Search

In any enterprise which occupies a compact area of land or one with significant geographically dispersed facilities - as is the case of mines - resource management can rely on GIS applications for support [1]. In exploring these applications, managers can perform queries and simulations such as: measurements of distances, perimeters and areas directly on the screen, highlighting, property inventory, solving management problems (repairs, maintenance, investment) relational queries (optimization of intervention teams in the case of mining accidents or damage), etc. In order to have an efficient mining, the decision must have a solid scientific grounding, so that graphical data (maps, plans) and non-graphic data (tabular data, field books, inventories of coordinates) obtained or purchased must be correct. The management process in a mining enterprise is the process of using information, and management relies on the cycle: information → decision → action [2]. Strategic planning of mining activities depends highly on technical, economic and legal information within the company, and on organizing this information so that it is easily available to the company. Therefore, most mining information, including financial information, is based on spatial components can be represented in the form of maps. GIS is an ideal platform to bring together (with the help of computers) the collection and archiving of massive volumes of data - geological, topographical, mining and financial, management, analysis, reporting or creating charts necessary to take significant decisions. Based on research and calculations of mining work for opening, preparation and exploitation of mines, our paper will include thematic maps and diagrams and "forecast charts" in order to identify the quantity, cost, and production, organization of surface and underground mining activities [3]. Thus, the ArcGIS platform can be used for mining projects in the Jiu Valley of Romania to determine the expected mining projects, their life and profitability. [ABSTRACT FROM AUTHOR]

The cultural differences influence the activities, the processes, the relationships and the culture within an organization. Embodied knowledge is not easy to be seen and it is even more difficult to formalize and to share it. Research have shown that Western firms often set out to exchange explicit knowledge, whereas Eastern firms are often more interested in tacit knowledge. The more embodied the knowledge, the more difficult is to acquire them, but at the same time, the greater the extent that the knowledge is valuable. This paper analyses the perception of some Romanian managers over the knowledge sharing in the companies they run. Most of the Romanian companies are already involved in knowledge management, but often this is done informally or unconsciously. The goal of a formal knowledge management programme is to make knowledge marketplace operate more efficiently. In this way, organizations recognize that ownership of knowledge can bring competitive advantage and the lack of knowledge management means that they are losing money or opportunities either because they are unable to find the knowledge that they need by reinventing the wheel or because they are making decisions based on inadequate information. Quantifying these losses is difficult and this makes it hard to design and justify knowledge projects. Knowledge can be contextual, the person who holds the knowledge also knows what it means, what its limits are and how it can be used. The surrounding context of tacit knowledge is sometimes lost when information is saved somewhere else. Even transmitting the information to someone else is not the same as knowledge transfer, because the receiver must understand the information and learn how to use it in appropriate ways. Knowledge is most effectively transferred through interaction, especially face-to-face interaction. This is one of the main reasons for which the management' perception and vision regarding the knowledge transfer is very important. A manger and the organizational culture of the run company can essentially influence the process of sharing knowledge, by encouraging or discouraging the interactions and the teamwork within the company. The vision and the attitude of the management with regard to this issue differ from one country to another, taking into account the cultural differences. This paper presents some research about the Romanian managerial perception concerning the knowledge transfer within Romanian companies. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to describe the relationship between governance and knowledge management in a Romanian university, paying attention to the ways in which the notions of knowledge, constructions of the role of governing councils and shared understandings about performance in committee roles, might impact on the university's future success. The paper illustrates that effective governance and strategic success are dependent on appropriate knowledge manipulation activities. The authors conclude that in the case example, the types of knowledge targeted are narrow and committee members are focused on processes that do not effectively enable the creation or transfer of knowledge. This is a single case study and further research would be required in order to confirm the exploratory findings. An important shift in improving effective knowledge strategies in the organization will involve the re conceptualization of the role of knowledge in the university. The paper begins to unravel the practical issues that constrain the role of university, some aspects concerning the higher education in Romania. [ABSTRACT FROM AUTHOR]