The amateurism displayed when dealing with personnel issues, not knowing the usable tools and the benefits that could be obtained are generated by the lack of specialty studies in human resources management, as noted in the Romanian companies. The Romanian social and economic problems, together with the legislation in force, raises issued to the companies when dealing with unions, thus the strong unions limit the freedom of decision for the manager, influencing negatively the economic and financial performance of the companies. Lack of support from the upper management, as well as the upper management lack of involvement in the decision with a high impact on the human resources is the main problems the human resource managers face, in Romania, and in other countries as well. Among the elements that describe the management in the Romanian companies are (Verboncu, I., 2001): high importance given to organization and control-evaluation roles; the coordination role is performed through bilateral communication; the focus set on achieving goals and on the ways to do it; the managerial style is mainly autoritary; high level of bureaucracy; short term planning; organizational structures acting on several level, and which are static and rigid; strong managerial centralization, so, the distance to power is big; promoting managerial methods and techniques which are mainly postoperative and ; low motivation factor; keeping certain collectivistic motivational mechanisms; lack of usage of improved managerial tools; lack of knowledge and promotion of management design/redesign methodologies, and of each of its components; the focus on solving the current issues take the Romanian managers away from the knowing and application of the strategic management concepts, managerial reengineering, knowledge based management. The management process in the Romanian companies is particularly empirical, traditional and technocratic. This way, the operative and postoperative feature do not give the possibility of adopting certain decisions that may contribute to the smoothening or removal of the causes of weaknesses and disfunctionalities, the managerial interventions are only effect-oriented, focused closely on amplifying the positive ones and diminishing the negative ones.
Bibliography: [1]. Bărăgan, Laura-Georgeta, ”Reengineeringul managerial în context european”, Editura Printech, București, 2012;; [2]. Burduș, Eugen, ”Management comparat internațional”, ediția a 3-a, Editura Economică, București, 2006;; [3]. Verboncu, Ion, „Manageri şi management”, Editura Economică, Bucureşti, 2001; [4]. Verboncu, Ion; Zalman, Michael, ”Management și performanțe”, Editura Universitară, București, 2005
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