Fluxul decizional in organizatia de tip camp sportiv

STUDIU PRIVIND IDENTIFICAREA DIMENSIUNILOR CULTURALE PRIVIND

Cuvinte cheie: areal cultural, camp management, management intercultural

Introducere:

Lucrarea de fata isi propune sa identifice influentele specificitatii culturale asupra fluxurilor manageriale decizionale intr-un camp sportiv. Aceasta influenta este analizata prin prisma dimensiunilor culturale elaborate de G. Hofstede, F. Trompenaas si Ed. Hall. Acest efort reprezinta o cercetare-pilot in vederea elaborarii unei metodologii de evaluare a managementului intercultural al camp-urilor sportive din Romania.

Scop si ipoteza

Cercetarea de fata urmareste sa identifice elementele componente ale specificitatii culturale dintr-un camp sportiv care vizeaza activitatea managerului, a echipei managerial si atitudinea angajatilor.

Am initiat cercetarea noastra pornind de la ipoteza ca exista si pot fi analizate elementele referitoare la dimensiunile elaborate de autorii sus mentionati la nivelul unui camp sportiv. Prin analiza calitativa si cantitativa vom observa dinamica influentelor culturale in actul managerial al campului sportiv din arealul geo-cultural Moldova, Romania. 

Subiecti

Lotul de cercetare cuprinde 14 subiecti reprezentati ai staff-ului managerial din camp-ul pilot studiat. Grupul supus studiului este impartit in doua categorii: staff managerial cu experienta redusa (20-40 ani) si staff cu experienta bogata (41-60 ani). Obiectul principal de studiu și de comparație a fost reprezentat de tabara Oglinzi Targu Neamt situata la 4 km de orasul Targu Neamt si la 49 km de municipiul Piatra Neamt. Este inconjurata pe trei laturi de padure si ofera spatiu pentru odihna, plimbare, practicarea sporturilor de orientare, atletism si cantonamente sportive. Suprafata totala este de aproximativ 1,8 ha. Ofera posibilitatea inchirierii spatiilor proprii pentru diferite evenimente, precum și posibilitatea cunoasterii arealului geografic si a traditiilor din zona, prin participarea la excursii, drumetii, vizite la diferite locatii culturale, intrucat oferta turistica este una foarte diversa, dintre care amintim excursii, drumetii, orientare turistica la manastirile, monumentele, rezervatiile naturale din zonele limitrofe.

Metoda

Subiectii din cele doua categorii cercetate au fost supusi chestionarului H2 2006 utilizat pentru evaluarea culturii organizationale, dupa modelul lui Hofstede (cu indice de fidelitate Alpha Cronbach de cel putin 0,65 pentru fiecare dintre cei cinci factori).  Rezultatele au fost apoi analizate calitativ si cantitativ utilizand programul de analiza statistica SPSS - versiunea 17. Am inceput studiul nostru asupra acestui camp prin aplicarea analizei SWOT pentru a contribui la stabilirea unor noi obiective si strategii, precum si la planificarea acestora. Ideea adiacenta este de a profita de combinatia dintre atuuri si oportunitati, evitand sau atenuand combinatia punctelor slabe si a amenintarilor.

Un concept pe care nu il putem ocoli in demersul nostru este specificitatea culturala. Din punctul de vedere al prof. Dumitru Zait "specificitatea culturala poate fi recunoscuta prin elemente de natura comportamentala, atitudinala sau ca pozitie fata de actiune si nu numai prin raportare mai mult sau mai putin generica la un anumit sistem de norme si valori culturale. Individul apartinand de un grup sau de o entitate culturala (tara, regiune, etnie, religie etc.) este dominat de anumite precepte, cutume sau traditii, dar si de acumulari mostenite sau capatate in timp prin simpla lui apartenenta la respectiva comunitate." (revista Management Intercultural, anul IX, nr. 17/2008, p.47)

Specificitatile culturale, adeseori, constituie bariere in comunicare si dau nastere la diverse gafe si neintelegeri. Constientizarea acestor specificitati este un prim pas catre o comunicare eficienta si crearea unei atmosfere pozitive intr-un grup format din membri proveniti din culturi diferite. Ințelegerea diferentelor culturale este deosebit de utila si pentru punerea la indoiala a propriilor ipoteze despre cum ar trebui facute lucrurile "corect" si utilizarea acestor diferente ca pe o oportunitate de a invata noi abordari pentru rezolvarea problemelor.

Studiile in domeniul Managementului Intercultural pot fi realizate selectand din multitudinea de metode si tehnici existente pe cele mai potrivite, care pot scoate in evidenta aspectele principale urmarite de cercetator. Prin studiile efectuate, cercetatorii au dezvoltat modele de analiza a influentelor diferentelor culturale in management - managementul organizatiilor. Primul model la care s-a facut referire este cel realizat de Geert Hofstede.

Cultura nationala, conform modelului de analiza elaborat de Geert Hofstede, poate fi caracterizata prin cele cinci dimensiuni, si anume:

Distanta fata de Putere: Mare/Mica - pozitia angajatilor fata de repartitia inegala sau ierarhizata a puterii in organizatii;

Individualism/Colectivism - accentul pus pe nevoile si dezvoltarea individuala sau pe nevoile si dezvoltarea grupului, a colectivitatii (prioritatea acordata individualului sau a colectivului); 

Masculinitate/Feminitate - gradul in care oamenii prefera valori dominante "masculine", ca certitudine, independenta, detasare, sau valori dominate "feminine", ca egalitate, interdependenta, calitate a vietii, amabilitate;

Controlul Incertitudinii: Ridicat/Redus - gradul in care oamenii percep situatiile in schimbare sau ambigui ca fiind amenintatoare, solicitand controlului acestora sau, dimpotriva, vazandu-le ca forme de libertate, ca oportunitati, sanse de realizare;

Orientarea in Timp: Lung/Scurt - tendinta membrilor unei colectivitati de a avea o perspectiva pragmatica, orientata spre viitor, de anticipare si actiune prospectiva sau o tendinta istorica, pe termen scurt, ancorand prezentul in trecutul valorizant sau nu.

Fons Trompenaars considera ca o cultura se diferentiaza de alta prin specificitatea solutiilor pe care le impune in rezolvarea problemelor existente. Astfel, el leaga solutiile prezente in orice cultura de:

Universalism/Particularism - masura in care individul este directionat si de codul (regulile, principiile) si "standardele universale" ale culturii existente, reflectate de propriile norme, valori si atitudini.

Individualism/Colectivism - reflectata de antiteza dintre propriile noastre aspiratii si telul sau obiectivele grupului cu care coexistam.

Neutru/Afectiv - modul in care indivizii reactioneaza fata de evenimentele care se succed zilnic, emotional, sentimental - afectiv sau logic, rational - neutru.

Specific/Difuz - nivelul de interes aratat altor indivizi, precum si modul in care ne manifestam fata de semeni, dar si feed-back-ul pe care il primim, prin atitudinea si implicarea celor de langa noi in spatiul nostru (spatiu: privat si public).

Statut Castigat/Atribuit - modul in carte o persoana este apreciata in raport cu alte persoane, fiind conditionat de elemente cum ar fi: marimea organizatiei, religia dominanta in cultura respectiva, gradul de dezvoltate economica.

Atitudine fata de timp - modul cum indivizii anumitor societati percep timpul caracterizeaza culturi orientate spre trecut, culturi orientate spre prezent si culturi orientate spre viitor.

Relatiile omului cu natura - modul in care culturile se diferentiaza intre ele prin prisma atitudinii pe care o au membrii colectivitatii respective fata de natura - culturi in care omul domina natura si culturi in care omul traieste in armonie cu natura.

Dimensiunile culturale cercetate de Edward Hall sunt:

Spatiul: Redus/Mare - acest factor analizeaza spatiul din punct de vedere al perimetrului sau arealului in care individul isi desfasoara activitatea de zi cu zi. Acest spatiu, ce poarta numele de spatiu personal, este intersectat de semenii sai si ii poate provoca stari diferite: reactie sau, dimpotriva, indiferenta.

Comunicarea de tip: Context sarac/Context bogat  - comunicarea poate avea efectul scontat doar daca exista un feed-back in ceea ce priveste bogatia vocabularului. Mai bine spus cu cat flexibilitatea lingvistica este mai mare (in unele societati, culturi), cu atat ideea formulata in cultura care se doreste a fi inteleasa va duce la interpretari multiple (conținut sarac).

Timpul: Monocronic/Policronic - timpul monocronic este specific culturilor cu o activitate secventiala in care evenimentele se deruleaza intr-o succesiune prestabilita, iar timpul policronic reflecta culturile a caror activitate se deruleaza sincron.

Relatiile Reduse/Ridicate dintre indivizi in societate - exista culturi care considera legaturile dintre indivizi ca fiind reduse pe fondul lipsei de incredere, suspiciunii, fricii "emanate" de cei din societate si culturi care acorda incredere ridicata indivizilor, pe care ii considera buni, iar oamenii cu atitudini comportamentale indoielnice se pot modela dupa cei buni.

Atitudinea interdisciplinara ne obliga sa ne ocupam de problema definirii culturii din perspectiva asocierii critice a informatiilor pe care ni le ofera diverse abordari. Pentru a da un continut semnificativ culturii trebuie decupata o harta a definitiilor acesteia, chiar daca in nenumarate randuri clarificarile conceptuale se dovedesc antagonice si este dificil de identificat o constanta.

Una dintre cele mai cunoscute tipologii ale culturii, este cea elaborata de Handy (1985) care a identificat patru culturi tipice.

Prima este "Cultura Puterii" pe care o putem gasi in camp-uri mici (ca numar de angajati, clienti, areal). Aceasta cultura are o sursa centrala de putere sau influenta care emana din ea. Camp-ul lucreaza in principal pe baza de precedent si anticiparea dorintelor si deciziilor sursei centrale de putere. De obicei exista putine reguli si proceduri, iar controlul este exercitat de figura centrala (manager), fie prin selectarea de oameni cheie, fie prin "raiduri" de la (sau "convocari" ) centru. Aceasta cultura este rapida in reactii la schimbarile din mediu, dar depinde in mare masura de calitatea figurii centrale si, in consecinta, sufera de probleme de succesiune.

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"Cultura Rolului" (sau birocratia) este al doilea tip de cultura organizationala si structura ei este reprezentata de un "templu grec". Aceasta cultura se bazeaza pe logica, ratiune si putere. Camp-ul este coordonat de un grup restrans de manageri de varf, care formeaza baza templului. In aceasta cultura, rolul este mai important decat persoana care detine postul, iar performanta nu este punctul forte al organizatiei. Aceasta cultura este adecvata mediilor stabile si schimbarilor lente.

Al treilea tip este "Cultura Sarcinii" care este orientata spre post sau proiect si este reprezentata prin structura "retea" sau "matrice". Accentul aici se pune pe ducerea sarcinii la bun sfarsit, si, in consecinta, aceasta cultura cauta sa adune resursele adecvate, oamenii potriviti de la nivelul potrivit din organizatie, si sa-i lase sa-si indeplineasca sarcina. Forma principala a puterii este o "putere" a expertului' larg dispersata si cultura este tipizata de un ethos al echipei. Aceasta cultura este extrem de adaptabila si flexibila. Cultura finala este una extrem de rara in organizatii.

In "Cultura Persoanei", individul (angajatul camp-ului sportiv) reprezinta centrul. Aceasta poate exista doar acolo unde nu exista un tel global. Structura este in mod deliberat tinuta la nivel minimal si poate fi reprezentata ca un "ciorchine". In aceasta cultura, mecanismele de control si ierarhiile manageriale ale camp-ului nu sunt posibile datorita gradului inalt de autonomie individuala.

Cultura unui camp devine evidenta atunci cand este comparata cu cea din alte organizatii de acelasi tip sau cand este supusa unor schimbari. Cultura camp-ului devine stabila in timp, deoarece este compusa din valori, norme si credinte de baza. Ea este determinata istoric, reflectand evolutia, in timp, a organizatiei. Astfel, cultura organizationala rezista fluctuatiilor de personal (din alt areal cultural), asigurand continuitate culturala organizatiei. Promovarea culturii de catre staff-ul managerial la nivelul tuturor departamentelor contribuie la crearea de satisfactie pentru angajati si la sporirea performantei pentru camp.

Concluzii

Interesul scazut pentru cunoasterea influențelor culturale asupra fluxului decizional, analiza si intelegerea specificitatii culturale locale (zonale), poate conduce la atitudini si comportamente nepotrivite. Recunoasterea si acceptarea de catre manager a specificitatii dar si a diferentelor culturale ofera acestuia capacitatea de a controla si conduce in mod eficient organizatia si oamenii acesteia. Pentru a avea o activitate eficienta in zona Moldovei, un manager nu poate face abstractie de specificitatile culturale regionale si de valorile dupa care se conduc preponderent locuitorii acestei regiuni. Prin urmare, acest manager, indiferent de zona din care provine, va trebui sa se muleze pe profilul de manager asteptat si investit cu autoritate si respect de angajatii moldoveni.

Bibliografie:

Bosscher V. De, Knop P. De, Bottenburg M. Van, Shibli S., Bingham J., Explaining international sporting success: An international comparison of elite sport systems and policies in six countries, Sport Management Review, Vol. 12, pg. 113-136, 2009;

Smith A., Stewart B., The special features of sport: A critical revisit, Sport Management Review, Vol. 13, pg. 1-13, 2010;

Emery P., Past, present, future major sport event management practice: The practitioner perspective, Sport Management Review, Vol. 13, pg. 158-170, 2010;

Kim Y.Y., Intercultural personhood: Globalization and a way of being, International Journal of Intercultural Relations, Vol. 32, pg. 359-368, 2008;

Luijters K., Van der Zee K.I., Otten S., Cultural diversity in organizations: Enhancing identification by valuing differences, International Journal of Intercultural Relations, Vol. 32, pg. 154-163, 2008;

Weigl R.C.,  Intercultural competence through cultural self-study: A strategy for adult learners, International Journal of Intercultural Relations, Vol. 33, pg. 346-360, 2009;

Zakus D.H., Critical and Ethical Thinking in Sport Management, Sport Management Review, Vol. 10, pg. 133-158, 2007;

Constantinescu D., Ogarca R., Barbu C., Bocean C., Baloi C. Management. Funcții.

Structuri. Procese, Editura Universitaria Craiova, 2008

Nica, P., Iftimescu, A. Management - suport de curs, Editura Universitatii "Al. I. Cuza"        Iasi, 2006

Zait, D., Spalanzani A. Cercetarea in economie si management, Editura Economica,            Bucuresti, 2006

STUDY ON THE IDENTIFICATION OF CULTURAL DIMENSIONS RELATED TO THE DECISION FLOW IN THE SPORTS CAMP ORGANIZATION

Lecturer PhD., Nichifor Florin "Alexandru Ioan Cuza" University of IASI, ROMANIA

Lecturer PhD., Dumitru Iulian "Alexandru Ioan Cuza" University of IASI, ROMANIA

Key words: cultural area, camp management, intercultural management

Abstract

This paper aims to identify the influences of cultural specificity upon the managerial decision flows within a sports camp. This influence is analyzed from the perspective of cultural dimensions, elaborated by G. Hofstede, F. Trompenaas, and Ed. Hall. This effort represents o pilot research aiming to elaborate methodologies for assessing the intercultural management of the sports camps in Romania.

Purpose and hypothesis

The purpose of this research is to identify the composing elements of the cultural specificity within a sports camp, regarding the activity of the manager, of the managerial staff, and the employees' attitude. We started the research from the hypothesis that there exist and that we can analyse the elements referring to the dimensions elaborated by the abovementioned authors at the level of a sports camp. The qualitative and quantitative analyses will illustrate the dynamics of cultural influences upon the managerial side of sports camps within the geo-cultural area of Moldavia, Romania.

Subjects

The research sample comprises 14 subjects, representatives of the managerial staff for the pilot camp that we studied. The group is divided into two categories: the low experienced managerial staff (aged 20-40) and the high experienced managerial staff (aged 41-60). The main object of study and comparison was represented by the Oglinzi Targu Neamt camp situated 4 km from the city of Targu Neamt and 49 km from the city of Piatra Neamt. Woods surround it from three directions and it offers space for recreation, walking, practicing orientation sports, athletics and sports training. The total surface is about 1.8 ha. Its own spaces can be rented for various events; also, there is the possibility to know better the geographic area and the traditions in the area, by trips, travels, visits to various cultural locations. This way, there is a very diverse cultural offer; in this sense, we mention trips, travels, tourist orientation for the monasteries, monuments and natural reservations of the bordering areas.

Methods

The subjects of the two categories were applied the H2 2006 questionnaire, used to assess the organizational culture, after Hofstede's model (with an Alpha Cronbach index of reliability of at least 0.65 for each of the five factors). The results were then quantitatively and qualitatively analyzed using the SPSS - version 17 statistical analysis program.

We have begun the study on this camp by applying the SWOT analysis in order to contribute to setting and planning new objectives and strategies. The adjacent idea is to take advantage of the combination between advantages and opportunities, by avoiding or reducing the combination between weak points and threats.

In our endeavour, we cannot ignore the concept of cultural specificity. From the perspective of Prof. Dumitru Zait, "one can identify cultural specificity through behavioural or attitudinal elements, or as the position towards action, and not only through a more or less generic relation to a certain system of cultural norms and values. The individual belonging to a cultural group or entity (country, region, ethnic group, religion, etc) is dominated by certain precepts, customs and traditions, as well as by accumulations inherited or acquired in time just because one belongs to that community" (Management Intercultural, year IX, no. 17/2008, p. 47).

Often, cultural specificities constitute barriers in communication and they can lead to various gaffes and misunderstandings. Becoming aware of these specificities is a first step towards an effective communication and towards the creation of a positive atmosphere in a group comprising members with different cultural backgrounds. It is very useful to understand the cultural differences and to question one's own hypotheses on how things should be done "correctly". These differences should be used as an opportunity to learn new problem-solving approaches.

The studies in the field of Intercultural Management can be done by selecting - from the multitude of methods and techniques - the most adequate ones that can emphasize on the main aspects on which the researcher focuses. Through their studies, the researchers have developed analysis models for the influences of cultural differences in management - organizational management. The first model referred to is the one elaborated by Geert Hofstede.

The following five dimensions can characterize the national culture, according to the analysis model elaborated by Geert Hofstede:

Power Distance: High/Low - the employees' position towards the power inequality or hierarchy within organizations;

Individualism/Collectivism - there is a focus on the individual needs and development or the needs and development of the group or of the collective (priority for the individual versus for the group);

Masculinity/Femininity - the extent to which people favour "masculine" dominant values, such as dominance, assertiveness and independence, or "feminine" values, such as equality, interdependence, quality of life, gentleness;

Uncertainty avoidance: High/Low - the degree to which people in societies fear ambiguous situations and try to avoid them by establishing formal rules to control them, or, on the contrary, they consider them forms of freedom, opportunities, chances to succeed;

Long-term orientation: High/Low - it refers to the tendency of collective members to have a pragmatic, forward-oriented, pro-active perspective and to act prospectively or, on the contrary, to a short-term, historical tendency, by anchoring or not the present in the valorising past.

Fons Trompenaars believes that cultures are differentiated by the specificity of the solutions found to solve problems. This way, he relates the solutions found in any culture to the following dimensions:

Universalism/Particularism - the extent to which the individual is also oriented by the code (rules, principles) and "universal standards" of the existing culture, reflected by his own norms, values and attitudes.

Individualism/Collectivism - reflected by the antithesis between our own aspirations and the purpose or objectives of the group we co-exist with.

Neutral/Affective - the way in which individuals react to everyday events: emotionally, sentimentally, affectively or, on the contrary, logically, rationally, neutrally.

Specific/Diffuse - it focuses on how we emphasize notions of privacy and access to privacy, as well as on the feed-back we receive, through the attitude and involvement of the others in our space (space: private and public).

Achievement/Ascription - the methods used by a person to acquire status. It is conditioned by elements such as size of the organization, dominant religion of that culture or degree of economic development.

Time dimension - the way in which individuals in various societies perceive time characterizes past-oriented cultures, present-oriented cultures and future-oriented cultures.

Internal versus External Control - the way in which cultures differentiate by the attitude of their members towards nature - cultures where man dominates over nature and cultures where man lives in harmony with the nature.

The cultural dimensions researched by Edward Hall are presented below:

Personal space: Reduced/Large - this factor analyzes space from the perspective of the perimeter or area where the individual lives. The others intersect this space - called personal space - and this may lead to various states: response or, on the contrary, indifference.

Communication: Low context/High context - communication reaches its purpose only if there is a feedback regarding the richness of the vocabulary. In other words, there is a direct relation between high linguistic flexibility (in certain societies and cultures) and the idea formulated in that culture, which leads to multiple interpretations (low context).

Time: Monochronic/Polichronic - monochronic time is specific to cultures where time is experienced and used in a linear way, such as a road from past into the future; polychronic time, on the other hand, means the involvement of several things at once.

Close/Distant relationships between individuals in the society - there are cultures that consider the relationships between individuals as distant, due to lack of confidence, to suspicion, to the fear "emanated" by the members of the society. On the other hand, there are cultures that trust the individuals, considering them good, and people with doubtful behavioural attitudes can follow the example of good people.

The interdisciplinary attitude forces us to deal with the issue of defining culture from the perspective of the critical association of information provided by various approaches. In order to give a significant content to culture, we have to "cut out" a map of its definitions though, repeatedly, conceptual clarifications turn out to be antagonistic and it is difficult to find a constant from this standpoint.

One of the best- cultural typologies is the one elaborated by Handy (1985), who identified four types of cultures.

The first is "Power Culture" to be found in small camps (as number of employees, clients, area). This culture has a central source of Power or influence in a web-like way. The camp usually functions by precedents and by anticipating the desires and decisions of the central source of Power. Usually, there are only few rules and procedures to follow, and the control belongs to the central figure (the manager), to designated key-people, through "raids" from ("or summons") the centre. This culture is very flexible and quick to change, but it largely depends on the quality of the central figure, thus always having succession issues.

"Role Culture" (or bureaucracy) is the second type of organizational culture and its structure is similar to that of a "Greek temple". This culture is based on logic, reason and power. Several top managers, forming the foundation of the temple, coordinate the camp. In this culture, the role is more important than the actual person playing it, and performance is not one of the strong points of the organization. This culture is typical for inflexible and slow to change organizations.

The third type is "Task Culture"; it is project-oriented and problem solving; it is structured as a "network" or a "matrix" It focuses on task completion, reason for which it seeks to find the proper resources and the right people at the right organizational level for an optimal task completion. The main forma of power is a largely dispersed "power of the expert" and the culture is characterized by a team ethos. This culture is highly adaptable and flexible. The final culture is extremely rare among organizations.

In the "Person Culture" the individual (the employee of a sports camp) represents the centre. This is only possible where there is no global target. The structure is deliberately minimal and it can be associated with a "grape-cluster". In this culture, the control mechanisms and the managerial hierarchies of the camp are not possible, considering the high degree of individual autonomy.

The culture of a camp becomes obvious when it is compared to that of other similar organizations or when it is subjected to change. The culture of the camp becomes stable in time, as it is made of basic values, norms and beliefs. It is determined historically, as it reflects the evolution of the organization over time. This way, organizational culture resists to staff fluctuations (from another cultural) area, thus ensuring a cultural continuity to the organization. Culture promotion by the managerial staff- at the level of all the departments contributes la to the satisfaction of the employees and to an increase in the camp's performance.

Conclusions

The low interest in learning about the cultural influences on the decision flow, on analyzing and understanding the local (regional) cultural specificities can lead to misplaced attitudes and behaviours. If he identifies and accepts the specificity and cultural differences, the manager will be able to control and lead effectively the organization and the people comprising it. For an efficient activity in the Moldavian area, the manager cannot omit the regional cultural specificities and the most important values for the inhabitants of this region. Thus, the manager, regardless of his own native place, must adapt to the managerial profile expected, which the Moldavian employees respect and obey.

References:

Bosscher V. De, Knop P. De, Bottenburg M. Van, Shibli S., Bingham J., Explaining international sporting success: An international comparison of elite sport systems and policies in six countries, Sport Management Review, Vol. 12, pg. 113-136, 2009;

Smith A., Stewart B., The special features of sport: A critical revisit, Sport Management Review, Vol. 13, pg. 1-13, 2010;

Emery P., Past, present, future major sport event management practice: The practitioner perspective, Sport Management Review, Vol. 13, pg. 158-170, 2010;

Kim Y.Y., Intercultural personhood: Globalization and a way of being, International Journal of Intercultural Relations, Vol. 32, pg. 359-368, 2008;

Luijters K., Van der Zee K.I., Otten S., Cultural diversity in organizations: Enhancing identification by valuing differences, International Journal of Intercultural Relations, Vol. 32, pg. 154-163, 2008;

Weigl R.C.,  Intercultural competence through cultural self-study: A strategy for adult learners, International Journal of Intercultural Relations, Vol. 33, pg. 346-360, 2009;

Zakus D.H., Critical and Ethical Thinking in Sport Management, Sport Management Review, Vol. 10, pg. 133-158, 2007;

Constantinescu D., Ogarca R., Barbu C., Bocean C., Baloi C. Management. Funcții.  Structuri. Procese, Editura Universitaria Craiova, 2008

Nica, P., Iftimescu, A. Management - suport de curs, Editura Universitatii "Al. I. Cuza"       Iasi, 2006

Zait, D., Spalanzani A. Cercetarea in economie si management, Editura Economica,            Bucuresti, 2006