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Gerald Ramey interviews Drs Porter, McKibbin and Blood about new accreditation standards implemented by the American Assembly of Collegiate Schools of Business (AACSB). The major consensus of opinion being that as long as there is good communication through the schools system, accreditation will be an advantage.

A speech by Dr Don Parker at a plenary session at the Western Academy of Management, 1992 examines the American Assembly of Collegiate Schools of Business (AACSB) accreditation standards and their impact and examines missionlined accreditation. Suggests that although expectations of business schools will be higher, the new standards will “provide more latitude and opportunities for accreditation consistent with mission”.

The purpose of this paper is to offer some personal thoughts into the meaning of education in Romania.

This paper explores a model of four stages of student teacher interactions and the rigidity of teacher behavior in past times. The model is presented: students as dependent, interested, involved and/or self‐directed related to teachers as experts, motivators, facilitators and/or delegators. The paper then expresses the frustrations of modern teaching and the appropriate interactions according to the model.

Although there are some good professors and good students, who understand what education is, what they can offer and can get, as partners in the educational process, their number is too small, and the pace of adapting to the system of the others (new students or young assistants) is too fast.

The paper stresses the necessary movement away from excessive and oppressive upper level decision‐making behavior in education.

To highlight the key‐role of macroeconomic management in a dysfunctional emerging market economy.

The analysis – focused on the particular case of Romania, where the transition to market economy is underway – relies on two basic hypotheses. According to the former, the reform programs implemented during the 1990s failed to take into account some fundamental correlations such as the one between reform measures and the real state of the economy (more specifically, the presence or absence of distortions). Another important correlation must exist between various types of macroeconomic policies, whether designed to trigger changes in the real economy (e.g. transfer of ownership, etc.) or aimed at securing macro‐stabilization. According to the latter hypothesis, overlooking such correlations will jeopardize both macroeconomic equilibrium and the soundness of future growth.

The data illustrating the evolution of Romania's economy during 1995‐2003 confirm the aforementioned hypotheses. Although the economy started growing at a fairly‐high rate after 1999, growth has been mostly immiserizing and hardly sustainable since. This outcome can be illustrated by using well‐known models such as Bhagwati's generalized theory of distortions and welfare and Mundell's approach of macroeconomic policies under imperfect capital mobility.

The use of the “immiserizing growth” concept in depicting Romania's economic evolution after 2000 is most likely an element of originality. The paper might be valuable for emphasizing the imperfections of the Romanian “government‐central bank” tandem.

A general overview of gender disparity in economic and political areas in Romania is the objective of this paper.

The dynamic perspective of the gender disparity phenomenon is analyzed by means of three main indicators: gender development index, gender empowerment measure and human development index.

One of the great expectations people have from the transition to democratic governments and market economies in Eastern Europe is the increased opportunity for people to participate in and benefit from a society built by them. In a society that values equality to ensure that people have a voice in making decisions which affect them the decisions made are better informed and effective. In the international arena, there is a growing recognition that women's representative participation in decision making is a fundamental condition of women's equality in a society that values its members.

This paper has application in all areas of discrimination, especially with Romania's projected entry into the European Union in 2007.

The purpose of this paper is to identify means and opportunities available to managers in Romanian companies in order to successfully undergo the process of integration in the European Union, by accepting the cultural diversity in the global organization in the twenty‐first century.

The objectives have in view the identification of the characteristics of change in Romanian companies by means of the organizational culture, the development of organizational culture in an unstable, changing environment and the identification of the present values and of those desired by the Romanian employees as managers or subordinates. The practical research took place by means of the questionnaire and the interview used for 26 managers with hierarchical positions in various companies in the city of Iasi. During their careers, they attended at least one “organizational development” course, they used questionnaires for 6 subordinates and are in the stage of research for the processes of product change in the management activities of the organization from the perspective of management culture.

In the end, the observations were made on 84 valid questionnaires and they allowed for the discovery of the ways of understanding and expression of the dimensions of organizational culture at the present moment and of the future level desired by the employees, in their relations with their co‐workers and with the managers in the analysed companies.

The way it was performed, the research allows for a series of common conclusions related to the way in which the management activity is currently conducted, especially in the Romanian companies which functioned under the authority of the state until 1990 and have preserved a series of traditional management mechanisms. Considering the evolution of the Romanian society, the steps that will be taken in knowing and applying the new tendencies and dimensions of management and organizational and individual development, the research will continue in the future, aiming at making suggestions regarding the adjustment capacity of Romanian companies, relating to the organizational culture, among others.

In the organizations which were analysed for the research, the paper identified a preoccupation for the aspects connected to the dimensions of organizational culture and an orientation towards individual and organizational change concerning the “acceptance” of a new system of values.

The choice of the subjects and the conception of the system of values of the organizational culture led to a certain degree of originality of our research, allowing for the offering of necessary information and resources to the interested parties, as well as for the opening of future ways of analysing the change processes which will occur in the management of Romanian companies.

The purpose of this paper is to focus on the change in attitude towards work among younger generations in Romania.

The paper discusses work and education in transition since 1989.

In the communist age, work was perceived as a time‐consuming activity for students. As a result, in the command economy no job opportunities were offered for this age group. Transition in Romania implied adjustment to the free market economy model, this including the approach to working life and education. At the societal level, job opportunities have been created for the young along with programs that address the needs of this age group by introducing career development skills and entrepreneurial courses into the curricula.

The paper offers insights into moving from skills‐based training to the more open education required for survival in the more turbulent world.

The purpose of this paper is to describe the role of human resource management (HRM) in Romania.

The paper describes the latest changes and their reflections in research by analysing data collected from an inquiry amongst 558 company managers. The attitudes and facts in HRM are identified, taking into account the characteristics of the firm. Additionally, the HR problems encountered by the managers, the training and consultancy needs and experience of the firms, and the academic background of the experts, are identified. Finally, some trends in HRM politics are revealed.

The outcomes sustain the conclusion that modern HRM in Romania registered an encouraging start after the communist period, but it is still facing important challenges.

The paper offers a sketchy picture of the HRM situation in Romania.

What is leadership, how do Romanians relate to their organization's leaders, which are the most common leadership behaviors and which leadership style is best for Romania? This paper attempts to address these issues.

Data were collected on actual Romanian leadership and preferences in leadership's styles. The questions were grouped according to the two major continuums: autocratic style versus democracy style and task orientation versus relationship orientation.

Regarding the autocratic style‐democratic style dimension, Romanian leadership leans towards the autocratic style and research results show that leaders in Romania are 55 percent authoritarian and 45 percent democratic. Romanian leaders are inclined towards less involvement of subordinates and frequently retain the final decision. They make use of coercion. The autocratic dimension is slightly higher in state‐owned enterprises, due to the strong centralization and to the remains of communism. The research also indicates that men are more task‐orientated (71.8 percent) than women (64 percent). Since, Romanian organizational leaders are task oriented (67 percent) and authoritarian (55 percent), the conclusion drawn is that Romanian leaders fit in the “Military Man” pattern. This conclusion was expected because Romanians exhibited a strong dictatorial leadership during communism. However, Romanian leaders of the future will move from the Military Man type to the Academician type, which is still goal‐centered, but has a more democratic leadership approach. Results also showed that Romanians would like to have leaders more democratic‐oriented (95 percent) than authoritarian (5 percent). This is an important shift.

This paper develops a better understanding of Romanian leadership, a subject that has been largely ignored. The paper offers important knowledge and ideas on that which is considered to be organizational leadership in Romania, explaining its roots as well as its behavioral fruits and the contextual environment in which it takes place. Researchers who study organizations may also find the paper a rich source for future inquiry and a confirmation or challenge to their own opinions on leadership in Romania.