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„LUCIAN BLAGA” UNIVERSITY OF SIBIU

NEAGU ILIUŢĂ

DOCTORATE THESIS

IMPROVEMENT OF MANAGEMENT SYSTEM AT THE LEVEL OF PUBLIC INSTITUTIONS IN ROMANIA IN ORDER TO MEAT THE EUROPEAN STANDARDS

(post­accesion period) IN STUDIES –CITY HALL OF BUCHAREST –MODEL OF MODERN ORGANIZATION OF A PUBLIC INSTITUTION

(ABSTRACT)

DOCTORAL PROGRAM SUPERVISOR

Prof. Dr. ION PETRESCU, DHC

SIBIU ­ 2008 ­

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SUMMARY

INTRODUCTION

CHAPTER I THE PREMISES OF THE ROMANIAN CONTEMPORARY

PUBLIC MANAGEMENT SYSTEM

1.1. THE PUBLIC INSTITUTION, AS A DEVELOPED SYSTEM OF THE

MANAGEMENT’S GLOBAL SYSTEM ....................................................................14

1.1.1 The public institution : concept, evolution, tendencies and the necessity of a

different approach for the public management concept.........................................15

1.1.1.1 The vital elements of the public institution management ………………......16

1.1.1.2 The executive authority: prerogatives, competences and specific

responsabilities for the society’s general interests satisfying………………..18

1.1.2 The managerial dimension of the communication system in the public

institution……………………………………………………..………………….21

1.1.2.1 The characteristic elements of the communication process …………..........21

1.1.2.2 The strategic advantage of the managerial communication in the frame of the

public relations ………………….………………………………………...31

1.2. THE ORGANIZATIONAL STRUCTURES: ESSENTIAL MECHANISMS FOR

THE MANAGERIAL PROCESS ACHIEVEMENT……………………..................34

1.2.1 Structures and networks considered troughout the perspective of the strategic

employment and managerial cleverty....................................................................37

1.2.1.1 The analyse and projection technology of the organization structure – the

foundation in the issue and the implementation of the public management

strategy..........................................................................................................39

1.2.1.2 Managerial communication structures inside the public institution ……......42

1.2.1.3 More efficient decision and participation structures for a performing public

management ………………….....................................................................43

1.2.2 Types of organizations based on structures and their influence over the decision

process....................................................................................................................44

1.2.2.1 The hierarchical­pyramidal organizations – the most favourable acting

framework for the public values...................................................................45

1.2.2.2 The network type organizations, an working alternative for the public

manager in the activities externalization process …....................................47

1.3 THE CONTEMPORARY PUBLIC INSTITUTION MANAGEMENT ……….....48

1.3.1 The managerial act, the essence of the public institution management ..................49

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1.3.1.1 The managerial act between the general and the specific in the public

institution framework………………………………………………….....49

1.3.1.2 The contents of the managerial act and their characteistic features………....50

1.3.2 The public function as an answer to the multitude of public problems……….......56

1.3.2.1 The theoretical approaches and the managerial practice reagarding the public

function…………………………………………………………………….56

1.3.2.2 The structure, the typology and the hyerarchic form of the public functions

troughout the public management’s perspective.............................................59

1.4 THE COMPARATIVE ANALYSE OF SOME ORGANIZATORIC STRCUTRES

FROM THE PUBLIC INSTITUTIONS DOMAIN..................................................61

1.4.1 Compared organizational structures .......................................................................62

1.4.2 Proposed indicators and indexes .............................................................................71

1.4.3 Organizatoric structure efficiency analyse .............................................................71

CHAPTER II COMPETENCES OF THE ROMANIAN PUBLIC INSTITUTIONS

2.1. THE EVOLUTION OF THE PUBLIC INSTITUTIONS IN ROMANIA……….73

2.1.1. The apparition of the public institutions in Romania……………………………..73

2.1.2. The influence of the state’s structure and administration on the public institutions

management (the first half of the XXth century)...................................................74

2.1.3. Management peculiarities and public institution reform strorage (the second half of

the XXth century)……………………………………………………..................75

2.1.4. Adopting and applying the community aquis in the Romanian institutional

domain...................................................................................................................76

2.2. THE ANALYSE OF THE ROMANIAN PUBLIC INSTITUTIONS

TYPOLOGY.............................................................................................................93

2.2.1. The territoryality and the competence, selective analyse criteria for the romanian

public institutions...................................................................................................93

2.2.2. Specific management elements for the romanian public institutions typology.......95

2.2.1.1. Objectives, priorities and implications over the public institutions

management in the contemporary age......................................................97

2.2.1.2. The ensemble position and objectives of the romanian public

management so as to adapt to the specific european demands and

conditions in the postadheration period (the integration in the European

Union)......................................................................................................100

2.3. THE ROMANIAN PUBLIC INSTITUTION MANAGEMENT .......................101

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2.3.1. The systematic organization of the public organization – the public interest

satisfaction warrant..........................................................................................101

2.3.1.1. Orientations and behaviours in the public institutions’s personnel

management.............................................................................................103

2.3.1.2. The organizatoric structure, a mean to compatibility between the public

institutions system and society................................................................111

2.3.2. The decision at the public institution’s level, an efficient instrument for

adaptation and selfregulation..........................................................................111

2.3.2.1. The necessity of observance by the managers and the managerial team of

some demands in the decision process ...................................................114

2.3.2.2. The manager’s role in the stages of the decision foundation at the

Romanian public institution level............................................................118

2.4 A COMPARATIVE STUDY FOR ONE REPRESENTATIVE PUBLIC

INSTITUTION’S ORGANIZATION ..................................................................119

CHAPTER III EUROPEAN STANDARDS FOR THE PUBLIC

MANAGEMENT SYSTEM

3.1. MANAGERIAL CONVERGENCES IN THE PUBLIC INSTITUTIONS

EVOLUTION IN THE EUROPEAN UNION..…................................................125

3.1.1. The necessity of creating a unite Europe and shaping the public institutions at

the European Union level......................…………..............................................126

3.1.2. The managerial – european context – and it’s economic and social

characteristics................................................................................................128

3.1.2.1 The consolidation in time of the european management model .............129

3.1.2.2. The actual state elements in the contextual approach of the european

management model .............................................................................138

3.2. A BRIEF ANALYSE OF THE EUROPEAN UNION PUBLIC INSTITUTIONS

TYPOLOGY .............................................................................................................140

3.2.1. The institutional architecture, a specific element for the european construction, a

base for the success and efficiency of the public management system...............140

3.2.1.1. The european public institution, inneed to adopt innovative strategies that

are being orriented towards the new..................................................143

3.2.1.2. The national public institution, an integrated part in the european global

management system.................................................................................153

3.3. THE EUROPEAN PUBLIC INSTITUTIONS MANAGEMENT............... ........157

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3.3.1. Characteristic features of the management in Austria, Germany and Great

Britain in a comparative vision............................................................................157

3.3.2. The administrative system and the state’s organization, the base of the austrian,

german and british management system........................................................159

3.3.3. Unity and diversity in the relation between the european and the national

decision system.................................................................................................167

3.3.3.1. The significance of the decision process at the community level and

what will bring new the reform...............................................................167

3.3.3.2. The stages of the decision consolidation at the level of the european

public institution .....................................................................................168

3.4. THE MAYORALTY OF LONDON – A MANAGEMENT MODEL OF THE

EUROPEAN PUBLIC INSTITUTIONS .......................................................................169

3.4.1. General information about London....................................................................169

3.4.2. The british context of management and manages emergence...........................170

3.4.3. The administrative system and the London’s managements model characteristics

……..................................................................................................................171

CHAPTER IV THE ORGANIZATION OF THE ROMANIAN PUBLIC INSTITUTION ACCORDING TO THE EUROPEAN UNION STANDARDS. IN STUDIES – CITY HALL OF BUCHAREST – MODEL OF MODERN ORGANIZATION OF A PUBLIC INSTITUTION

4.1. STRUCTURAL DETERMINATIONS OF THE ROMANIAN CAPITAL AND

THE BUCHAREST CITY HALL..................................................................................178

4.1.1 The evolution of the city and the necessity of a City Hall......…........................180

4.1.1.1 The establishement of the institution.....................................................181

4.1.1.2 The mission and the belongings of the institution.............…................183

4.1.1.3 Major projects that have been unfurled by the City Hall in the last

years.....................................................................................................184

4.1.2 The main economic and financial results that were obtained in the last years by

the Bucharest City Hall.....................................................................................186

4.1.2.1 The incomes of the component budgets of the municipality budget ..187

4.1.2.2 The expences of the municipality budget……………........................189

4.2. THE EFFECTS OF THE PUBLIC ADMINISTRATION REFORM APPLY ON

CITY HALL OF BUCHAREST ……………………………................................193

4.2.1. The reorganization of the Bucharest City Hall between continuity and

restructuration .................................................................................................197

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4.2.1.1. The structural reorganization of the mayoralty, imperative from the

institutional reform process...............................................……...........198

4.2.1.2. The managerial reorganization of the mayoralty institution….............201

4.2.2. The transposition of the organizatoric process...................................................203

4.2.2.1. The managerial competences and responsabilities transfer a mean to the

management’s developement...................................................................203

4.2.2.2. The managerial capacity strengthening of the local public administration

trough descentralization...........................................................................205

4.3. THE SYSTEM OF MANAGEMENT OF BUCHAREST CITY HALL..............207

4.3.1. The presentation of the Bucharest City Hall management system ....................207

4.3.2 The General aspects ...........................................................................................208

4.3.3. The relations of the Bucharest City Mayoralty with other public institutions

from the capital.................................................................................................210

4.3.3.1. The relation with the Bucharest Prefect’s Office................................210

4.3.3.2. The relation with the National Agency of the Public Officers and The

national Administration Institute........................................................216

4.4. SUGGESTIONS FOR A PERFORMANCE MANAGEMENT SYSTEM OF

THE BUCHAREST CITY MAYORALTY ..................................................218

4.4.1. The implications of the suggestions at the level of the performance management

..........................................................................................................................218

4.4.1.1. The reform of the public function at the Bucharest City Mayoralty

level..........................................................................................................218

4.4.1.2. The risks of the reform managerial process at the Bucharest City

Mayoralty level………………………………………………………....222

4.4.2. The implications of the suggestions at the performance human resources

management………………………………………………………………….223

4.4.2.1 Strategy, purposes and objectives in the predictive management of the

human resources......................................................................................226

4.4.2.2 The salary politic and it’s influence over the carier attractivity degree in

the public function...................................................................................230

4.5. A EUROPEAN ORGANIZATION MODEL FOR THE BUCHAREST CITY

HALL ............................................................................................................... 231

4.5.1. Main organization directions for an institution at european level .....................231

4.5.1.1. The implementation of a complex informatic project inside the Bucharest

City Hall...................................................................................................231

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4.5.1.2. The issue and apply of the Demenour Code for the public officiers from

the Bucharest City Hall............................................................................233

4.5.1.3. The relation with the civil society institutions .......................................236

4.5.2. The organization and carry on at the Capital’s level of the environment

protection..........................................................................................................237

FINAL CONCLUSIONS...........................................................................................................241

SELECTIVE BIBLIOGRAPHY..............................................................................................246

TABELS LIST

FIGURES LIST

ANEXXES LIST

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INTRODUCTION The institutional consolidation is a complex, strenghten, adapting to changes and

institution diversification process, which conducts an economic, social, politic or cultural

process. This is an essential process for building an extended European Union and for bringing

closer the administrative reform and every state member to it’s citisens. The public

administration capacity encompass all the systems which realise the institutional consolidation

and the other necessary transformations to a central or local level.

The actuality and necessity of the doctorate thesis

The improvement of the management system at the romanian public institution level in

order to line up to the european standards represents an extreme necessity for the contemporary

romaian public management system, given the romanian society evolution, in the context of the

major changes that were being imposed by the European Union adheration taht have to faced by

every single public institution and by the whole system in its ensamble. Not on the last place,

the necessity and the actuality of the broached theme have a result also from the notice of the

disproportional approach of the juridical problems comparing to the management ones, caused

by the insufficincy of specialists in the european management.

The doctorate thesis elaboration started with a serie of working hypothesis:

1. As long as the management system improvement ran at the public institution level in

Romania will be accomplished completly and good, Romania will line up faster to the european

standards in the post adheration period; 2. As long as institutional consolidation is better

outlined, public administration capacity contributes more to the public institution reform; 3. If

there are being respected and applyed the principles on which there is being realised the relation

institutional consolidation – public administration capacity, then the public institution reform is

being done in better conditions; 4. As long as the institutional consolidation of the Mayoralty of

Bucharest City is closely to the evolvement of a complex phenomenon in the Mayoralty of

London City, public administration capacity will grow in the Mayoralty of Bucharest City, which

stands for the citizens service.

The main investigation objectives are about:

­ emphasising the importance of the organisation char for the public institution and the

correspondency connection presentation between the hyerarchical levels number, the functional

departament number in an organization chart and the accomplishement of the organization

purposes.

­ proving the connections between the national institutions organizations charts, the

institutional consolidation – public administration capacity and the reform of these institutions o

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none hand, an don the other hand the connection between the management and the competencies

which they were created for.

­ emphasising the importance of a Bucharest City Mayoralty organization chart that can

permanently adapt to the necessitites of an european capital citisens and that can serve, to the

highest level, to their purposes accomplishement and that can pay more attention to the

environmental problems of the Bucharest City.

Valuation of the scientific literature in the broached domain

The main foreign specialists who were quoted, interpreted and criticaly commented along

the thesis are: M. Armstrong, E. Ballauder, G. A. Cole, D. W. Myers. In the papers that were

being issued by the redoutable romanian specialists, the professors Ion Petrescu, Ioan Plumb,

Constantin Bâgu, Ion Verboncu, Constantin Oprean, Anca Borza, Nica Panaite, Emil Cazan, Ioan

Cindrea, Ovidiu Nicolescu, there are being analysed and interpreted the romanian public

management specific concepts and applications.

Investigations area

The investigations area encompass the romanian and foreign specialty literature and the

study of the public management application in various national and european public institutions,

that were carefully selected and representative on both plans, the most important investigation

being the one on the Bucharest City Mayoraly.

Research methodology

All along the thesis, I have harmoniously combined various research methods in the

socio­human sciences domain, being the following: the documentary analyse, the direct

observation, the concept operationalization, the information and results work out and case study.

The main novelty elements and personal contributions are:

1. the definition of the public institution and the public institution communication concept;

2. the generic presentation of the organizational structures, the analyse and projection

technology of the organizational structure that is specific for the public institutions, with

the emphasise of the public institution management significance, speaking about the

managerial act and the public function;

3. the Romania public institution evolution, with the following stages: the apparition, the

continuity, the accumulation, adopting and applying the community acquis in the

institutional field, and also the analyse of the romanian public institutions;

4. the analyse of the institutional structure of the European Union, clasification, presentation

of it’s role and function method of the modern public institutions;

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5. the presentation in a personal vision of the Bucharest City Mayoralty management and

the issue of a propositions set for challanging Mayoralty management with these

propositions implications analyse;

6. the establishement of some challenging human resources management measures and the

proposition of an european organization model of the Bucharest City Mayoralty, which

consideres the main organization directions, the implementation of a complex informatic

project, the issue and application of the behaviour code for the public clerks, the

Mayoralty relations with civil society organizations, the organization and the

deployement by the Mayoralty of the environmental protection actions.

The structure of the doctorate thesis

In the chapter I, entitled The premises of the romanian contemporary public

management system I tackle the most important theoretical aspects of this subject, by defining

the concepts of public management, public institution and public institution communication,

by illustrating the importance of the public institution management, as a system with four

constitutive subsistems ­ organizational, methodological, informational and decisional – in

reffering to the managerial act and the public function.

In the II­nd chapter, entitled Competences of the romanian public institutions, I

emphasise the evolutions and typologies of the romanian public management. Concerning the

public institutions evolution in Romania, I propose the following stages: the apparition of the

public institutions, the continuity of the reform, accumulations, adopting and applying the

community aquis in the institutional field. I analyse the typology of the public institutions in

Romania, by presenting the analyse chreteria and clasificating the institutions according to the

these chriteria, the romanian public institution management, in refering to the organization and

decision to the public institution level.

In the III­rd chapter, entitled European standards for the public management system I

present the apparition, the evolution and the institutional structure of the European Union, the

functioning manner of the public institutions management in several european states, connecting

with the: public institution organization, the organizatoric structure of such an institution, the

decision emphasising the decision substantiation stages at the european institution level.

In the IV­rt chapter, entitled The organization of the romanian public institution

according to the european union standards. A case study – the Mayoralty of the Bucharest

City – a modern organization model for a public institution I detailed present this institution,

while refering to: the important projects synthesis that are being unfurled by the MAyoralty; the

analyse of the main economic­financial results from the last years; the analyse of the public

administration reform application; the determination of the main directions concerning it’s

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organization chart restructuration; the analyse of the present stage of the public administration

descentralization; the presentation in a personal vision of the Mayoralty management system and

it’s relation with other public institutions in the capital.

In the final part of the work I emphasise the importance of assuming this novelty

elements in the speciality literature and I ellaborate a set of propositions for several managerial

components, with the purpose of improving the public management system at the Bucharest City

Mayoralty, pointing aut some highly important themes, which I intend to broach later on in my

scientific activity.

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CHAPTER I

THE PREMISES OF THE ROMANIAN CONTEMPORARY PUBLIC

MANAGEMENT SYSTEM

The concept of management has multiple significations and it’s being used a lot in theory

and in practice. The essential in analising and treating this concept is being represented by the

contents, elements and directions which establish it’s features.

The purpose of the investigation made in this chapter ist o present the managerial

components of thecontemporary romanian public management in a personal vision, with the

intention of creating the premises of it’s further developement.

The novelty elements and personal contributions which I intend to bring are:

1. the definition of the public institution and the public institution communication

concept. For the public institution concept I accomplish a general characterization and I enlarge

upon what the executive authority means and for the public institution communication, I present

the definitory elements of the communication process and the strategic advantage of the

managerial communication in the public relations frame work;

2. the generic presentation of the organizational structures, the analyse and projection

technology of the organizational structure that is specific for the public institutions, the

communications structures in the public institution’s frame work, which are being more telling

as well as the efficient organizations that are based on structures – the hyerarchic pyramidal

organizations and the network organizations;

3. the emphasise of the public institution management importance, in refering to the

managerial act (definition and features), to the public function (general presentation and

clasification of the public funtions);

4. the achievement of a comparative analyse for 33 autochthonous representative public

institution;

5. the establishement of three indexes to achieve the comparative analyse for the

organizatoric structures of the analised public institutions, that ist o say:

a) the number of hierarchical levels from the organizatoric structure (Nni);

b) the number of functional departments at the structure level (Nbc);

c) the average number of departments on a hyerarchical level (Nmc).

6. the efficiency analyse of the organizatoric structures, starting with the mentioned

indexes values

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1.1 THE PUBLIC INSTITUTION, AS A DEVELOPED SYSTEM OF THE

MANAGEMENT’S GLOBAL SYSTEM

Despite the fact that the public management is a new domain of management science,

there exists allready the belief that the principles extinction and it’s appraches, represents not

only a relative thing, but it also becomes an imperative necessity, determinating the majour

coordinates of the public sector reform. Thus, there exists the risc of sliding to an increasing

formalism, in changing some general acceptions that are not essential forgetting the essential

ones, that are being reunited in the new public management.

As a consequence, it is absolutely necessary to give up the old perception and approach of

the administrative system, in general and of the public institutions in special, as part of the

administrative beaurocratic system which issues norms, laws and which applies them and mov

eon to the new principles and general laws of the public management, though which the

administrative system in it’s ensamble and every public institution trough the public managers

pursue obtaining a certain level of the managerial performance, that is being reflected in the

satisfaction degree for the general public interest and the specific sociol needs.

In this chapter I have defined the concept of public institution and public institution

communication. For the public institution concept I make a general characterization and I enlarge

upon what the executive authority means and for the public institution communication, I present

the definitory elements of the communication process and the strategic advantage of the

managerial communication in the public relations frame work.

The public institutions represents the ensemble of organise structures, that were created

in the society to administrate the public affairs. The public institutions, in the beaurocratic sense

they have today, represent the only state’s social­economic organization manner which can face

the modernism challanges (the growing population number, the diversity and the complexity of

the human needs that need to be satisfied). The objective of a public institution ist o serve the

public interest.

The efficient managerial communication is one of the instruments of the organization

changing strategie. It can contribute to adjuste the behaviours, the “manner to look at things” and

behaviour changing. The managerial communication mission and objectives are highly

correlated with the organizational change and environmental characteristics in which the

organization function. The public relations are in essence communication activities. If the public

relations are the communication management in an organization, or based on the public interest,

the efficient public relations manager has to be in permanent contact with the organization

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public, to be able to differentiate in every moment their communication necessities and to

formulate and transmit mesages according to everyone characteristics and to follow theirr

reaction to the recieve of every single mesage.

1.2 THE ORGANIZATIONAL STRUCTURES: ESSENTIAL MECHANISMS FOR THE

MANAGERIAL PROCESS ACHIEVEMENT

To present the organizational structures, I emphasise the analyse and projection

technology of the organizatoric structure that are specific to the public institutions, the

communications structures in the public instituttion frame work, the decision participative

structures – which are the most effcient, and the efficient types or structure based organizations­

the hyerarchical piramidal organizations and the network type organizations.

The organization, the second stage of the managerial process, has in mind the people’s

grouping, the differentation of the duttiesand establishement of the organizatoric connections in

order to conduct all the effects in one direction to achieve the objectives that the organization

has.

The organization in the public management represents a processes ensemble, trough

which according to the legislative setting are being delimitated the elements of the administrative

system in it’s all and of every single public institution, are being stated the attributions, dutties

and competences of it’s compenencies, and also the relations between them in the setting of and

outside the system in order to efficiently satisfy the public interest.

In the present transition stage, the organization activity can unfurl efficiently only based

on a rational organization, created on principles, methods and techniques that are being

scientificaly substantiated. In this manner we ensure the rigurousness of the organizatoric frame,

the only source of actional coherence, of functional discipline and order and create the posibility

of organization adapting to the permanent changes in it’s practical activity.

A fundamental organizational element, the organizatoric structure of the public

institution plays a major role with great implications. It defines the action setting and describes

the efficiency generating factors, defines the professional frame work and settles the place and

role of every department, it outlines the attributions, the responsabilities, it influences the

informational and decizional process and the efficiency of the decisions. While examining the

basic elements of the organizatoric structure, the combineing manner of thoes, the

correspondance between the functions and departments, their nature, the responsabilities

distribution manner, the establishement of the connections between the functional and

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operational elements, the speciality literature emphasises three types of organizatoric structures:

a) the hyerarchical structure; b) the functional structure; c) the hyerarchical­ functional structure.

Refering to the above, the analyse, projection, evaluation and restructuration processes of

an organizatoric structure tend to achieve some conditions, the most important being: a) to

corresponde to the institution’s general purpose and abjective; b) to be flexible and to comprise a

low number of management levels; c) to define with clarity and precision the functions and the

connections between the functions, in emphasising the attributions, the dutties, the

responsabilities of the public officers; d) to be easily adapted to the new objectives of the

institution; e) to be economical, in the sense of calling low personal and administration expences.

The analyse and projection of the organizatoric structures appeares like aprocess that is

ample, complexe, with multidisciplinary implications, with numberous difficulties, with

contradictive influences and senses. The public management science studies management

processes and relations that exist among the components of the administrative system in order to

discover general principles and laws, methods and techniques to improve the prediction,

organization and coordination, resources administration and control­evaluation of the activities,

with the purpose of growing the public satisfaction degree.

1.3 THE CONTEMPORARY PUBLIC INSTITUTION MANAGEMENT

The organization management, sistemicly broached, is known more like a management

system, an elements ensemble of an organizatoric, methodologic, informational, decision nature

and the relations between them, which are so created to allow the achievement of the objectives.

The organizatoric subsystem has as main components the formal organization,

represented by normative acts, internal dispozitions and informal organization, which encompass

the informal groups and the connections between them.

The methodologic subsystem broaches the organization and it’s manager trough the

managerial instruments, that is to be used during the management processes and the projection

methodologic elements, reprojection and mantaining the management and it’s subsystem

functioning.

The informational subsystem represents the ensemble of informations, information flood,

the procedures and means of handleing the informations, that are ment to contribute to the

organization’s main objectives achievement.

The decisional subsystem is formed out of the ensemble of the adopted applied decisions

inside an organization, it is structured and determined by it’s objectives and managerial hyerachi

configuration.

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The achievement of the fundamental objective of the public management implies from

the occupant of the public management or execution function in this field, a higher degree of

responsability in the administration of all the public domain resources categories, respectively

the human, informational, material and financial resources. All these can be used in the

management and execution processes inside the public institutions for social needs satisfaction

and the achievement of the fundamental objective of the public management.

In every organization, the managerial act is given by all the work phases and

processeswhich establish the unit’s it’s organizational subsystems objectives, the necessary

forsaw working processes and the established ones to execute the measures for their

achievement. The encompass and the intensity of the managerial process lays in a dependency

raport with the managerial echelon, in the sense that the superior the rung of the hyerarchi of the

managerial system, as vaste, intense and rich in semnifications and results it is.

The essence of the managerial process lays in the concentration of the human efforts for

the commune work coordination. This effort takes place in space and time an it takes the form of

some necessary combinations, that are being determided by the managerial work distribution and

cooperation determinate. Comprising numberous operations, who are being gruped in stages, the

managerial act has a specific content and needs the understanding of manner of influencing the

employees to solve the organizations problems. The content of the managerial act depends on the

main dutties of the organization and can be methodologic, functional, organizational, social and

informational.

The public management broaches the public function trough a practical perspective,

which also determines the necessary coordinates of a good function of the public institution in

which the public officers work on public leading and execution functions and politic officials. It

determines the status and the structure of the public function and of the public officer as an

employee of the public institution. The performance of a public institution is being directly

determined by it’s employees, which become responsible, as public managers and executives for

the obtained results.

The exoerience and the reality from other developed democratic countries proves that the

improvement of the administrative capacity of a public institution depends on the managerial

profesionalism in determining the content and the exercise of the public functions by the public

managers and the executive public clerks. This should represent a reflexion theme for the

authorities from our administrative system to understand the necessity of a powerfull attention

orrientation on the public management, on the profesionalism in the exercise of the public

function by the public officers, especially by the politics representatives. For this, in the structure

of every leading or executive public function, the public management obliges us to establish

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objectives, dutties, competences and responsabilities for the holders, trough which they become

an active part of the system in which they belong, where they take responsabilities for achieving

the objectives and, of course, of the administrative mission of the authorities and social mission

of the public institutions in which they activate.

The present stage of the romanian legislation evolution does not offer a conception unity

on the problem of public function, imposing with necessity certain changings to correalte the

provisions of the different cathegories of normative acts and to place them to the bottom of some

viable juridical raports. There has to be done a fundamental orrientation change inside the public

institutions in Romania, practically passing from the strictly juridical dimension which is being

generalised by the romanian system to the managerial perspective of approaching the public

institution, determined by the new public management values.

1.4 THE COMPARATIVE ANALYSE OF SOME ORGANIZATORIC STRCUTRES

FROM THE PUBLIC INSTITUTIONS DOMAIN

The main pr\urpose of the research activity ist o observe which type of organizatorical

structure is more efficient. To illustrate the importance of the public institution management I

made a comparative analyse of 33 national structures of public administration. Choosing the 33

public institutions is based on a pevious and profound research on identifying the most

significant public institutions that are representative both on local and central level. The

comparative analyse has the purpose of demonstrating the viability in time of the organizatoric

structure for part of the structures, and the chronological succession of the different types of

adopted organizatoric structures, from which it results the necessity of implementing the present

structure type. To quantify the research results, I have built two specific working hypotesis, as

follows: 1. If the organization chart has more hyerarchical functional levels, then there is a weak

coordination of the activity of the institution in practice; 2. The more functional departments in

an organization chart exists, the complexity and objectives achievement degree in the institution

lowers.

The brief analyse of the 33 selected public institutions is being based on an

interpretation grid containing general data on every single public institution, regarding the

name, the legal frame work of function and organization, the purposes, the objectives, the

leading department, the organization chart type of the organization and several characteristic

indexes and indicatives which I have detailed decribed in the last subchapter 1 .

1 A Neagu Iliuţă Model

18

These public institutions are: The National Agency for Equal Chances, The Education,

Research and Youngs Ministry, The National Scientific Research Authority, The National

Youngs Authority, The Public Health Authority Bucharest, The Romanian National Library, The

Romanian National Bank, The Market, Industry and Agriculture Chamber Sibiu, The Health

Ensurance Hause Iaşi, The National Center for Pople’s Record Data Bases Administration, The

Ensurance Supervising Committee ,The Audio­video National Council, The National Council

against the Discrimunation, The Romanian Accounts Court, The Local Taxes Direction Sector 1­

Bucharest, The Valcea Statistic County Direction, The National Environment Guard, Romanian

Government, The Bacau County Police Inspectorate, The Teritorial Labour Inspectorate

Bucharest, The Romanian Cultural Institute, The Bucharest City Prefect’s Office, The Romanian

Presidency, The Bucharest City Mayoralty, The Dej City Mayoralty, The External Affairs

Ministry, The Agriculture and Rural Developement Ministry, The Developement, Public

Services and Accomodations Ministry, The Environment and Sustainable Developement

Ministry, The Supreme Country Defence Secretaiate, The Guard and Protection Service, The

Special Telecommunications Service, The Romanian Radio System Society, The Community

Police of the 6th sector, Bucharest.

Starting with the study of the 33 organization charts, I established three indexes to

achieve a comparative analyse of the organizatoric structures of these public institutions, as

follows: a) the number of hierarchical levels in the organization chart (Nni); b) the number of

functional departments at the structure level (Nbc); c) the average number of departments on a

hyerarchical level (Nmc), calculated as the raport between the functional departments at the

structure level and the hyerarchical the efficiency analyse of the considered organizatoric

structure.

PARTIAL CONSIDERATIONS

The objectives of this research have been – the emphasise of the importance of the

organigrame for a public institution and the presentation of the correspondency relation that

exists between the hyerarchical levels number and the functional depatments in an organization

chart and the achievement of the considered organization purposes.

Taking into account the considerations mentioned above may be off the following

conclusions: the two types of organizational structures above are being considered the most

important types of organization; there have been established the ways in which the research

hypotheses can be understood and measured, of how satisfied are depending on the success of

organization. At present, for Romania, developing a rational organizational structure of a public

19

institution is an objective of great timeliness and broad interest. A particular dynamic complex

element the organizational structure of the institution requires public continue improvements on

the basis of realistic and thorough studies anchored on concepts of managerial science.

According to the study of the 33 public institutions organization charts, I noticed the

importance of the organization chart for the public institution , and the presentation of the

relation between the number of hierarchical levels, the number of functional departments of an

organization and goals achievement organization. The two specific working hypotheses, as

follows: 1. If the organization chart has more functional hierarchical levels, then it provides a

weak coordination of the organization in practice; 2. The more functional departments within an

organization there are, the degree of complexity and achievement of the institution objectives

decreases.

The final conclusions, summarize the original ideas that are being brought by the

scientific research in the broached field, validating the hypothesis and outlining the elements that

have been set up as personal contributions and the conviction degree that the research was useful

in the light of originality.

THE KEY CONCEPTS OF THE CHAPTER

­ public management;

­ public institution;

­ communication and communication structures;

­ public relations;

­ organization;

­ organizatoric structure;

­ managerial act;

­ public function.

20

CHAPTER II

THE COMPETENCES OF ROMANIAN PUBLIC INSTITUTIONS

The managerial revolution and the globalization must be integrated in a new model of

the managerial theory and practice,which allow and support their reciprocal

intensification.The consequence of this new way of landing will rapidly propagate and

amplify ,which request from the managerial institution the asimilation “of the triplet­ empathy­

acception­agreement” in changing the management and the management of change in the

porpose of new managerial orientations approach.The efficiency and efficacity of the public

field must be improved,the management of public institutions must be guided over the

purposes and the results,and the public managers must be appreciated depending of the

competence of resolving the general and specific social problems.

Beginning with the premises of the global managerial system I will present throughout

this chapter,in a personal approach ,the way of manifestation of the romanian public

institutional management conforming with the legal competences which assigned to.

The elements of inovation and the personal contributions which I intent to offer are:

1. the evolution of public institutions in Romania,with the following stages:

2. the birth of public institutions in our country(generally in the second part of the

Twentieth Century) ;

3. the carrying on of public institutions reform (first part of the Twentieth Century);

4. the accumulation of the second part of the Twentieth Century;

5. the adoption and the application of the comunitary aquis in the institution field

(actually);

6. the analysis of the public institutions typology in Romania,with the presentation of

analysis criterions and the institutions clasifications in conformity with this criterions;

7. the management of romanian public institutions , regarding: the organization of the

public institution (the staff policy and the organizational structure);the decision at the public

institution level (the decision process and the steps of the decisional basis at the romanian

public institution level);

8. the conecption of a comparativ study of a reprezentative public institution

organization, which I have considered to be the national bank of that main country ; a

comparative study point out the resemblances and differences between The National Bank of

Romania , on the one hand and The Bank of France,Bundesbank, The Bank of

UnitedKingdom,The Bank of Holland and The Bank of Finland,on the other hand.

21

The intentions which I set for previously, were followed throughout this

chapter,trough the four chapters,structured in the following way:

2.1 THE EVOLUTION OF PUBLIC INSTITUTIONS IN ROMANIA

In this thesis subchapter, assigned to romanian public institutions, point out the

evolution of public institutions in Romania ,trough the next steps: the apparition of public

institutions in our country (generally in the second part of the Nineteen Century) ;the continuity

of public institutions reform(the first part of the Twentieth Century);the acumulations in the

second part of the Twentieth Century; the adoption and the application of comunitary aquis in

the institutional field(actually).

The public management appeared as a necessity and it is permanently developing like one

of the most important fields of the management science which ,trough its results,can have a

direct impact upon the improvement of a country citizens way of live. We have unanimously

recognized that the conception changing in the public field and the creation of a new system of

functional public management,efficient for the administrative structure reprezent a process of

long standing which should be intensified in all the countries which want a real orientation of

servicies offered by the administration to the market.The transition from the old public

administration to the new public management designed also as public administration reform

,suppose the landing of managerial processes on the strength of a set of fundamental values.

This reform must be realized by the institutional consolidation and the strengthening of the

capacity of the romanian public administration,after an european model.

The most important aspect in the institutional consolidation processes and strengthening

of the capacity of the public administration is reprezented by the application of the comunitary

aquis at all the levels of the romanian public managerial system.The comunitary aquis is

reprezented by the ensemble of rights and obligations assumed by the member states of the

European Union ,by the legal proceedings which establish the activity in the member states ,as

well as the operating roules of the Union institutions, the comunitary actions ad policies.

The harmonization of the romanian legislation with the comunitary reglementations

reprezented an essential condition of Romania’s aderation in the European Union.Romania

register progresses in this direction and its obligations refers not only at the required narmativ

acts adoption ,but also at the ensuring of the necessary conditions for their practical

application.The member states of the European Union have recognized of long ago that the

managerial standards and the public managers performances are some criterions for the succes

both of the general performances in the public administration and its reform.Improving the

22

public administration performances signify the identification of some better standards of

efficiency in a law application.This means that the responsabilities must be delegated for the

public managers benefit,accompanied by the suitable control mechanisms .

In such situations , the public managers quality get the highest importance. More than

that ,when the State Policies become more and more complex and more and more exposed at the

international collaboration ,as in the case of the member states of the European Union ,the need

of public managers with real expectations and with the ability to coordonate the work in the

relations with n ational and international institutions becomes a lot more acute.

Practicly, the implementation of the strategy of public administration reform enforce

the formation of the necessary competences for the acquiring of the required performance from

public functionary at all the levels concerned.The construction of institutional capacities at the

level of those in the European Union ,incumbe the competences transfer at the level of local

authorities ,which must answer to a growing number of duties ,confering in the same time an

increasing authonomie for the local and regional authorities. In consequence ,the devlopment of

a functional administration ,capable to create a frame of conditions propitious for de devlopment

of the market economy ,is closely conditioned by the profesional traning ,based upon the

identification of instructions necessities , preparation and improvement of the public

functionaries.

The decentralization is a phenomenon particularly complex, which suffers a series

of modifications as well as the process social context. For this reason, we can’t attempt to a ferm

conclusion namely to appreciate if the process of decentralization in Romania is a succes or a

failure; the process itself is a dinamic one. The understanding of the failure causes can brong

about a social policies elaboration and institutional modifications which could bring about the

improvement of social servicies delivering , but also at the devlopment of administrative

capacities.

Romania has chosen the decentralization of social servicies but also for a greater

autonomy for the local authorities in the aim of the social welfare.The decentralization is not a

good or a bad process ,but it depends of the way it was realized the project and of it’s

implementation.In this moment ,the legislative changes are very important ,the necessery

conditions for the administrative decentralization beeing established.

The romanian public administration reform is one of the main challenges which

Romania confront with actually.In this purpose,the European Comity ,recognized that the

progreses enregistred until now by the romanian authorities cocerning the consolidation of

theinstitutional conditions and recommends , evidently, that substantials efforts to be made,in

the process of public administration reform . For the priorities and the established purposes

23

could contribute at the improvement of the romanian’s public administration quality ,it is

necessary a better coordination and correlation of the policies and strategies elaborated by the

romanian public institutions ,as well as the pointing of some monitoring mechanisms of its

implementation.

Concerning the reform process ,we have identified ,especially ,the next priorities:the

intesification of the prefect’s role of coordination of decentralization process of public

servicies and of the managerial insurance system integrated for the public servicies

decentralizated by the ministries ;the process of prefects and sub­prefects changing in greater

public fuctionaries;the consolidation of the partnership between the Ministry and the

Associations of local public administrations; the elaboration and the adoption of The Public

Servicies Charter­which must include the main standards of quality and principles concerning

the public servicies purveyor ;a new payment system for the civil servants ; promoting activities

of the best comunitary practicies in the public administration field.

2.2 THE ANALYSIS OF THE PUBLIC INSTITUTIONS TYPOLOGY IN ROMANIA

The public institutions typology in Romania is sythesized starting with the conception

and the importance of a detailed prezentation of the analysis criterions and of the institutional

classifications according to the this criterions.

The role of the public institution in Romania is to offer products and servicies of the best

quality for the satisfaction of the general social needs specific for physical and juridical persons

,within economic efficiency conditions.The public institutions have an important role within the

State because,trough them ,the State accomplish its functions.

The public administration is realized by a variety of organizatorial forms which

involves entier categories of the stuff dedicated to this activity. The system of the public

administration is a social organization system, which exists and functions within a macrosystem

of a social organization of the society in the whole , considered at a national scale or at the

scale of administrative territorial units. Within this macrosocial system exist and function a lot

more other forms of organization except the public administration system, representing the

social environment where it exist and it functions.For this reason,we have to consider the

reports between the public administration system and the society in its whole,following the

determinations and the influences of the society all­out as a social environment over the

public administration system and the role which this system has upon the social evolution in its

all.

24

The compatibility between the public administration system and the society is ensured

by both by the system social character where is organizated and functions the respective

administrative system and the way this system succeed in self­adjusting its actions and its

structures in comparison with the society’s needs.Minding the comune collective needs of all

citizens ,the administration is realized both by the State’s bodies and the local community

which represents the expression of some interests solidarity appropiate to the inhabitants of a

certain region or a territorial unit which uses also means which could help them to

achieve.Starting with a general definition of the public authority as a structural important

component and a special organizatorial form of constitution and manifestation of the public

power constituted by one or more persons , which is endowed with the juridical capacity of

participation in a personal quality at the realization of the duties which are due to the public

power ,in the doctrine we can notice that the administrative authority reprezents that cathegory

of public or state authorities with a a stable structure and a continuous activity ,endowed with

the juridical administrative authority which allowes it the participation in a personal quality at

the realizaion of the executive power in the limits of the legal competency determinated.

Taking into account that by a structure we can understand both the way of coordination

of a system’s elements ,as well as the relations established between them ,within the process

of realization of functions proper to the system ,we can declare that concerning the public

administration ,the abundance of of administrative authorities of the State and of the local

authorities induce a certain order ,view the realization of the functions concerned ,based on

two criterions:

the territorial criterion,which is corresponding the hierarchical structure;

the functional or the material competency criterion,which is corresponding the

functional structure.

Therefore,the whole system of the public administration is formed as mixed structure,

hierarchically functional.The public administration authorities are classified ,conforming with

the territorial criterion ,in central and local authorities,according to the territorial range where

that main public authority can operate.The central public administration authorities operate in

the interest of the whole community of the social system,at the State level ,while the autorities

of the local public administration consider the solution of the local community interests,of a

certain part of the range,interests which are in keeping with the general ones.

No matter what is the cathegory in which we can integrate that main public

administration body,it is charged ,according with the law, to carry on a specific activity of the

public administration ,stipulated according with its competency. The administrative body is

manifesting as a complex ensemble provided to satisfy the public needs,which was realized

25

“gradually,for ensuring mainly the permanency and independency of the society politicly

organized and for answering to a series of needs which appear because of a life in commun”.

As we can notice, the public administration bodies instituted with the servicies ensurence have

a role seriously established within the bodies system of the State, accomplishing their duties

established by some normative facts and contributing at the organization and display of the

social activities instituted by the State. This bodies co­operate , as well as with the other State

bodies ,but ,in the same time is integrated in social relations and in juridical reports with other

authorities and institutions which trough their duty contribute at the ensurence of the social­

economic stability of the State, co­operating for the realization of the whole society’s interests.

2.3 THE MANAGEMENT OF THE PUBLIC INSTITUTIONS IN ROMANIA

For a better exemplification of the importance of the romanian public institution

mangement,I will reffer in the next lines at the public institution organization (the staff policy

and the organizatoric structure) and the decision at the level of a public institution (the

decisional process and the steps of a decision substantiation at the level of the romanian public

institution).

In management, the role of the decisional act consists in the conscious direction of the

economic and social activity.By its essence ,nature and role,the decision appears as the vital

force of a public institution’s management.The main role of the decision in management is

underlined by the fact that trough it we can determinate the place of each organizatorial link

,of each sub­unit and of each employed at the solutioning of the duties that were

planed.Also,trough the decisions we can coordonate in space and time the resources and we

can ensure the rhythmicity in the realization of the duties planned.

By a decision we transposein concept a situation of choice under a mental image or an

explicit model.In the case of a model is necessary that for its conception to apply the elements

which represent a function of the manager experience and of the other leadership staff,of the

selective character of the perception and of their adjudgment ,applied at the situation data of

the economic and social problems.If we come in with a profound study of the decisonal

system content ,we can notice the necessary elements for a reasonable orientation,

substantiation ,adoption,application,controle,and evaluation of the decisions.The different

diversification of the decisions point out the necessity of knowledge of this decisional

typology for the judgement of its components ,for the adoption and application of some

decisions qualitatively superior.As a rational process of choice of an action direction with the

aim of attempting a certain result,the decision implies the existence of certain principal

26

conditions namely:a) the existence of one or more aims to attempt,strictly defined,established

and associated at a severe system of measurement of their realization ;b)the existence of much

more alternatives of action from which we can choose the solution for attempting the

objective;c)the existence of the limitative factors , namely the economic ones,those related to

time resources,financial methods,framework resources,as well as the social ones,including the

human ones which derives from the ethic and the human moral.

The efficacity of a decision represents the result of the its transforming in facts ,and its

efficiency is the report between the useful social­economic effect and the social­economic

effect made for its substantiation.The process of taking and transmitting the managerial

decisions suppose tree main steps:

1) the preparation of the decision ,within which the possible solutions are

outlined for the solution of the problem;

2) the determination of the optimal solution ,possible in the existing conditions

and in the ones of taking the so­called decision;

3) the motivation ,transmission and controle of the decision.

The judgement of the decisional efficiency is made in a mobile environment:a decision

taken judiciously can lead at some inadequate effects when the conditions respected are

changing;on the other hand ,more propitious can determinate good effects within the

inadequate decisions.The evaluation of decisional efficacity can be made also from the angle

of two criterions:the one of the objective quality of the decision and the one of accepting the

decision by the ones responsible with its materialization.The decisional efficiency has not only

an economic characteristic,but it is also ecologic,social, psychological and is determinated by

specific suitable factors which we can’t measure in value terms.The economic efficiency

criterion remain the essential guide mark depending on we can make the choice,within the

decisional process,between more alternatives of the one which can offer the greatest economic

effects for given volume of the resources envolved or, in a more general formulation,which

maximize the report effect/effort or the difference between this two terms.

2.4 COMPARATIVE STUDY OF A REPREZENTATIVE PUBLIC INSTITUTION’S

ORGANIZATION

In the end of this chapter we have realized a comparative study of a reprezentative

public institution,that we considered to be the national bank of that main country.This

comparative study has underlined the resemblances and the differneces between the National

27

Bank of Romania ,on one hand,and the Bank of France,Bundesbank,the Bank of England,the

Bank of Holland and the Bank of Finland,on the other hand.

The objectives of the investigation we have made were­on one hand,to demonstrate the

link between the organigrams of some public institutions similar at a national level,the

relationship institutional consolidation­ the public administration capacity and those

institutions reform of those institutions ,and on the other hand,the link between the public

institutions management and the competencies for which they were made.They were

established in two specific working hypothesis,which the degree of truth was confirmed on the

occasion of the studymade in this thesis chapter .

The specific working hypothesis that I am ealing with in this chapter are: 1.The more

resemblances exist between the organigrams of some public institutions,the more the relation

institutional consolidation – the public administration capacity is strenghter and the public

institutions reform –better realized and, 2. If the organization of an public institution is made

conforming to the performant management of the specific activities og this institution ,then the

main institution is accomplishing the competencies which made it be set up.After the scientific

intervention ,we can note that the two working hypothesis are confirmed.

PARTIAL CONSIDERATIONS

In the following way ,I have noticed that ,for Romania and for the its central bank the

characteristic of the central banks experience from the European Union’s countries,is all the

more usefull,view the entire integration of the National Bank in Romania within the activity

program of the European Central Bank and its active colaboration with the central banks which

form the European System of Central Banks.

From the legislation analysis in the European Union’s states and the comparing with the

law no.312/2004 concerning the National Bank’s Rules in Romania,we can come to the

conclusion that the romanian legislation had inserted some communitary demands ,so that the

Central Bank of Romania corresponds under all the aspects, to the profile of an european

central bank.The romanian banking system was re­established and consolidated ,attempting a

remarcable level of financial stability and at a greater capacity of playing the role of the

engine of a real economy and of the European Union integration.

28

KEY CONCEPTS OF THIS CHAPTER

­reform;

­decentralization;

­public administration;

­decision;

­decisional process

29

CHAPTER III

EUROPEAN STANDARDS FOR THE PUBLIC MANAGEMENT SYSTEM

In theory as well as in practice, the public management is certainly, a scientific way of

solutioning the problem moot against the leadership within the complex process of reform

,of the interdependence and changes which are characterising the european contemporary

world,extremly dynamic ,ensuring a successfully implementation of the comunitary standards.

The next analysis and partial studies refering to the european standards for the

public management system are constituted as elements of innovation and as personal

contribution that I am intending to come in with :

1. the presentation of the apparition and the evolution of the public institution in the

European Union , with the illustration of the assembly of the european public institutions,in an

harmonious link with the Conventions of the European Union from 1986(The Single European

Act),1992 (Maastricht Convetion),1997 (The Convention of Amsterdam) and 2001(The

Convention of Nisa);

2. the analysis of the institutional structure of the European Union ,conforming with the

3 piers: I – the communitary dimension; II – the external and commun security policy; III –

justice and internal business;

3. the analysis and the clasification of public institutions in the Eurpean Union, generally

including also the presentaion of some european institutions role,particularly;

4. the underlining of the public institution role at an european and national level ,in the

member countries of the European Union;

5. the illustration of the way of working of the modern public institutions management in

a few european developed countries ,members of the European Union ,regarding :

a) the public organization in this states;

b) the organizatoric structure of such a public institution;

c) the decision at the level of that main public institution,with the underlining of

the steps of the decisional basis at the level of the european public institution;

d) the realization of a study over the London Hall,as a management model of the

european public institutions.

30

3.1 MANAGERIAL CONVERGENCIES WITHIN THE PUBLIC INSTITUTIONS

EVOLUTION IN THE EUROPEAN UNION

The ideea of a united Europe was sustained among the centuries,but only after the

second world war the european states have institutionalized some international cooperating

forms,with competencies in specific fields, as : Organization for the European Co­

operation,North Atlantic Treaty Organization, Western European Union.This organizations have

put the basis of a more durable solidarity between the european countries,but they still

manifesting the classical features of a union between the states and of an inter­governmental

co­operation.Considered as an institution and a progress vector in different fields,the

management is invested with a social function,having the duty of a general orientation

towards the social progress and prosperity where it operates and is accomplishing its social and

economic mission.

In the third chapter,regarding the european standards for the public management system,I

have made the apparition presentation and evolution of the public institution in the European

Union ,with the illustration of the assembly of the european public institutions ,with a durable

link over the Union from 1986(The Single European Act),1992 (Maastricht Convetion),1997

(The Convention of Amsterdam) and 2001(The Convention of Nisa, as well as the instutitutional

structure of the European Union,regarding the three piers :­ the Union’s communitary dimension;

II – the external and commun security policy; III – justice and internal business.

The beginning of the european integration process ,characterized by original and

specific features,which constitute the basis of the actual structure of the European Union,can be

considered the 1950’s, when the french Foreign Secretary ,Robert Schuman,proposed the

implication of several european states in co­operation project , comparatively with the existing

traditional forms .This type of co­operation suppose the transfer of sovereignty to an

organization with abilities of restriction over its members.The initiative consisted in the

integration of the coal and steal production in France and Germany, within an organization

opened to the participation of other states as well.

Between the promoters of an United Europe,this was the first step to an enlarged co­operation

:a departamental integration which could influence other economic fields as well. This was the

ideea declared ,but the urgent political objective was the Germany’s joining at Europe and the

elimination of the existing rivalries between France and Germany regarding the strategic

areas of the Ruhr and the Saar.

The deepening process of the european integration (or The Vertical Integration) started

in the 50’s and has pointed out the next aspects:

31

a) the gradual growth of the common objectives ,which the member states decid

to realize together , by the extension of the commun political areas;

b) the strengthening of the supranational character of the Community ,trough an

extended use of the system of a majority vote (instead the one based upon the unanimity at the

Council level),trough which are reprezented the national interests of each member state,as well

as trough the strengthening of the European Parliament (where the european citizens are

represented).

The concept of communitary institutions is characterized by the following main

elements:

­ have to role to apply , on the grounds of their competencies confered trough the

treaties , the basic roules of constitution and of functioning of the European Communities.

­ they are made trough the treaties signed by the member –states;

­ into the fields in which operate,they are endowed with the power of taking

decisions and of imposing them to the member states ,in this way,reprezenting a detachment

from the traditional schemes of the international co­operation ,in which the execution of the

treaties is disposed to the signatories disponibility;

­ by their nature ,they represent the interests of the State ,of the Union and of the

people from the member states;

­ they beneficie of a certain juridical ,administrative and financial

autonomy,corollary of their functional specificity.

In the last 60 years,Europe have changed,as well as the entier world.Today,more than

never,in a globalizated world intoa constant evolution ,Europe must face new challenges.The

Europe of the XXI th century is confronting with a series of challenges:the economical

mondialization,the demographic evolution,the climatic changes,the supply with energy or the

new threats against the security system.

The European Union means ,on the one hand the maintenanceand the extinction of

European Community’s aquis and,on the other hand new forms of co­operation in the feld of

the Foreign Policy and of Commun Security (PESC) and of the Justice and Internal Affairs

(JAI).In this way, conforming with the commun image about EU,through the Maastricht Treaty

,this one becomes a construction with three piers ,which will be maintained and developed

continuously.Within the Maastricht Treaty,the three piers are defined in the following way:

1. THE FIRST PILLAR ­ the most important and solide pillar remainS the European

Community, which the powers were extended considerably by the treaties of

Maastricgt,Amsterdam and Nisa.This aims at the communitary dimension,reflected by:

The european citizenship;

32

The free circulation of goods,servicies,persons and capital;

Communitary policies;

The economic and monetary union.

2. THE SECOND PILLAR ­ The Foreign Policy and the Commun Security(PESC) confer

a contractual basis for the interstate collaboration in the field of the foreign policy pacticed

beginning with the 70’s outside the European Community a solide basis ,eminently inter­

governmental,outside the European Community.

3. THE THIRD PILLAR is constituted of the co­operation ,established as welloutside the

CE treaty,of the member states of the European Union in the juridical field and the internal

policy one.Trough the some commun institutions (Council,Commission,European Parliament

,The European Court of Justice),as well as a certain extensive inventory of objectives,this

distinct parts of the Union are involved at least partially.Anyway,the way the decisions are taken

,the way in which the decisional process is taking place,as well as the importance of each

institution and each actor differs evidently from a situation to another.This is aimming the co­

operation in the field of Justice and Internal Affairs.

The member states are no longer capable to face by their one this problems without

frontiers.For we can find solutions and answer at the citizens questions ,it is necessary a

colective effort at an european level.Europe must modernize ,dispose of efficient and coherent

instruments,adapted not only at the function of an extended Union from 15 at 27 of member

states ,but also at the fast transformations that the whole world is confronting with

actually.Therefore,the companionship roules ,provided in the treaties,must be re­examined.

The evolution of the globalization process ­ in the richness and the variety of its forms

and levels of manifestation ,determinated of some series of seductions,complementary and

contradictory desappointments (many times they are inpredicted as moment of apparition and

distance in time and space,unbelievable in their content and surprising as effect)­constitue a

strong argument in the benefit of the reconsideration of the technical­pragmatically ways of the

public institutions management.

The notion of european administrative space was realized after the model of the

european social and economic spaces.As wll ,this concept reffers to the great system of

juridical co­operation which includes mutually assistance in the law application and some few

adaptations in the most important legislative fields .

33

3.2 A SHORT ANALYSIS OF THE PUBLIC INSTITUTIONS ‘S TYPOLOGY IN THE

EUROPEAN UNION

The unicity of the european construction is reflecting firstly into the institutional

architecture .The states accept to delegate a part of their sovereign powers to some common

institutions created trough the fondatory treats ,with succesive modifications ,institutions

which are guided by the aim of ensuring a democratic participation of the member states at the

decisional process.In this moment ,the functioning of the Union is bases upon five institutions:

The European Commission, The European Parliament, The Council of Ministers , shortly named

as Council, The Court of Justice of the European Communities and The Court of Accounts.The

constitutional treaty is formally consacrating the European Council as an independent

institution.Besides the institutions ,the European Union includes a series of specialized

organisms:

The European Mediator and the financial institutions :the European Central Bank and

the European Bank of Investitions;

Organisms with a consultative role: the Comitee of the Regions and the Economic and

Social Comitee;

Inter­institutional organisms: the Agence of Oficial Publications of the European

Communities and The Agence of Selection of the European Communities’s staff;

Decentralizated agencies;

17 communitary agencies specialized which are functioning within the

communitary field(the first pier of the European Community’s Treaty);

The European Institut for Security Studies (ISIS) and the European Center for

Observations from the Satellite,both of them function within the Foreign Policy and of

Commun Security(the second pier);

Europol and Eurojust within the Police and Judicial Co­operation in the Penal

Field(the third pier).

This institutions ,created in a period of 40 years ,reflect the evolution in time of the

unifying structure and at this moment are passing trough a reform process generated by the

extension of the Union with ten more states in 2004(the greatest extension of its history) and

with two more states in 2007(for the moment the process is not stopping here).

The European Parliament was created trough the Convention from Rome(1957) in the

aim of representing “ the people of the gathered states within the European Union”, beeing the

only institution which its componency is established trough free voting ,at a european level

and which the sessions are public.Initially,the European Parliament was organized as a

34

deliberatory assembly ,with a consultative fonction and is constituted by members of the

national parliaments.The Treaty of Maastricht and Amsterdam have brought major changes of

the Parliament role,this one becoming an organ with political fonctions and with legislative and

budgetary powers.

Conforming the Union’s Treaty,The European Union’s Council represents the member

states ‘s interests (in contrast with the Parliament ,which represents the interest of the member

states population) and is formed by the governments representants(for this reason we call it also

the“Ministers Council”), having both legislative and executive power.The number of Council

members est equal with the number of member states,each government having only one

representant.Thecouncil is the main institution of decision of the European Union.

The European Commission represents the interests of the European Union (in contrast

with the Parliament and the Council)and is the executive organ of the Union.The main

competencies of the Commission are:

of controle:supervise the respect of the European Union Treaty and the

implementation of the communitary legislation;

of execution:it playes the role of a government at a comunitary level ,having the

responsibility of implementation and coordination of the policies,as well as the administration

of the Structural Founds and of the Union ‘s annually budget;

of reprezentation :it receives the acreditation letters from the ambasadors of the

countries outside the communitary space in the Union ,and it have Delegations­with the quality

of –in the candidate states or in other states outside the Union,as well as some offices of

representation in the member states.

Created in 1952,The European Court of Justice have the role of ensuring the uniformity

of interpretation and appliance of the communitary right and have the competency of

solutioning litigations which implies also the member states,communitary institutions,

companies or persons in the Union area.

Created in 1977,The Court of Accounts aquired the statute of European Union’s

institution only in 1993(by the coming into force of the Treaty of Amsterdam) and represents

“the financial conscience” of the Union.Its role is to controle the financial aspects of the Union

,more exactly the legality of communitary budgetary operations and the its correspondence

with the annually program of its administration.The Court is carring out this kind of controle

annually and elaborate a report which is forwarded to the European Parliament (which servs at

the budgetary unloading of the Commission).The Court of Accounts is independent in contrast

with the other communitary institutions and it have a whole liberty concerning the

organization and planification of the activity of audit and repporting

35

3.3 THE MANAGEMENT OF THE PUBLIC EUROPEAN INSTITUTIONS

In the underlining of the public institution role at am european and a national level ,in

the member countries of the European Union I have illustrated the way of functioning of the

modern public institutions management in a few developed european states ,members of the

Union,regarding:The organization of the public institution in this states;the organizatoric

structure of such a public institution ; the decision at the level of that main public institution ,by

the underkining of the steps of the decisional basis at the level of the european publis

institution.

As phenomenons which marq essentially the economic and social life of the beginning

of milenium,we consider that the globalization and the managerial revolution must be

integrated in a way of the theory and of the managerial practice,which could permit and

favorise their reciprocal intensification.

The adaptation of the public institutions at the market economy suppose strong changes

at the level of the public management.The urgent necessity of innovation ,of creating the

novelty in management suppose ,at the level of each public institution ,the adoption of some

innovatory strategies , orientated to the promotion of the novelty for the realization of

efficiency within the system.One of the main objectives of the public functionaries ,especially

the ones with leadership functions in the system,must be the discover and the assimilation of

new elements in all the fields of activity and the open mind landing of the changing

proposals.

This means, undoubtedly, a high profesionalism from the public managers for the

identification, the understanding and the recongnition of the changing need,and on the other

hand , of operating in the sense of its implementation.The public managers must think un the

terms of the future structures of european management.

In this kind of situations, the mission of public managers becomes very important.More

than that, when the state policies become more complex and more exposed at the international

colaboration ,as in case of the member states of the Union,the need of public managers with

real perspectives and with the ability of co­ordination of its work within the relations with the

national and international institutions become more and more acute.

Unfortunality, the need of experts in the european management is identically acute.

The constitution of the european management as a discipline with a scientific statute ,with a

proper domain,with methods ,with principles and special roules,suppose also the exstence of

some experts,of some profesionals in the european management field.Their insuficiency

influenced an absence of proportionality for the juridical problems in the detriment of the

36

managerial ones.This aspect associated to an absence of some commun standards of the public

management constitue an obstacle against the institutional consolidation and the developping

of the capacity of public administration.The role of the exeprts is fundamental for the

identification of managerial components of the communitary acquis and for the constitution of

a commun vision over the way of implementation and administration at a national level 2 .

3.4 THE MAYORALTY OF LONDON CITY –MODEL OF MANAGEMENT FOR

THE EUROPEAN PUBLIC INSTITUTIONS

The chapters is ending with a study over the Mayoralty of London City, as a management

model of the european public institutions.

The objectives of the study we have made are­ the underlining of the importance of the

organigram for the London Hall,as well as the presentaion of the link of correspondance

between the number of hierarchical levels and the number of functional compartments of the

organigram, which is giving it the quality of european model of organization of a public

instittion.They were divised into two specific working hypothesis ,which the level of truth is

confirmed in the end of this thesis chapter,in the following way: 1. If the number of

hyerarchical levels (Nni) of the London Hall’s organigram is three,then the organigram is an

european one and 2. If the middle number of functional compartments(Nmc) of the organigram

of the London Hall is three ,then the organigram is also an european one.

PARTIAL CONSIDERATIONS

The study we have made confirmed the working hypothesis established and it can land

to the conslusion that the organization model of the London Hall ,and namely The council of

Controle,The Permanent Commissions and the Consultative Comitees ,which are working

transparently ,with a civical open mind, trough the Strategic Plan of Devlopment, lead to some

signicant results of the elite public institutions for the United Kingdom,which is the London

Hall.

We can also notice that ,after the minutely analysis of its functioning model,the

London Hall is a perfect european model of functioning of a public institution which is

working only for the benefit of its citzens and of that main people.

2 A Neagu Iliuta Model

37

KEY CONCEPTS OF THE CHAPTER

­globalization;

­managerial revolution;

­institutional typology;

­model of public institutions management;

­european management.

38

CHAPTER IV

THE ORGANIZATION OF THE ROMANIAN PUBLIC INSTITUTION ACCORDING

TO THE EUROPEAN UNION STANDARDS. IN STUDIES – CITY HALL OF

BUCHAREST – MODEL OF MODERN ORGANIZATION OF A PUBLIC

INSTITUTION

“To modernize” can mean ,firstly,to actualize,to try to recover a lateness ,by passing

from a static type of organization ,characterised by inertness ,at one full of dynamism ,adapted

at a level in a continuously transformation.To modernize means adopting the

modernity,adopting modern comportments ,considered innovatory in report with the previous

ones.For this reason,the knowledge policies – the professional analysis,the innovation,the

ducation and formation –have an exceptional importance for the future of the romanian public

institution.

A special significance for the development of the management of the romanian public

institution is constituted by the study realized in this chapter ,which is proposing ,a

perfectioning model over the Municipal Hall of Bucharest.

The newness elements and the personal contributions that I will attach:

1. The synthesis of the important projects sustained by the Capital Hall in last few years;

2. The analysis of the main financial­economical results obtained by the Municipal Hall

of Bucharest in the last few years;

3. The analysis of the effects for the public administration reform application­generally

also over the Municipal Hall of Bucharest­especially;

4. The establishment of the main directions of the Municipal Hall of Bucharest’s

organigram restructuration;

5. The analysis of the actual stage of the local public administration decentralization;

6. The presentation in a personal view of the managerial system of the Municipal Hall

of Bucharest;

7. The presentation in a personal view of the elations of the Municipal Hall of

Bucharest with other public institutions from the Capital City;

8. The elaboration of a series of proposals for a performant managerial system of the

Municipal Hall of Bucharest,with the analysis of the implications of this proposals for the

reform of the public function;

9. The analysis of the reform risks at the level of the Municipal Hall of Bucharest;

39

10. The establishing of some measures for the performant management of the human

resources of the Municipal Hall of Bucharest;

11. The proposal of an european organization model for the Municipal Hall of

Bucharest ,which must envisage:

a) the main organization directions of an institution at an european level;

b) the implementation of an complex informatic project within the townhall;

c) the elaboration and the application of the conduct policy of the public functionaires

from the townhall;

d) the relations between the Municipal Hall of Bucharest and the institutions of the

civil society;

e) the organzation and the devlopping by the townhall of the actions regarding the

environment protection.

4.1 STRUCTURAL DETERMINATIONS OF THE ROMANIAN CAPITAL AND THE

BUCHAREST CITY HALL

Bucharest is the main political­administrative center of our country;here we have the

Presidency, the Parliament,the Govern,the central seats of the most political parties,cultural and

scholar institutions,financial and commercial institutions ,banks.

Bucharest’s first documentary attestation date from the XV­th century (the 20 of

september 1459) and is an act trough which the ruler Vlad Ţepeş cofirms a donation made

for some little feudal lords.The action of establishing the capital city at Bucharest,in the period

of Vlad Ţepeş’s reign ,had a very important role for the subsequently evolution of the

establishing.From the XV­th century until the endof the feudal age,against the greater natural

calamities and the wars,Bucharest knew an economical and social devlopment,becoming one

of the main urban centers of the South­Est Europe.

The most prosperous period of Bucharest ,as well as of the whole country ,was the

inter­war period.Becoming the capital city of The Romanian National Unitary State,Bucharest

continue to be in the inter­war period the main industrial ,commercial and financial center of

Romania. Its natural and, we could say ,harmonious becoming was a brutal one interrupt by the

instauration of the comunist regime (1945­1989). The town became the subject of a

devastating social and urbanistic experiment.

The townhall mission was to create and offer for the citizens a civic environment

adequate for the satisfaction at the greatest level ,of the necessities and needs of urban confort

.For this reason, the Capital aediles are doing their best to maintain the town’s infrastructure

40

,an economical,social,aedilitary and natural environment at level of the greatest european

capital cities.A big part of their atention is directed upon the optimal functioning of the

transporting system ,of the public utilities ,of the social assistence,of the healthfulness ,of the

educational and informational system, to the promotion of arts and culture,to sports and diverting

methodes.Actually, the Municipal Hall of Bucharest is organized and functions conforming

with the provisions of the local public administration law no. 215/2001 and in conformity with

the decisions taken by The Generall Council of the Municipality regarding the approval of the

organigram and the number of jobs of the specific body.

4.2 THE EFFECTS OF THE APPLICATION OF THE PUBLIC

ADMINISTRATION ‘S REFORM OVER THE CITY HALL OF BUCHAREST

The study of organizations’s modification is extremly important ,because the managers

at all the hyerarchical levels are confronting in their career with the duty of their organizations

modification.The managers who descover the adequate changes which they have to put in

practice,within their own organizations and which have a strong impact upon this

changes,permet a plus of innovation and flexibility.

Globally talking,the tendency of the last twenty years is the one of globalization and

intense developping of the social systems.In this context,the national states are put in a new

position,where the institutions and the administrative systems must be flexible for they can

adapt of tis transformations.

The public administration reform implies substantial changes of its majour

components,both at the level of the central public administration ,and the public servicies,in

general.On the other hand, the development of democratie needs a new kind of relation

betweenthe citizens and the administraton,the growth and the strenghtning of the authorities

role and the considering of the partner with the civil society and the local chosen ones.

The public administation reform is a large concept,which includes all the organizatorical

aspects of the public field,whichwe can remark:a general ”architecture” of the authorities and

the public administration institutions,the systems,the structures,the processesand the

motivations,the methods of monitorizing and evaluation,as well as the ways of periodical

adaptation of the system.The administrative capacity represents only a component of the

public administration’s reform,which consists in the authorities and the public institutions ability

of taking efficient and sustenable actions.It is developing on four dimensions :human

resources;organizational dimension,the institutional context and the social , economical and

cultural environment.The growth of transparency of the public administration trough the

41

extending of the public assistance,helps at the improvement and the harmonization of the way

the citizens and the administration understand the community’s problems ,of the way in which

they find possible solutions and permit a more efficient implementation of the decisions on

the basis of a reciprocal convention.

The administrative decentralization,conformig with literature of speciality represents

the responsabilities transfer viewing the planification,the finanching and administration of

some public functions at thelevel of the central government and of the regional and local

agencies.The different categories of administrative decentralization are frequently defined on

the basis of the institutons and agencies types to which they are transmited this responsabilities:

the diconcentration represents the weakest form of decentralization which implies

the transfer of authority and responsabilities of the ministers or agencies level to the structures

in the territory;

the devolution generate a greater level of authonomie and implies the transfer

between the responsabilities from the central government level to inferior government levels

which have this duty by constitutional or statuary preventions;

the delegation implies the transfer between theresponsabilities from the central

agencies to semi­autonome aenthities operating independently or semi­independently from the

government;

the privatisation is sometimes conceived as a decentralization form(one of it beeing projected

in such a way, that we could generate greater performances regarding the the efficiency of the

market system by greater degrees of authonomie and flexibility in taking decisions )and

implies the transfer of responsabilities from the government to the private aenthities.

4.3 THE MANAGEMENT SYSTEM OF THE CITY HALL OF BUCHAREST

Beeing a traditional administrative structure,The Municipal Hall of Bucharest is

characterised by the fact that the decisions are taken ,more times centrally.The decisional

competencies are attributed to the administrations leadership.The decisions of the General

Council of the Municipality of Bucharest and the dispositions with normative character of the

general mayor are obligatory for the local public administration’s authoritiy,organized in the

departments of Municipal Hall of Bucharest.

The organizatoric structure of Bucharest’s administration is still very centralized.This

centralization is characterized by the intervention and prealable controle of any action.There are

some roules and reglementations strictly formulated ,which are establishing what we have to

do,how,and by who.

42

The centralization has a special influence over the administrative management as

well.It is defined ,especially,by verifications,controle,and influence an internal centralization.

The main modalities of consolidation of the institutional capacities for the ensurence of

the strategic components implementation of the continuous formation of the public

functionaires propose 3 :

­ the development of theinstitutional mehanism concerning the implementation,the monitorizing

and the evaluation of the proces of continuous formation; the extension of the networking of

national and international partners in the field of a continuous formation;

­ the development of institutional mechanisms of correlation between the continous formation’s

actors(including the creation of some unitary standards ,of some thematic working groups

between experts as well as the organization of some priodic events ,for the results multiplication

and the dissemination of good practices adopted by the collaboration with foreign partners);

­the development of the National Institute for the Administration capacity of ensuring the

realization of continuous formating activities,at an european qualitative standard.

4.4 SUGGESTIONS FOR A PERFORMANCE MANAGEMENT SYSTEM OF THE

BUCHAREST CITY MAYORALTY

The public administration system reform is a dynamic process and,as any structural reform

process,it suppose some essential conditions and namely:the determination of the existing

problems;the identification of the optimal solutions;the identification of the available

resources.A real reform of the public function must follow aspects as:head­hunting;selection;the

framing of the motivation;perfectioning;performances evaluation; behaviour; stability in the

relations with the political system;communication,the type of leadership and

creativity;responsabilities in the process of public function’s process.

The perfectionning of the human resources represents an assembly of process within

which , after going over some specialized programs,the employed enrich their

abilities,knowledges,habits, behaviours and working techincs in which they already a

fundamental qualification ,regarding the realization at a higher level of objectives and duties

which are destinated to them.In this moment,the main responsability regarding the public

functionaires perfecting is due to the National Institute of Administration and to the eight

regional centers co­ordonated by him.

3 A Neagu Iliuta Model

43

Concerning the evaluation,we can notice that we don’t goover the whole series of

objectives formulation­realization­evaluation /measurement,propose the generalization of

CAF(the frame of public functions evaluation). The auto­evaluation frame of the way of

functionning of the public administration institutions(Common Assessment Framework – CAF)is

an instrument of measurement of the performances of an organization ,by establishing a

diagnostic analysis.

Within the proposals for the human resources devlopment,a central place is taken by the

instroduction of an efficient process of performance management.Traditionally, within the

Municipal Hall of Bucharest,this type of performance management wasn’t used

and,consequently,the establishing of objectives and the measurement of the performance levels

didn’t contributed sufficiently at the stuff’s motivation at all the levels.At its part,this aspect

has influenced ,generally,at an inadequat level of the recognition and recompension of the

working performane and at the absence of an efficient system of sanctions for a low

performance 4 .

As a prime step of action,we will have to form some groups of reformators,including

representants of all the structures of the Municipal Hall of Bucharest for the elaboration and

implementation of action programs in this key fields.The communication and consultation

processes will have to be elaborated in such a way,that they could permit o complete

understanding of the proposed initiatives and, trough their implication in the elaboration of such

initiatives ,to controle this changing process.As well,the human resources and their performant

management must become un imperative aspect in practice,a better utilisation of the human

factor beeing part of factors with a majour influence in the growth of the efficiency of that

main organization.In this context,in our opinion,the following aspects should make the object

of a special attention 5 :

­ head­hunting of a specialized stuff;

­ promoting of this stuff;

­ continuous formation and validation of the experience achieved;

­ administartion of the career time of the public functionary;

­ mobility of the public functionary.

The head­hunting and the stuff selection in the public administration ,as well as the

permanent perfectioning of this stuff’s training must be deeply restructurated ,for we can

ensure the promotion of the political neutrality of that main public functionaires and the growth

of transparency of head­hunting processes,employment,training,perfectioning and promotion.

4 A Neagu Iliuta Model 5 A Neagu Iliuta Model

44

4.5 MODEL OF EUROPEAN ORGANIZATION OF THE CITY HALL OF

BUCHAREST

Starting with all this analysis I will elaborate a series of proposals for a performant

system of management of the Mayoralty of Bucharest City, with the analysis of the

implications of this proposals for the public function reform at townhall level, I have analysed

the risks of the reform process at its level andI have established some measures for performant

management of the human resources. Finally, I propose an european model of organization of

the Mayoralty of Bucharest City,which must have in view: the main directions of organization

of an institution at a european standard ;the implementation of an complexe informatic project

within the townhall;the elaboration and application of the Code of Conduct Policy of the

townhall’s public functionaires;the relations between the Municipal Hall of Bucharest and the

civil society’s institutions;the organization and development of the actions concerning the

environment protection by the Cityhall of Bucharest.

The objectives of the investigation I have made in studies,point out the the importance

of an organigram permanently adaptable at the citizens needs of an european townhall and which

could serv at the higher level at the satisfaction of their aims,as well as at the offer of an

attention more and more speficic for the environmental problems of the Bucharest

Municipality.

The specific working hypotheses are :1.More the organigram of the Municipal Hall of

Bucharest is more close of an european organization model of a townhall,more its activity will

better answer at the citizens needs; 2.If the main concerning at the level of the Municipal

Hall of Bucharest leadership (general council,vice­mayor,general secretary) is constituted by the

environmental problems,then the city of Bucharest can be truelly rendered to the citizens.

Within an analysis of the organizatoric structure of the Municipal Hall of

Bucharest,trough its main components (hyerarchical level,hyerarchical

ponderation,organizatoric relations) as well as with the help of specific indications and

indicators of analysis,used in the first chapter of the thesis,I can note that the structuration of

the organigram is difficult and very centralized ,finding a lot of superposition of components

,in the perymeters of an evident absence of coordination.They are still function some

anacronical structures which don’t have anymore any corespondent in the actual step of

devlopment of the romanian society ,as well as the fact that it exist separated directons which

is admin istrating complementary problems.I consider that the managerial re­organization of

45

the Municipal Hall of Bucharest sould begin mainly with this aspects ,which could lead to

the perfectioning of the managerial system of a certain institution.

PARTIAL CONSIDERATIONS

In the final part of the chapter I have pointed out the importance of this elements of

newness in specialized literature and I have formulated a series of proposals upon some

managerial components , that I considered as important , with the role of improving the public

management at the level of the Municipal Hall of Bucharest.In the mean time ,the scientific

investigation I have made allowed me to point out a series of some very important themes

,that I intend to approach in the scientific activity.

KEY CONCEPTS OF THE CHAPTER

­structural determination;

­performant managerial system of the Municipal Hall of Bucharest;

­european organization of the Municipal Hall of Bucharest;

­the reform of the public function at the level of the Municipal Hall of Bucharest;

­the functionaires Code of Conduct Policy.

46

FINAL CONCLUSIONS

Overall, the entire doctorathe thesis aims to show how that it’s done and achieved the

improvement of the management system in the romanian public institutions frame work, in

order to lign up to European standards. A Al ls so o a after Romania joined the European Union, the

government programms directly broaches the acceleration of the public and local administration

reform, starting with the critical evaluation of the European Commission for the current situation

in these domains. The fundamental objectives of the reform are: the profound restructuring of the

central and local public administration; the substance change of the relation between the

administration and the citizen; the decentralization of the public services and the strengthen of

the administrative and financial autonomy; the gradual demilitarization of a certain Community

Services; the depolitization of the public administration structures; the elimination of the

political clients, stoping bureaucracy, the coherence of the administrative act, the management

improvement in the administration; the application of some rational development and

modernization policies for the rural and urban areas, the strengthen of the the state’s authority

and its responsibilities; the permanent harmonization of the legislation with the regulations of the

European Union, ensuring the consistency and the stability of regulatory framework.

The restructuration of the public administration has to start with the improvement of the

governance act by a redirecting ongoing activity of the component ministries and reducing the

number of government agencies. There are being necessary some organizational structure

frameworks ­ flexible and efficient – regarding the organization and functioning of the ministries

and government agencies, prefects offices, county councils and local town halls, where it is

necessary to reduce the number of departments, general directions, directions, offices, services

and government offices in central and local administration.

The profound change of the relation between the administration and the citizen is made

by:

• the creation of a public service exclusively for the benefit of citizens;

• the strict increasement in motivation and formulation of the responses, and

shortening the time limits in wich the public authorities and public services are being obliged to

respond to the citizen requests;

• The elimination of the bureaucratic blockings in the central and local government,

which are faced by the citizens and economic operators;

• The strengthen and the enlargement of the civil society participation in decision­

making process;

47

• The improvement of the participatory democracy functioning frame work;

• the ensuring of the transparency of the administrative acts and the operative

communication with citizens.

Although the reform of the public administration pleads for structures depolitization and

political customers elimination, we can say that, on the contrary, these facts have becomed more

proeminent in the past few years, because there has not been respected the Law regarding the

status of civil officer, the clerks are not being employed on the basis of professional competence

but on political criteria; also the promotion public in functions was not made only on

performance criteria and morality, and in the spirit of the law, but the political criteria. It

continues to be present the public administration bureaucracy, through the maintenance of

complicated administrative procedures; failure deadlines to resolve claims; fragmentation circuit

documents, the existence of ungifted offices with informatic equipments and technology; the

impossible generalization, at least at the office of tax payement in the "one­stop" system.

The consistency of the administrative act and management improvements in the

administration have the possibility of reinforcing the relationship between central government

and local authorities of the county and the ones from cities and commons. You can not talk about

an integrated information system of the public and local administration, the decisions

implementation regarding the social policies, which are besed on studies and expertizes done by

sociologic and methodologic coordination offices at central or county level.

Romania is still far from implementing any objective policies, rational and legal

development and modernization of rural and urban areaspolicies. Villages, even those who meet

the criteria for granting the status of common do not hurry to get this status, and commons,

which by technical facilities (water and gas, sewerage, telephone, etc.) are approaching the status

of urban city are fewer, instead of being more. There have to be more funds and programs which

are applied to set the conditions for the administrative­territorial organization according with

European Union standards.

The strengthen of the state authority and responsibilities has to be done through: the

continue of the administrative reform implementation and the emphasize of the opperational

performance of the local and central public authority; the strengthening and the control of the

public funds management and the transparency ensurement trough the periodic contributors

information; the coherence and stability ensuring of a long­term legal framework in the central

and local public administration; the improvement of the existing regulations in the field and the

development of new ones, that are based on the principles of the Constitution and the European

Chart of local autonomy.

48

Regional development must be carried out in full agreement with the European policy of

economic and social cohesion. In this context there is a need to act for: the reduction of the

existing regional imbalances and sustainable developement; revitalization of the the disfavoured

areas; the prevention of new imbalances generation; the correlation of the regional policies with

the sectorial ones; the stimulation of the interregional, internal and external cooperation, which

contributes to the economic and social progress, the strengthen of the cultural and spiritual space,

in accordance with the rules and values of the European Union. For the regional developement

policy implementation, the market economy mechanisms have to be "regulated" to lead to: the

economic competitiveness improvement in every economic and social unity and the achievement

of the sustainable economic growth, the promotion of a harmonious development space and

network of municipalities; increasing the capacity of regions ­ from the institutional, financial

decision­making ­ to support their development process, promoting the principles of sustainable

development, ensuring equal opportunities for all citizens regarding the access to information,

research and technological development, continuous education and training.

The managers and local officials must correlate their efforts and ability to stimulate the

competitive areas and regions that they represent and for the potential valuation for their own

development by strengthening the capacity of the institutions that lead them to create and

implement programs and development projects to improve the local and regional economic

structure. The economic local and regional structure has to follow:

­ the economic diversify at the mentioned levels, taking into account the local and regional

resources;

­ the takeover by the local communities of the necessary material effort for starting some

productive activities by preparing the remaining lands after the decommissioning of one or more

industrial enterprises;

­ the start of new business for local industries and handcrafts;

­ the development of the local transport routes, especially the access routes to areas which

develop new businesses, industrial parks, technology centers (research, design, business

incubators, etc..), supply units and residue removal units;

­ the preparation of the land and spaces for the local tourism, taking into account the cultural

specifics and traditions of the region.

The development differences reduction, at local, inter­and intra regional have to start

with: a) the improvement and the development of the regional and local infrastructure (roads and

communications infrastructure, the infrastructure represented by areas of land which must be

arranged so as to satisfy the implantation requirements for new local industries); b) the human

resource development, particularly in those areas and regions with declining industries (metal

49

industries, mining, chemical, machine building), in order to create employment opportunities for

sustainable human resources through qualification and retraining, not only for the unemployed,

but also for those working in enterprises to be restructured. There are being required active

employment economic policies for working resources at local level to limit immigration and

improve the labor market integration of persons with special problems.

The reform strategy implementation of the public administration requires training the

necessary competences to obtain the required performances of public officers at all levels.

Building the institutional capacity at the European Union level, developes the competences

transfer at the local authorities level, which must answer an increasing number of working tasks,

along with granting a greater autonomy to regional or local authorities. Therefore, the

developement of functional administration, that is able to create favorable framework conditions

for the development of market economy, is strongly conditioned by the professional training,

based on the identification of the training needs and preparation of public officers.

I think that at the Romania public institutions level are still producing large number of

documents, many of thoes without having a precise result. For institutional consolidation and

administration capacity strengthen there have to be given a greater importance to the

improvement of the skills and training of the public employees, the requirements in the European

Union in this regard are very high. The great issue of the full integration of Romania in the

Union is, after completing the political and economic criteria for adheration, generated by the

weak coherency and functionality of the Romanian public institutions. The results so far place

our country bellow other new joined states in the Union. While everyone talks about it, the

public administration capacity is losing in the public speach, between the wooden language and

the political interests, resulting after the experts oppinion that only a small part of the Romanian

public can understand and implement public policies at European level.

Regarding the absorption of the European Union funds, there could be seen, that the

public institutions can not spend all the allocated community money, because they are lost in

administrative blockages. There have been progresses regarding the creation of new institutional

structures required by the community acquis, although the institutions results remain

inconclusive, because they were not quantified and evaluated. Among the weak points, that were

presented in several reports which analyse the situation in Romania, the European Commission

has repeatedly pointed out, the romainian insufficient administrative capacity. Compared with

the London City Mayoralty, for example, Romania's Capital Mayoralty has a very complicated

situation, so appreciated, in a personal manner, even by the current mayor of Bucharest.

The four main working hypothesis, along with the specific ones, that have been analyzed

and summarized in the four chapters of the thesis, pursued to demonstrate that the improvement

50

of the performance management system at public institutions level in Romania, in order to line

up to the European standards, depends on the achievement of a better institutional consolidation,

which determines the ability of public administration to contribute more to the public institution

reform. The main conclusion is that, the observance and implementation of these principles on

which it is based the relation institutional consolidation ­ the public administration capacity, lead

to the achievement in good conditions of the given public institutions reform.

The doctorate thesis wants to open the path and to develop action directions towards a

wide field, which is in a permanent and sustainable development, the field of public

management.The work has an interdisciplinary nature, and offers to largely respond to the

requirements imposed by the public institutions function in a national and European complex

environment. The use and the efficiency of the scientific research have been emphasized, both by

the novelty elements, as well as by the formulated proposals along the thesis. The scientific

research has been done based on a research contract, and the results were presented in the form

of reports during the doctoral program.

The novelty elements that were emphasized along the thesis are also presented in the

work "The public institution in an European managerial vision”, issued at Alma Mater

Publishing House from Sibiu in the year 2008. Also, research results were published in the form

of specialized reports in the "General Management" magazine , Brasov.

51

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• Petrescu, I., Essential in the personnel management, The Romania of Tomorrow

Publishing House, Bucharest, 2003;

• Petrescu, I., Cindrea, I., Theory and practice in the human resources management, The

Lux Libris Publishing House, Braşov,1998;

• Petrescu, I., The organization management foundation – modern approaches, The Alma

Mater Publishing House, Sibiu, 2005;

62

• Petrescu, I., The managerial practice foundation, The Maiko Publishing House,

Bucharest, 1994;

• Petrescu, I., The thinking and the skills of the manager, The Lux Libris Publishing

House, Braşov, 1996;

• Petrescu, I., The human capital management, The Expert Publishing House, Bucharest,

2008;

• Petrescu, I., European management, The Expert Publishing House, Bucharest, 2004;

• Petrescu, I., General management. Theoretical synthesis and practical aplications, The

Alma Mater Publishing House, Sibiu, 2005;

• Petrescu, I., Innovaţional Management, The Alma Mater, Sibiu Publishing House, 2006;

• Petrescu, I., Social Management, The Expert Publishing House, Bucharest, 2004;

• Petrescu, I., The reputation management , The Expert Publishing House, Bucharest,

2007;

• Petrescu, I., The human resources management, The Lux Libris, Braşov Publishing

House, 1995;

• Petrescu, I., The organizations personnel management, The Expert Publishing House,

Bucharest, 2003;

• Petrescu, I., The management teaching methods, The Lux Libris, Braşov Publishing

House, 2000;

• Petrescu, I., Behaviours and orrientations in the total management in the XXI century

company, The Lux Libris, Braşov Publishing House, 2005;

• Petrescu, I., Research problems in management science, The Lux Libris Publishing

House, 1999;

• Petrescu, I. The manager profession, The Lux Libris, Braşov Publishing House, 1997;

• Petrescu, I. The manager profession in an european vision, The Lux Libris, Braşov

Publishing House, 2007;

• Petrescu, I., Psychosocioeconomy of the total quality management, The Lux Libris,

Braşov, 1998;

• Petrescu, I., Managerial Psychosociology, The Lux Libris, Braşov Publishing House,

1998;

• Petrescu, I., Universitary management treaty, The Lux Libris, Braşov Publishing House,

1998;

• Petrescu, I., Dragomir, C., Gherasim, S., Managerial Success, The Lux Libris, Braşov,

2000;

63

• Petrescu, I., Muscalu, E., Public management treaty, The University „ Lucian Blaga”,

Sibiu Publishing House, 2003;

• Petrescu, I., Neagu, I., The public institution in an european public vision, The Alma

Mater Publishing House, Sibiu, 2008;

• Pitariu, H.D., The human resources management. The professional performances

evaluation, The All Beck, Bucureşti, 2000;

• Plumb, I., The public services management, The A.S.E Publishing House, Bucharest,

2000;

• Prisăcaru, V., The public officers, The All Back Publishing House, Bucharest, 2004 ;

• Prodan, A., The human resources management, The University „Al. I. Cuza” Publishing

House , Iaşi, 2004;

• Profiroiu, A., Popescu, I., The public administration bases, The Economică Publishing

House, Bucharest, the 3rd edition, 2005 ;

• Puiu, A., International management treaty, The Economic Independence Publishing

House, Brăila, 1999 ;

• Ramirez, M., Cruz, M., La UE cierra dos anos de crisis institutional, Ed. El Mundo,

Madrid , 2007 ;

• Răducan, R., Dalotă, M.D., Introduction in the human resources management, The

Mirton Publishing House, Timişoara, 1999;

• Romelaer, P., Gestion des resources humaines ,Editura Armand Colin, Paris, 1993;

• Rotaru, A., Prodan, A., The human resources management, The Sedcom Libris

Publishing House, Iaşi, 2005;

• Sandu, D., The tranzition sociology, The Staff Publishing House, Bucharest, 1996;

• Santai, I., Administrative law and the administration science, vol.I, Univ. Lucian Blaga,

Sibiu, 2002;

• Sava, R., The relation management­profitin the touristic firm, The IMAGO Publishing

House, Sibiu, 2006;

• Sava, R., The credit instituions accountancy, The Continent Publishing House, Sibiu ,

2007;

• Scarlat, C., Popescu, D., Warner M., , The implications of the Romanian adheration to

the UE over the public institutions, the European Institute from Romania, Bucharest,

2002;

• Sillamy, N., Psychology dictionary, The Univers Enciclopedic Publishing House,

Bucharest, 1996;

64

• Simionescu, A., The human resources management, The AGIR Publishing House,

Bucharest, 1999;

• Stan, C., The human resources management, reviewed edition, The Mirton Publishing

House, Timişoara, 2002;

• Şerb, S., Police law, The Tritonic Publishing House, Bucharest, 2003,

• Silberstain, I., The National Bank of Romania­ from an organ of central administration

to an independent public institution, The Hamangiu Publishing House, Bucharest, 2006;

• Şinca, F., From the history of Romanian Police, The RCR Print Publishing House,

Bucharest 2006;

• Ştefănescu, C., Methodologic road troghout the scientific managerial research, The

Alma Mater Publishing House, Sibiu, 2006;

• Tatu, L.; Panaite, A.; Dragotă, V.; Stoian, A. and Vasilescu, D., Local finances and

public institutions, The Aner Publishing House, Bucharest, 2002;

• Terry, G.J., Principles of management, Ed. Richard, Homewood, 1964 ;

• Torrington, D., Hall, L., Personnel Management:HRM in Action Prentice – Hall

International, London, 1995;

• Turner, R. J., Simister, S. J., Gower manual of project manajement, The Codecs

Publishing House, Bucharest, 2000;

• Ţepoi, M.; Radu, C. şi Susana, M., Organizational management organizational in the

integration of Romania to the UE process context , The Tehnopress Publishing House,

Iaşi, 2005;

• Vasile, P., Neagu, I., Constantin, C., The managers and their role in the process to the

establishement of the structural­organizatoric elements of the firm , The Sitech

Publishing House, Craiova, 2007;

• Verboncu, I., Management, The didactic and Pedagogică Publishing House, Bucharest,

1992;

• Verboncu, I., (coord.), Public Management, The Universitary Publishing House,

Bucharest, 2005 ;

• Verboncu, I., Management. Questions and answers, The Holding Reporter Publishing

House, Bucharest,1996;

• Verboncu, I., How do we lead? A methods guide for managers, The Technic Publishing

House, Bucharest, 1999;

• Vida, I., The executive power and the public administration, The Official Monitor

Publishing House, Bucharest, 1994;

65

• Vlăsceanu, L., Zamfir, C., Sociology dictionary, The Babel Publishing House,

Bucharest, 1996;

• Voicu, C., Sandu, F., The organization management in the public order domain, The

Interns Ministry Publishing House, Bucharest, 2000;

• Voicu, C., Prună, P., The organizational management of Police: Theoretical

fundaments, The Mediauno Publishing House, Bucharest, 2007;

• Voicu, C., Prună, P., The police managementul , The Mediauno Publishing House,

Bucharest, 2004,

• Voicu, M., Introduction in European law, The Juridical Universe Publishing House,

Bucharest, 2007;

• Wallerstein, I., The modern social system, The Meridiane Publishing House, Bucharest,

1992;

• Weber, M., Economy and Society, Bedminster, New York. 1968;

• Weber, M. The protestant ethics and the spirit of capitalism, The Humanitas Publishing

House, Bucharest, 1993;

• Wilson, W., McLaren, R., Police Administration, The McGraw­Hill,New York, 1972

• Zamfir, E., şi Zamfir, C., Social policies. Romania in the european context, The

Alternative Publishing House, Bucharest , 1996.

PERIODICAL PUBLICATIONS

• Romania Statistic Annual, The Statistic National Institute, Bucharest, 2007;

• Economic Problems, The Economic Information and Documentation Center, Bucharest,

2006­ 2008 (collection);

• The Economic Amphitheatre Magazine – collection (2004­2008);

• The Economic Engeneering and Management Magazine – collection (2004­2007);

• The International Compared Management Magazine – collection (2004­2007).

LEGISLATION

• Law nb. 94/1992 refering to The Romanian Accounts Court, issued in Of. M. nb.

224/1992;

• Law nb. 41/1994, refering to The Romanian Radio System Reorganization, issued in Of.

M. nb. 153/1994;

66

• Law nb. 47/1994, refering to The Romanian Presidency Organization and Function,

issued in Of. M. nb. 12/2001

• Law nb. 84/1995, refering to The Education, Research and Youngs Ministry

Organization and Function, issued in Of. M. nb. 167/1995;

• Law nb. 189/1998, refering to The local public finances, issued in Of. M. nb.

404/10.07.1998;

• Law nb. 191/1998, refering to The Protection and Guard Service Organization and

Function, issued in Of. M. nb. 402/1998;

• Law nb. 215/2001, refering to The Local Public Administration, issued in Of. M. nb.

204/2001;

• Law nb. 202/2002, refering to The National agency for Equal Chances, issued in Of. M.

nb. 301/2002;

• Law nb. 218/2002, refering to The Romanian Police Organization and Function , issued

in Of. M. nb. 315/2002;

• Law nb. 415/2002, refering to The Suprem Council for Country Defence Organization

and Function, issued in Of. M. nb. 494/2002;

• Law nb. 500/2002, refering to public finances, issued in Of. M. nb. 597/15.04.2002;

• Law nb. 504/2002, refering to audio­video communication, issued in Of. M. nb.

534/2002;

• Law nb. 161/2003, refering to some measures for the transparency assurance in the

public functions and in bussiness domain exercise, the prevention and

sanction of corruption, issued in Of. M. nb. 279/21.04.2003

• Law nb. 356/2003, refering to The Romanian Cultural Institute Organization and

Function, issued in Of. M. nb. 529/2003;

• Law nb. 7/2004, refering to The public officers conduct code, issued in Of. M. nb.

157/23.02.2004;

• Law nb. 312/2004 refering to The Romanian National Bank Status, issued in Of. M. nb.

582/2004;

• Law nb. 371/2004, refering to The reorganization of the Public Guard Corps, issued in

Of. M. nb. 878/2004;

• G.O. nb. 57/2002, refering to the scientific research and technologic developement,

issued in Of. M. nb. 643/2002;

• G.D. nb. 411/2004, refering to The National Youngs Authority , issued in Of. M. nb.

275/2004;

67

• G.D. nb. 100/2004 refering to The External Affairs Ministry Organization and Function,

issued in Of. M. nb. 126/2004;

• G.D. nb. 361/2007, refering to The Development, Public Services and Accomodations

Ministry Organization and Function, issued in Of. M. nb. 285/2007;

• G.D. nb. 368/2007, refering to The Environment and Sustainable Development Ministry

Organization and Function , issued in Of. M. nb. 284/2007;

• G.D. nb. 385/2007, refering to The Agriculture and Rural Developement Ministry

Organization and Function , issued in Of. M. nb. 282/2007

• The Regulation of Organization and Function of the Public Officers National Agency,

issued in Of. M. nb. 410/2003 ;

• The Anexx from 05.05.2004, regarding the up­to­date Romanian Government regarding

the public administration reform acceleration, 2004­2006, issued in Of. M.

nb. 542/17.06.2004.

Relevant consulted internet sites

www.presidency.ro;

www.mae.ro;

www.madr.ro;

www.edu.ro; www.mie.ro;

www.mmediu.ro;

www.csat.presidency.ro;

www.spp.ro; www.sts.ro;

www.bc.politiaromana.ro

www.primarie6.ro;

www.bibnat.ro;

www.srr.ro;

www.impozitelocale1.ro;

www.csa­isc.ro;

www.cna.ro;

www.gnm.ro; www.icr.ro;

www.mct­excelenta.ro;

www.e­tineret.ro;

www.cncd.ro;

www.anes.ro;

www.cnabdep.mai.gov.ro

www.aspb.ro;

www.primaria.dej.ro;

www.cciasb.ro;

www.itmbucuresti.ro;

68

www.vilcea­insse.ro;

www.hih.ro;

www.unibuc.ro;

www.europa.eu.int;

www.europeana.ro;

www.infoeuropa.ro;

www.entovation.com;

www.london.gov.uk;

www.geocities.com;

www.st.dumitru.org;

www.pmb.ro;

www.prefecturabucuresti.ro

TABLES LIST

Table 1.1 Major management approaches applicable in public management – Chapter I, pg. 18;

Table 1.2 The instituional communication strategy – Chapter I, pg. 32;

Table 1.3 Communication networks – Chapter I, pg. 42;

Table 1.4 Diffrences between the flat organizations and the high hyerarchic ones – Chapter I, pg. 45;

Table 1.5 Conceptions regarding the traditional and the present management – Chapter I, pg. 51;

Table 1.6 The organizational policies dimensions – Chapter I, pg. 57;

Table 2.1 Management models – Chapter II, pg. 106, 107;

Table 2.2 Predictive techniques, used in objective establishement – Chapter II, pg. 112;

Table 2.3 Stages in the creation process – Chapter II, pg. 114;

Table 2.4 The hyerarchical nature of the objectives and of the decision making levels – Chapter II,

pg. 116;

Table 3.1 Juridic instruments used by the European Union in competences exercise – Chapter III,

pg. 129;

Table 3.2 The European Union Treaties – Chapter III, pg.130;

Table 3.3 Seats distribution in the European parliament for the period 2007­ 2009, Chapter III, pg.

145;

Table 3.4 Votes weight inside the European Union Council in the period 2007­2009, Chapter III, pg.

147;

Table 4.1 Preparatory stages until starting an investition project execution ­ Chapter IV, pg. 186;

Table 4.2 The total incomes structure for the city budget in the year 2006 ­ Chapter IV, pg. 189;

Table 4.3 The total budget spendings structure of the city in the year 2006 ­ Chapter IV, pg. 192;

Table 4.4 The measure in which the public administration is being submited to a large reform

process – Chapter IV, pg.195;

Table 4.5 The actors involved in the public administration reform process – Chapter IV, pg.197;

Table 4.6 Public administration reform succesfull management – Chapter IV, pg.219.

70

FIGURES LIST

Figure 1.1 Institutions of the central public administration ­ Chapter I, pg. 19;

Figure 1.2 The main significations of the communication ­ Chapter I, pg. 22;

Figure 1.3 The definitory elements of the communication ­ Chapter I, pg. 23;

Figure 1.4 The communication process ­ Chapter I, pg. 24;

Figure 1.5 Constitutive elements in the communication general diagram ­ Chapter I, pg. 25;

Figure 1.6 Communication typology in bussiness management ­ Chapter I, pg. 27;

Figure 1.7 The correlation communication – perception and expression of the initial information by

the subject ­ Chapter I, pg. 28;

Figure 1.8 Thinking – writing relation in communication ­ Chapter I, pg. 30;

Figure 1.9 The general diagram of the managerial organization ­ Chapter I, pg. 35;

Figure 1.10 The succession of the organizational model and configurations ­ Chapter I, pg. 38;

Figure 1.11 The methodology diagram for an organizatoric structure retionalization ­ Chapter I, pg.

40,41;

Figure 1.12 The influence of the hyerarchic weight on the levels and managers number ­ Chapter I,

pg. 46;

Figure 1.13 The network organization ­ Chapter I, pg. 48;

Figure 1.14 The interdependences of the public management ­ Chapter I, pg. 50;

Figure 1.15 The interdependences of the management functions ­ Chapter I, pg. 52;

Figure 2.1 The principles of public administration ­ Chapter II, pg. 78;

Figure 2.2 Directions and objectives of the personnels diagnosis ­ Chapter II, pg. 104;

Figure 2.3 The labour force planning process ­ Chapter II, pg. 105;

Figure 2.4 The diagnosis process ­ Chapter II, pg. 108;

Figure 2.5 The conception process ­ Chapter II, pg. 109;

Figure 2.6 The management process ­ Chapter II, pg. 110;

Figure 2.7 The managerial decision level ­ Chapter II, pg. 116;

Figure 3.1 The integration process stages 1951­1999 ­ Chapter III, pg. 127;

Figure 3.2 The institutional structure according to the first pillar ­ Chapter III, pg. 131;

Figure 3.3 The visualization of the Amsterdam Traty using the 3 pillars ­ Chapter III, pg. 134;

Figure 3.4 The integration process stages 2000­2003 ­ Chapter III, pg. 135;

71

Figure 3.5 The direct ellection stages for the European Parliament with the participation of the 10

new state members in the year 2004 ­ Chapter III, pg. 138;

Figure 3.6 The European Council Bodies ­ Chapter III, pg. 143;

Figure 3.7 The European Parliament organization chart ­ Chapter III, pg. 146;

Figure 3.8 The European Union Council organization chart ­ Chapter III, pg. 148;

Figure 3.9 The European Union Council organization chart ­ Chapter III, pg. 149;

Figure 3.10 The Justice European Court organization chart ­ Chapter III, pg. 150;

Figure 3.11 The multi­level system of the European Union ­ Chapter III, pg. 153;

Figure 3.12 The multi­level system of the European Union ­ Chapter III, pg. 154;

Figure 3.13 Decisive factors of the E.C. politic in the state members ­ Chapter III, pg. 155;

Figure 4.1 Bucharest – the Small Paris, Chapter IV, pg. 182;

Figure 4.2 Bucharest – an european capital, Chapter IV, pg. 182;

Figure 4.3 The Bucharest City Mayoralty Building, Chapter IV, pg. 184;

Figure 4.4 The functions clasifications of the expences in the city budget – Chapter IV, pg. 190;

Figure 4.5 The measure in which the public administration is being submitted to a large reform

process ­ Chapter IV, pg. 195;

Figure 4.6 The organizatoric structure of the Bucharest City Prefect’s Office ­ Chapter IV, pg. 211;

Figure 4.7 The Common Assesment Framework model (CAF) ­ Chapter IV, pg. 220;

Figure 4.8 The creation and implementation process for the human capital strategy ­ Chapter IV, pg.

226;

Figure 4.9 Directions and elements of the creation process for the human capital management

purposes ­ Chapter IV, pg. 227;

Figure 4.10 The four elements of the human capital motivation in the innovational organization ­

Chapter IV, pg. 230.

72

ANEXXES LIST

ANEXX 1 – Romanian Government organization chart;

ANEXX 2 – Communication channels;

ANEXX 3 – Morphological types of organizatoric structures;

ANEXX 4 – Physiological types of organizatoric structures;

ANEXX 5 – Managerial prectices generations succession ;

ANEXX 6 – Specific indicatives and indexes – compared cantitative analyse;

ANEXX 7 – The Romanian Presidency organization chart;

ANEXX 8 – The Romanian National Bank organization chart;

ANEXX 9 ­ The Romanian Accounts Court organization chart;

ANEXX 10 – The External Affairs Ministry organization chart;

ANEXX 11 – The Agriculture and Rural Developement Ministry organization chart;

ANEXX 12 – The Education, Research and Youngs Ministry organization chart;

ANEXX 13 – The Developement, Public Services and Accomodations Ministry organization

chart;

ANEXX 14 – The Environment and Sustainable Developement Ministry organization chart;

ANEXX 15 – The C.S.A.T. Secretariate organization chart;

ANEXX 16 – The Guard and Protection Service organization chart;

ANEXX 17 – The Special Telecommunications Service organization chart;

ANEXX 18 – The Bacau County Police Inspectorate organization chart;

ANEXX 19 – The Community Police of the 6th sector, Bucharest organization chart;

ANEXX 20 – The Romanian National Library organization chart;

ANEXX 21 – The Romanian Radio System Society organization chart;

ANEXX 22 – The Ensurance Supervising Committee organization chart;

ANEXX 23 – The Audio­video National Council organization chart;

ANEXX 24 – The National Environment Guard organization chart;

ANEXX 25 – The Romanian Cultural Institute organization chart;

ANEXX 26 – The National Scientific Research Authority organization chart;

ANEXX 27 – The National Youngs Authority organization chart;

ANEXX 28 – The National Council against the Discrimunation organization chart;

ANEXX 29 – The National Agency for Equal Chances organization chart;

73

ANEXX 30 – The National Center for Pople’s Record Data Bases Administration

organization chart;

ANEXX 31 – The Public Health Authority Bucharest organization chart;

ANEXX 32 – The Bucharest City Prefect’s Office organization chart;

ANEXX 33 – The Dej City Mayoralty organization chart;

ANEXX 34 – The Market, Industry and Agriculture Chamber Sibiu organization chart;

ANEXX 35 – The Local Taxes Direction Sector 1­ Bucharest organization chart;

ANEXX 36 – The Teritorial Labour Inspectorate Bucharest organization chart;

ANEXX 37 – The Bucharest City Mayoralty organization chart;

ANEXX 38 – The Valcea Statistic County Direction organization chart;

ANEXX 39 – The Health Ensurance Hause Iaşi organization chart;

ANEXX 40 – The co­decision procedure

ANEXX 41 – The cooperation procedure

ANEXX 42 – The consulting procedure

ANEXX 43 – The way in Which the european institutions function

ANEXX 44 – The Mayoralty of London City – atributions, competences, decisions

ANEXX 45 – The Mayoralty of London City organization chart

ANEXX 46 – The Directions of the Bucharest City Mayoralty

ANEXX 47 – The Mayoralty of Bucharest City at 01.07.2008 organization chart

ANEXX 48 ­ Authorization to build/demolish;

ANEXX 49 – Demand for the release of the Authorization to build/demolish;

ANEXX 50 – Anexx to the demand for the release of the Authorization to build/demolish;

ANEXX 51 – Urbanism certificate;

ANEXX 52 ­ Demand for the release of the urbanism certificate ;

ANEXX 53 ­ Demand for the renew the urbanism certificate;

ANEXX 54 ­ Technical execution card for the release of the Unique Agrement;

ANEXX 55 – Start Working Card;

ANEXX 56 – Panel identification form;

ANEXX 57 ­ Technical execution card for the release of the Unique Agrement;

ANEXX 58 ­ Technical execution card for the release of the Unique Agrement to obtain the

environment permit;

ANEXX 59 – Technical execution card for the release of the Unique Agrement to obtain the

sanitary permit;

74

ANEXX 60 ­ Technical execution card for the release of the Unique Agrement to obtain the

gases coupling permit ;

ANEXX 61 ­ Technical execution card for the release of the Unique Agrement to obtain the

water­sewer permit;

ANEXX 62 ­ Technical execution card for the release of the Unique Agrement to obtain the

telecommunications instalations permit;

ANEXX 63 ­ Technical execution card for the release of the Unique Agrement to obtain the

fire prevention and extinction permit;

ANEXX 64 – Permit for civil protection.