Search

It is becoming very clear that the ITC industry is setting trends in the global economy as regards the strength of national economies, bearing in mind that in the future, digitally driven innovation will virtually be the benchmark of a nation’s, region’s or even continent’s economic performance. Thus, a strong organisational culture, based on a clear purpose and direction, together with a system of core values shared by the members of the organisation, facilitates the achievement of strategic objectives at high performance standards and is a strong source of internal stability and integration. In such a context, this study seeks to present results from an extensive research project, the overall purpose of which was to develop a model for assessing the impact of organisational culture on organisational performance, based on non-financial performance indicators in a multinational ITC company. Specifically, it examines the relationship between mission, as a feature of organisational culture according to Denison’s model, and performance management system. Among the main results which emerged, it should be noted that good statistical links were identified between the variables analysed, i.e., the mission had a strong influence on the performance management system in the company under study.

The paper pleads for the importance of organizational diagnosis in order to develop new employee-centred strategies. In order to remain competitive, especially in the COVID-19 context, organizations from the IT&C industry needs to improve employee-centred strategies and to align the business processes with these strategies. The empirical research aims to provide through quantitative and qualitative sources an accurate picture of the organizational diagnosis in order to adapt suitable HR processes. The study uses 300 employee responses from the IT&C industry in order to draw the positive elements (eg. good perception of organizational leadership, excellent communication in teams and satisfaction towards adaption to COVID-19 pandemic) and areas to improve (such as for example: workload, internal bureaucracy and integration as well as adaptability and organizational change) resulted from the organizational diagnosis.

Although true allergic drug hypersensitivies are rare, adverse reactions to drugs are common and affects the entire population, regardless of age. Often unexplored, it involves significant morbidity, which could be avoided by carrying out a pharmacovigilance investigation and an allergological work-up. Clinical symptoms of drug hypersensitivity depend on the time to the first symptoms after exposure to the drug and the different immune or pharmacological responses involved. The management of the reaction and the allergological assessment depends on these physiopathological mechanisms and the severity of the reaction. [ABSTRACT FROM AUTHOR]

A significant problem that concerns organizations from the business environment is the increasingly stronger competition on a global market and the success of the overall business strategy of a company that is more closely related to the effectiveness of human resources strategies. The world becomes more interconnected, therefore some practices and trends in human resources converge. However, HR managers need a high degree of sensitivity and ability to adapt and communicate policies in an effective and empathetic way. More and more experts pay special attention to the study of management, regarding not only the material conditions of work, the principles of resource management but focusing especially on human resources in terms of behaviors and attitudes of individuals, group dynamics and the direct relationship between managers and subordinates, with the purpose of scientific understanding of individuals and teams at work and how the structures, systems and organizational processes influence organizational performance. In this sense, this study aims to present a series of conclusions obtained after the completion of an extensive research, which has the overall objective of studying the impact of human resource management and performance management on organizational performance in a multinational company from IT&C industry from Romania. Therefore, the results presented in this article are intended to illustrate the impact of human resource management effectiveness, namely the effectiveness of human resource practices on individual and team performance in the analyzed company. The research is based on data and information obtained through questionnaires, interviews, and documents published by the analyzed company. For the analysis and the conclusions of the article, we have used quantitative methods of data analysis, therefore the method used to collect data was the survey based on questionnaire by which we measured respondents' perception on how human resource practices, ensures the effectiveness of human resource management in the company analyzed, and how it affects organizational performance. The statistic population analyzed is represented by the employees of a multinational company in the IT&C industry in Romania. The research was based on a representative sample consisting of 135 employees.

Copyright of Histoire des Sciences Médicales is the property of Societe Francaise d'Histoire de la Medecine and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In the today's global, knowledge-based digital economy, the organizational culture becomes a strategic source of sustained competitive advantage. Therefore, the organizational culture is an increasingly important issue of academic research, education, organizational theory and management practice. And there are good reasons for this: the cultural dimension is critical in every aspect of the organizational life. Even in those organizations where cultural issues receive little overt attention, the way people in the organization think, feel, appreciate and work is guided by socially-shared ideas, meanings and beliefs of a cultural nature. In most of the nowadays’ organizations, organizational culture enjoys a particular attention and is considered a key factor. However, even in those cases where senior managers have shown a strong awareness of the importance of culture, there is often a lack of a deeper insight and understanding of how people and organizations work in terms of culture. Culture is as important as it is complex, so it is difficult to understand and “use” it in a rigorous way. The famous business management guru Peter Drucker said that “culture eats strategy for breakfast”. This picturesque phrase comes to advocate the importance of a thorough understanding of the concept that we wish to describe in this study. To this end, we intend to present a summary review of the specialized literature we have studied in order to rigorously understand what the concept of organizational culture actually implies. In this regard, in the first part of this article we present an overview of the concept of culture and the way it has been approached. In the second part of this article, we describe the basic aspects of the concept of organizational culture, such as the organizational culture ”vehicles” and flows and the levels, the types and the “weaknesses” of the organizational culture. In our survey we have applied the qualitative research methodology, consisting of collecting documentation and texts. As for the data analysis, we resorted to the content analysis method.