXPSUDUH D VXIHULW XQ GHFOLQ vQ VSHFLDO vQ FD]XO IRU HL GH
PXQFPDLSX LQFDOLILFDWH
F 0HGLXO vQFRQMXUWRU REOLJD LD ILUPHORU GH D-úL DVXPD WRW PDL PXOW
UVSXQGHUHDSHQWUXXUPULOHSURSULLORUDF LXQLDVXSUDPHGLXOXLvQFRQMXUWRU
d. ProEOHPH OHJDWH GH vPEWUkQLUHD SRSXOD LHL QXPUXO GH FVWRULL
PRGLILFULvQFDGUXOIDPLOLDU

&HUFHWDUHDúLDQDOL]DPHGLXOXLH[WHUQDOILUPHLYL]HD]DWkWPHGLXOH[WHUQ
JHQHUDO FkW úL PHGLXO H[WHUQ FRPSHWL LRQDO $WkW VWXGLHUHD PHGLXOXL LQWHUQ úL
extern se poate realiza cu ajutorul studiilor de marketing. Publicitatea e unul
dintre instrumentele importante folosite de firme pentru informarea
FXPSUWRUXOXL
'H DFHHD vPSOHWLUHD SXEOLFLW LL D UHFODPHL GH RULFH QDWXU úL VXE RULFH
IRUP FX FHOHODOWH DFWLYLW L DOH ILUPHL UHSUH]LQW SUHPLVH DOH VXFFHVXOXL vQ
afaceri.

7(0$$QDOL]DWUDQ]DF LRQDO7UDQ]DF LLFRPXQLFDWLYH

,$QDOL]DWUDQ]DF LRQDO
$IRVWSXVODSXQFWvQDQLL
 ,Q68$GHFWUHXQJUXSGHSVLKRORJLúL
WHUDSHX L UHXQL L FD R WHRULH FRPSOHW DVXSUD SHUVRQDOLW LL LQGLYLGXDOH
'HPHUVXO DQDOL]HL WUDQ]DF LRQDOH FRQVW vQ DQDOL]D FRPSRUWDPHQWHORU
DWLWXGLQLORU UHDF LL SVLKLFH úL HPR LRQDOH SULQ LQWHUPHGLXO ÄJULOHORU DQDOLWLFH
$FHVWFRQFHSWSHUPLWHRPXOXLGHDIDFHULVGHVSULQGUDSLGFRQcluzii folositoare
OD DOHJHUHD FRPSRUWDPHQWXOXLÃ vQ GLIHULWH VLWXD LL úL V DQDOL]H]H UH]XOWDWHOH
RE LQXWH
%2ELHFWLYHOHDQDOL]HLWUDQ]DF LRQDOH
,GHQWLILFDUHDúLPRGHODUHDSURSULLORUVWULGHVSLULWRFD]LRQDWHGHDIDFHUL
2. Crearea unui mijloc eficiHQWGHDF LXQHvQFDGUXOUHOD LLORUvQDIDFHUL
3. Starea de spirit —HVWHFRQFHSWXOFHOPDLFXQRVFXWúLLPSRUWDQWFXFDUH
RSHUHD] DQDOL]D WUDQ]DF LRQDO $FHVW FRQFHSW VH UHIHU vQ HVHQ  OD GLYL]DUHD
SHUVRQDOLW LLXQXLLQGLYLGvQWUHLSU LGLVWLQFWHstarei de spirit):
a) starea parinte
b) starea adult
c) starea copil

D6WDUHDGHVSLULWSULQWHLPSOLFD3
-JkQGLUHDHPR LLOHúLFRPSRUWDPHQWXOSHFDUHILHFDUHLQGLYLGOH-a avut în
YLD  GLQ VXUVH H[WHUQH SURSULHL SHUVRQDOLW L vQ SULQFLSDO GH OD SULQ L
2ULJLQHD GDW GH PRGDOLW LOH GH vQ FDUH XQ LQGLYLG D vQUHJLVWUDW VLVWHPH GH
JkQGLUHHPR LLOHúLFRPSRUWDPHQWXOVH]L]DWODSHUVRDQDLPSRUWDQWHFXQRVFXWHvQ
FRSLOULHúLDGROHVFHQ 
b) Starea de spirit adult (A)
-VWDUHDQXDUHQLFLROHJWXUFXYkUVWDLQGLYLGXOXLFLVHUHIHUODPRGXOVX
GH D JkQGL $FHDVW VWDUH H RULHQWDW vQ SULPXO UkQG DVXSUD UHDOLW LL RELHFWLYH
vQUHJLVWUDWúLXWLOL]DWVDXSDUYHQLWDWkWGLQPHGLXODPELDQWFkWúLVWULLGHVSLULW
SULQ LúLVDXFRSLO3HUVRQDOLWDWHDDFHVWHLVWULGHVSLULWDSDUHGHODFFDDQLVH
YDGH]YROWDUHVWXOYLH LLGDFPHGLXODPELDQWv-ODMXWv-OVWLPXOHD]
c) Starea de spirit copil (C)
- FXSULQGH QHYRLOH VHQ]D LLOH HPR LLOH FH DSDU QDWXUDO OD R SHUVRDQ 6H
UHIHUODVLP XULúLFRQVWLWXLHvQJHQHUDOH[SHULHQ HWULWHSULQFDUHDUHDF LRQDW
SHUVRDQDUHVSHFWLY3ULPDVWDUHGHVSLULWFHVHPDQLIHVWODQLYHOXOXQXLLQGLYLG
GRYHGHúWHWRDWHQHYRLOHGRULQ HOHFHOHPDQLIHVWRSHUVRDQ([SOLFDQXPLWH
FRPSRUWDPHQWHLQGLFD LDGHDDF LRQDFRQIRUPGRULQ HORUúLSOFHULORUSHUVRQDOH
VDXWHQGLQ DGHDHYLWDOXFUXULOHúLIDSWHOHFDUHvQDQXPLWHFLUFXPVWDQ HDXDYXW
QHSOFHULVDXDXVXIHULW
7RDWH FHOH WUHL VLVWHPH GH VWXGLX FRQVWLWXLH R JULO GH DQDOL] FH SRDWH IL
H[SOLFDWQXQXPDLGLQSXnct de vedere al unei persoane, grup sau colectivitate.
 EX. 3HQWUXRILUPDFHVWHVWULGHVSLULWLQFOXGHXUPWRDUHOH
P -UHJOHPHQWULLQWHULRDUHUHJXODPHQWHúWDIHWHGHIDEULFD LH
A -PHWRGHúLPLMORDFHXWLOL]DWRDUH
C -PRWLYD LDFOLPDWXODPELDQ D

,,7UDQ]DF LLFRPXQLFDWLYH
7UDQ]DF LLFRPXQLFDWLYHVXQWRIRUPGHVROX LLVRFLDOHvQWUHGRXVDXPDL
PXOWHSHUVRDQHúLVHSRDWHHIHFWXDvQVFULVSULQJHVWXULSULYLULYRUELULRELHFWH
etc.
$QDOL]DWUDQ]DF LRQDOSHUPLWHDQDOL]DGDWHORUúLRULHQWDUHD lor astfel încât
V IDFLOLWH]H R PDL EXQ vQ HOHJHUH D IHQRPHQHORU DSUXWH SH SDUFXUVXO
FRPXQLFULL

ÌQRULFHIRUPHVXQWWUDQVPLVHPHFDQLFGRXWLSXULGHLQIRUPD LL
1. ,QIRUPD LDUHIHULWRDUHODFRQ LQXWXOPHVDMXOXLGHVSUHFHHYRUED
2. ,QIRUPD LL SULYLQG UHOD LLOH H[LVWHQWH vQWUH SHUVRDQH FLQH FXL úL FXP
YRUEHúWH

7UDQ]DF LLFRPXQLFDWLYHVHFODVLILFDVWIHO
1. 7UDQ]DF LLVLPSOH
• Paralele –vQFDGUXOvQFDUHVWULGHVSLULWVROLFLWDOWHUQDWLYVUVSXQG
VWULLDIODWHODLPDJLQHDWHRULLORU
• ÎnFUXFLúDWH – FkQG XQ LQGLYLG FUXLD L V-D VROLFLWDW R DQXPLW VWDUH GH
VSLULW QX UVSXQGH vQ IXQF LH GH HD FL IXUQL]HD] LQWHUORFXWRUXOXL XQ UVSXQV
QHDúWHSWDW
2. 7UDQ]DF LLDVFXQVHGXEOH–VHGHVIúRDUvQJHQHUDOODGRXQLYHOHQLYHO
aparent – social, H[SOLFLWYHUEDOúLXQXODVFXQVSVLKRORJLFQRQYHUEDO
3. 7UDQ]DF LL WDQJHQ LDOH – DX ORF FkQG XQXO GLQWUH LQWHUORFXWRUL LJQRU FH
VSXQHFHOODOWúLREVHUYIUD-úLGDVHDPDVFKLPEULOHVXELHFWXOXLFRQYHUVD LHL

TEMA 9. Tehnici de formare a oamenilor le afaceri

3HQWUX SUHJWLUHD RDPHQLORU GH DIDFHUL VH XWLOL]HD] PLMORDFHÃ WHKQLFL úL
UHJXOLGHVWUDWHJLLPLOLWDUH7RDWHDFHVWHDDSDU LQSULRULWDUSUHJWLULLúLIRUPULL
WHRUHWLFHvQVDO
3UHJWLUHD³2XW'RRU´DRDPHQLORUGHDIDFHULDFSWDWRH[WLQGHUH tot mai
PDUH 3ULQ DFHDVW IRUPDUH VH XUPUHúWH SULRULWDU FUHDUHD úL GH]YROWDUH
FDSDFLW LORULQGLYLGXDOHGHDUHDF LRQDVSRQWDQvQRULFHWUDQ]DF LH
Crearea sistemului de formare “Out Door” a avut loc în Anglia în anul
1941.
Postulatul fondator al acestui tip de gândire este:
³PDUHOHRPDIRVWFDúLWLQHXQPLFRPGDUDUHXúLWV-úLGH]YROWHRFRQGL LH
SULPRUGLDODvQY DWVGLVWUXJXQGHúLFDUHHUDXSXQFWHOHVODEHDOHJkQGLULLúL
DF LXQLLVDOH´
Motto-XO HVWH ³FDOLW LOH DWLWXGLQLOH úL FRPSRUWDPentele unui lider,
manifestate într-RVLWXD LHFRPSOH[úLGHLQFHUWLWXGLQHSRWILFXQRVFXWHDILUPkQG
F LQGLYLGXO UHVSHFWLY WUHEXLH V-úL GRYHGHDVF FDSDFLWDWHD GH D-úL H[SORDWD
SURSULXO SRWHQ LDO úL GH D QX VH VXSUDHVWLPD GH D úWL FXP V-úL GHSúHDVF
teQWD LLOH FX FDUH VH FRQIUXQW V ILH FDSDELO V VH ED]H]H SH VXV LQHUHD úL
VWLPXOHQWHOHRIHULWHGHJUXSXOGHFDUHDSDU LQHvQYLQJkQGX-úLWHDPDJHQHUDWGH
VFKLPEULúLLPSDFWXOODQRXÄ
$FHDVWIRUPDUHVHED]HD]DGHVHDSHH[HPSOHVLPXOULVWXGLHULMRFuri de
UROXULHWF6HFRQVLGHUDFDDQDOL]DUHD³vQVDO´ÃvQELURXDFD]XULORUXQXLHúHF
YDOVDPDLSX LQHXUPHvQFRQúWLLQ DRPXOXLGHDIDFHULúLvQFDSDFLWDWHDVDGHD-
úLGH]YROWDPHPRULDFRPSDUDWLYFXVLWXD LDvQFDUHUHVSHFWLYXOHúHFLDSURGXVúL
traume psihice.
,QHVHQ SUREOHPHOHSVLKR-SHGDJRJLFHDIRUPULL³2XW'RRU´FRQVWvQD
úWL SH FH HOHPHQWH VH IXQGDPHQWHD] DFHVWD úL SH FH DQXPH H[SOLF DSDUL LD úL
succesul ei.
'LQSXQFWGHYHGHUHDOFXQRDúWHULVHGLVWLQJWUHLFDWHJRULL
1. Seniori manageri — persoane aflate într-R SHUPDQHQ  FHUFHWDUH D
FDSDFLW LORUúLGLVSRQLELOLW LORUSHUVRQDOH
2. Managerii - RDPHQLORU GH DIDFHUL FH GRUHVF DFHDVW IRUPDUH DWkW
LQGLYLGXDOFkWúLvQFDGUXOHFKLSHLDFHVWHSHUVRDQHVXQWFHOHFDUHDXDFFHSWDW
valorile acestei tehnici de formare.
3. Oamenii de afaceri — úHIL GH PLFL ILUPH úHIL DL FRPSDUWLPHQWHORU GH
UHVXUVHXPDQHFHXUPUHVFH[FOXVLYvQFXúLSHQWUXHFKLS

Prin formarea “Out Door” se disting trei obiective fundamentale:

1. GH]YROWDUHDSHUVRQDOLW ii proprii.
2. Construirea echipei.
3. &XQRDúWHUHDHILFLHQ HLDFWLYLW LLHFKLSHL

([SHULHQ DIUDQFH]
)RUPDUHD IUDQFH] vQ DFHVW VLVWHP D GHEXWDW OD vQFHSXWXO DQLORU ³ úL VH
DGUHVHD] QX QXPDL RDPHQLORU GH DIDFHUL FkW úL VWXGHQ LORU SULQ LQWHUPHGLXO
cursurilor de pregatire intitulate “Stagiile aventurii”, “Management extern”etc.
3URJUDPXOH[SHULHQ HLIUDQFH]HYL]HD]SURJUHVXOLQGLYLGXOXLFDSHUVRDQ
VWLPXODUHDXQHLHFKLSHúLOLGHULLRUJDQL]D LLORU
3HQWUXIRUPDUHDIUDQFH]WUHEXLHVVHLQWHJUH]HvQpatru clase:
1. /XSWDHSHQWUXOXPHDILUPHLRUJDQL]D LDHFRPSOH[úLGHVHRULLQFHUW
2. (FKLSD H SHQWUX F RPXO QX FkúWLJ QLFLRGDW VLQJXU FL QXPDL SULQ
intermediul echipei.
3. 3URLHFWHOHRUJDQL]D LHLHSHQWUXFOXPHDWULHúWHPHUHXRHYROX LH
4. ProLHFWHOH VDOH GH YLD  SHQWUX F PRWLYD LD WUHFH SULQ UHDOL]DUHD
RELHFWLYHORULQGLYLGXDOHFHVHLQWHJUHD]DSRLvQYLD 
 Tema 10. Managementul resurselor umane MRU

&RQFHSWXODFWLYLW LLGHUHVXUVHXPDQH
2. Strategii de dezvoltare a resurselor umane.

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LPSRUWDQ VHFXQGDU)URDPHQLDIDFHULOHQXVHSRWIDFH(OHQXDXDOWVFRS
GHFkWVVHUYHDVFQHYRLOHRDPHQLORU
0DQDJHPHQWXOUHVXUVHORUXPDQHUHSUH]LQWDFWLYLWDWHDSHQWUXWR LPDQDJHULL
ILUPHORU $FHúWLD DX UHVSRQVDELOLW L H[SULPDWH SULQ IDSWXO F GkQG RDPHQLORU
SXWHUH HL YRU DF LRQD HILFLHQW úL HILFDFH WRWRGDW FRQGXFWRULL RUJDQL]D LHL
WUHEXLHVH[SORDWH]HFXQRúWLQ HOHLQGLYLGXDOHWDOHQWHOHúLDFWLYLWDWHDRDPHQLOor
SHQWUXELQHOHRUJDQL]D LHL
0DQDJHPHQWXO UHVXUVHORU XPDQH FRPSHWLWLY HVWH HVHQ LDO SHQWUX VXFFHVXO
RULFUHL RUJDQL]D LL 5HVSRQVDELOLWDWHD FRPSRQHQ HL UHOD LLORU XPDQH vL UHYLQH
DWkWPDQDJHUXOXLJHQHUDOFkWúLúHIXOXLFRPSDUWLPHQWXOXLGHUHVXUVHXPDQHWR L
DFHúWLD DX UHVSRQVDELOLWDWHD GH D VH IDPLOLDUL]D vQ SUREOHPDWLFD úL SURFHGHHOH
utilizate în acest domeniu de firmele performante.
3HQWUXDILHILFLHQWúHIXOUHVXUVHORUXPDQHWUHEXLHVvQGHSOLQHDVFRVHULH
GHFDOLW L
-VILHVWUXLWRUvQXUPULUHDDSOLFULLGHFL]LLORUOXDWH
- bun negociator
-VDLEVLP XOXPRUXOXL
-FDSDFLWDWHDGHDDQDOL]DGLYHUVHVLWXD LL
- capacitatea de a comunica cu mediul
-VILHUEGWRUúLvQ HOHJWRUID GHRSLQLLOHFHORUODO L
ÌQ WHRULD WUDGL LRQDO D UHVXUVHORU XPDQH DQJDMD L HUDX SULYL L SULQ SULVPD
PRGXOXLvQFDUHH[HFXWDXvQPRGGLVFLSOLQDWDQXPLWHRSHUD LLSUHVWDELOLWH$úD
DXDSUXWFRQFHSWHOHIRU GHPXQFúLPkQGHOXFUX
&RQFHSWXOIRU HLGHPXQFHGHILQLWFDILLQGWRWDOLWDWHDDSWLWXGLQLORUIL]LFHúL
intelHFWXDOH SH FDUH OH DQJDMD LL OH XWLOL]HD] vQ SURFHVXO RE LQHULL EXQXULORU úL
VHUYLFLLORU,GHQWLFDDSUXWvQUHJLPXULOHWRWDOLWDUHvPSU LUHDPXQFLLvQPXQF
SURGXFWLYúLPXQFQHSURGXFWLYVDXSHUVRQDOQHSURGXFWLY7HRULDWUDGL LRQDO
a managementului UHVXUVHORU XPDQH FXSULQGH XUPWRDUHOH HOHPHQWH GH
organizare:
 Concepte privind personalul angajat

Nr. 7HRULDWUDGL LRQDO Managementul

Elemente de caracterizare
crt. IRU GHPXQF resurselor umane
-PkQGHOXFUX
1. 1R LXQLIRORVLWH - resurse umane
IRU GHPXQF
-PXQFSURGXFWLY
Categorii cu caracter (categorie
2. - QXH[LVWGLIHUHQ H
discriminatoriu SULYLOHJLDW
-QHSURGXFWLY
- ca indivizi, ca
-JOREDOFDRPDV
Modul de abordare a SHUVRQDOLW LQHYRL
3. de oameni capabili
indivizilor de manageri componente
VUHXúHDVF
specifice
Principii fundamentale de -vQIXQF LHGHPXQFD -vQIXQF LHGHUH-
4.
salarizare GHSXV ]XOWDWHLGHLDF LXQL
-actLYLWDWHHVHQ LDO
-QHH[LVWHQW
Activitatea de evaluare a QHFHVDUGH]YROWULL
5. -QHVHPQLILFDWLY
SHUIRUPDQ HORU úLSURJUHVXOXL
-IRUPDO
RUJDQL]D LHL
-DEVHQW
- VXV LQXWúL
-FRQVLGHUDWRIHQV
6WLPXODUHDLQL LDWLYHL SURPRYDWSULQ
6. ODDXWRULWDWHDúHIXOXL
DQJDMD LORU VLVWHPHGHSODWGH
managementul
promovare
resurselor umane

Obiectivul principal a managementului resurselor umane este acela de a

IXUQL]D H[SHULHQ  úL SULFHSHUH DVWIHO vQFkW V ILH RE LQXWH SHUIRUPDQ H FkW PDL
mari.
Indiferent de modul de organizare a personalului dintr-RRUJDQL]D LH058
are în vedere doXRELHFWLYH
DRELHFWLYHVWUDWHJLFHSHWHUPHQOXQJFHSULYHVFDFWLYLWDWHDGHRUJDQL]DUHúL
planifcare a necesarului de personal.
E RELHFWLYH RSHUD LRQDOH VXQW GH QDWXU WDFWLF úL DGPLQLVWUDWLY úL DXvQ
YHGHUHDFWLYLW LFHYL]HD]FRQGXFHUHD]LOQLFDJUXSHLGHPXQF

2. Strategii de dezvoltare a resurselor umane.

3ROLWLFD vQ GRPHQLXO UHVXUVHORU XPDQH HVWH IRUPXODW GH FRQGXFHUHD
RUJDQL]DWRULFúLXUPUHúWHRRULHQWDUHDFWLYDILHFUXLLQGLYLG6SULMLQXOPDQD-
gerului acordat departamentului resurselRUXPDQHFRQVWvQSULPXOUkQGvQDORFD-
UHDIRQGXULORUQHFHVDUHDFWLYLW LL6WUDWHJLLOHvQUHVXUVHOHXPDQHLQFOXGFXQRDú-
terea prezentului cu previziunea viitorului. În domeniul resurselor umane stra-
WHJLDSHUPLWHVWDELOLUHDQHFHVDUXOXLGHSHUVRQDOúLGHSHUIHF LRQDUHSURIHVLRQDOD
ORUVWDELOHúWHSROLWLFDVDODULDOúLLPSOLFD LLOHDFHVWRUDDVXSUDRUJDQL]D LHL
3ODQLILFDUHDUHVXUVHORUXPDQHDUHvQYHGHUHXUPWRDUHOH
 • stabilirea metodelor de planificare
• FDUDFWHUL]DUHDLQIRUPD LLORUúLFRUHODUHDORUFXVSHFLILFXORUJDQL]D LHL
• RELHFWLYHOHRUJDQL]D LRQDOHVILHFRUHODWHFXRELHFWLYHOHUHVXUVHORUXPDQH
• FRPSOH[LWDWHDLQIRUPD LLORUXWLOL]DWHvQSODQLILFDUH
3ODQLILFDUHDUHVXUVHORUXPDQHWUHEXLHDVLJXUDWvQFDGUXOXQXLSURFHVFDUH
V UHVSHFWH FRUHOD LLOH GLQWUH FUHúWHUHD PDL UDSLG D SURGXFWLYLW LL PXQFLL
FRPSDUDWLYFXGLQDPLFDVDODULXOXLPHGLXúLGLQDPLFDDQJDMD LORU
/DvQWRFPLUHDSODQXOXLVHYD LQHVHDPDGHLQIOXHQ D
• progresului tehnic
• IRU HLGHPXQF
• UHJOHPHQWULORUJXYHUQXOXL
• politicii produselor

2 SROLWLF HILFDFH vQ GRPHQLXO UHVXUVHORU XPDQH RIHU vQ SULQFLSLX

XUPWRDUHOHDYDQWDMH
1. 0DQDJHULL GH YkUI DX R LPDJLQH PDL FODU DVXSUD GLYL]LXQLL UHVXUVHORU
XPDQHúLDGHFL]LLORUGHDIDFHUL
2. &RVWXULOHSODQLILFULLUHVXUVHORUXPDQHVXQWmai mici.
3. Se poate aloca un timp mai mare pentru recrutarea de noi talente pentru
F DFWLYLW LOH SRW ILLGHQWLILFDWHúLDQWLFLSDWHvQDLQWHFDSHUVRQDOXODFWXDOVVH
UHWUDJ

Titular disciplina
Lector univ. drd. Braicu Cezar