CONTENT:

I. Description of company ........................................................................................................2 II. Analysis of the company........................................................................................................3 2.1 Company mission ............................................................................................................3 2.2 Business objectives .........3 2.3 Strategy of the company .....5 2.4 Competitive strategy of the company Electra .5 2.5 Functional strategies applied by the company 6 2.7 Internal factors influencing organizational plans ........7 III Organizational culture and business ethics ...8 3.1 Five Hofstedes indices ...8 3.2 Factors that influence the formation and evolution of organizational culture ................8 3.3 Organizational culture which distinguishes the company Electra ..................................9 3.4 Existing organizational culture in the company...............................................................9 3.5 Firm moral beliefs .........................................................................................................10 IV The decision ........................................................................................................................10 4.1 Who makes decisions when a problem occurs? ...........................................................10 4.2 What types of decisions are taken at the problem? ......................................................10 4.3 Cultural influence is found in the investigation of the external environment ..............11 V Organization .......................................................................................................................11 5.1. The authority of the General Manager ........................................................................11 5.2. Hierarchy is the organizational structure of the company ...........................................11 5.3. Type of organizational structure is present in the company Electra ............................11 5.4. What are the main advantages of adopting this type of organization ..........................11 5.5 The advantages and cacacteristic pyramid type company ...........................................11 VI Human Resources Management .......................................................................................11 6.1.T he job description of execution in company Electra .................................................11 6.2. In the job specification for a cost engineer ..................................................................12 6.3. What type of recruitment company uses electra ..........................................................12 6.4. The steps are taken by the company for personnel selection .......................................12 6.5. The methods are used to reward employees ...............................................................12 VII Motivation .......................................................................................................................12 7.1.The motivating factors of employees ............................................................................12 7.2.The needs that cause employees to work ......................................................................12 VIII Managerial control ..........................................................................................................13 8.1.The control function......................................................................................................13 8.2.Types of control are used depending on the elements of the company ........................13 8.3. Depending on the nature of what type of control performance is found .....................13 8.4. What is the standard upon which to evaluate the activity ...........................................13 Bibliography ...........................................................................................................................15

I. Description of company

Fields of activity: Production equipment and electronics

Number of employees: 129

Turnover: 1999 - 400 000 EUR 2000 - 575 000 EUR 2001 - 780 000 EUR 2002 - 1,000,000 2003 - 1.3 million euros 2004 - 2.2 million euros

Products: Door access card for apartment buildings (up to 255 apartments) Door access card for villas Variable speed Elvar three-phase asynchronous motor, squirrel cage, engine power up to 7.5 kW for heat cost allocators Elterm Circuit boards with metallic holes Electronic boards in SMT (Surface Mounting Technology) Access Devices Automatic lighting Relay night Market position 1997 - 1999 Extension of the national distribution.

1999 Investment in new production facilities, machinery and manufacturing technologies to European standards, with loans repayable PHARE and FRAI (Romanian-American Investment Fund). 1999 - 2002 national market leader interfoniei. Over 40 distributors in 36 counties range of products: new access control systems, variable speed, cost allocators, printed circuit boards and electronic components planting services. 2002 quality management system certification according to ISO 9001:2000 by TV CERT Thringen Germany. 2004 - 2005 expanding the production to 4000 m2. Acquisition of high productivity machines. Orientation to the international market: export, collaborations. Electra is the national leader in intercom, obtaining 70% of the market these devices.

Registered Capital: 6.07 billion ROL

Contact: An establishment: 1991 No. Commercial Register: J22/1225/1991 Address: 8, County Bd Chemistry: Iasi Country: Romania Phone: +40 232 214 370 F ax: +40 232 232830 Web: http:// www.electra.ro Director: Marian Berdan Contact: Suzana tit Locations: 40 Dealers: national distribution network

II.

Analysis of the company

A. Planning (mission, goals, strategies)

2.1. Companys mission?

Electra company produces the most durable, maintenance and electrical appreciated: intercoms card, distribution of heat, access control devices, automatic lighting following safety, comfort and quality of life of each customers business from the country and abroad by using a technologies.

2.2. What are the business objectives?

Objectives are reprentate maintaining domestic leading position in the interfoniei, trying to become the leading domestic and European market for other products, also increase annual profit by 20% (taking as reference the previous financial year), permanent renewal supply of products (based intercoms and voice print, inverters for trams through which to obtain significant savings of local transport overhead).

MATRICEA S.W.O.T.
External factors Opportunities Internal factors Strengths SO Strategies The high quality products lead to winning a loyal customer segment. Using a favorable pricequality forms a number of loyal customers. Human resources are a result of qualified experienced management team. ST Strategies The high quality products avoids low living standards. Price / quality ratio is favorably influenced by the unstable economic environment and government policies necontinuitatea. Experienced management team strives to evitatrea bureaucracy.

Weaknesses WO strategies The existence of wellqualified human resources avoids an incorrect point of an evaluation of staff Competition leads to elimination of relatively low risk of low financial resources

Threats

WT Strategies Avoiding insufficient financial resources by evitatea existence of unstable economic environment, an uncertain legislation and government policy necontinuitatii.

SWOT matrix is made for 1993.

2.3.What are the main overall strategy of the company?

Growth
Concentration Market-development is achieved by gaining a larger part of the current market by expanding into new geographic areas and by targeting new market segments. Electra company promoted a market development strategy since its inception, initially focusing on the local and then regional. Since 1997 the successful participation in the Bucharest International Fair (TIB) manages to assert and strengthen national and international. Iasi market demand led the company Electra to expand. Product through extremely well and getting more residents wanted to protect the entrance block. Intercom products from 500 in 1994, their number increases to 2,000 next year. For the first time Electra accumulated profits to allow him to make a larger investment. Space of 70 square meters that worked before becoming poorly. It is also a house rented from the municipality with an area of 120 square meters. In 1995 the company opens a branch in Galati, with the declared ambition to expand in the country. And development is to improve product quality to products and adding products. Originally designed and manufactured plastics industry equipment and various electronic automation unique, small series, until 1994, reaching its manufactured intercoms. Also this year the company started to work in a department of research development. 1995 is the year the Electra release the intercom with card access. Unlock this lock of the door unit is no longer type a secret code, but with an optical card wrapped in special plastic. The new product was the result of many days of work. To reach the final version of the product have made dozens of attempts. The project came about mold value. The product was very useful, so that sales almost doubled. From a turnover of 86,000 dollars in 1995, Electra at the end of 1996 to reach a turnover of 140,000 dollars. Enough entrepreneurs mirosisera its got the money made from selling the intercom, so they did not appear delayed counterfeiting. -Diversification -Concentric. Impressive growth of the company s.c. Electra LLCwas achieved through business development in areas of relatively technologically related: products and lighting equipment, distribution of heat. The company combined the two methods of concentration entering a phase of expansion of production capacity, purchase of new production facilities and equipment with high productivity. Electra collaborate with foreign partners in developing electronic cards. Decrease -Between 1994 has pursued a strategy of partial reduction of the workload by giving up manufacturing plants of various plastics industry less efficient.The aim of the strategy was substantial improvement in operational efficiencies remaining to resume growth later. This recovery strategy has a happy ending resulted in resumption of healthy growth in coming years.

2.4. What are the main competitive strategy of the company Electra?
Global domination by lower costs Initially, between 1994-1999 the company paid particular attention to methods of production, indirect costs, fringe customers while achieving cost rationalization. This rationalization was possible depending on access to raw materials and according to some that the company has advantages over other competitors. Advantage of favorable access to raw materials resulting from the fact that the company owned 70% of the intercoms at the national level and also the existence of a large number

of providers offering a wide range of raw materials (plastic case, speaker, electronic components). Product differentiation After 1999 Electra adopted a strategy of product differentiation due to winning customer loyalty to the brand Electra and their willingness to accept mari.Aceasta prices led to higher profits, implying flexibility in dealing with suppliers, resulted by accepting some offers more expensive.

2.5. What functional strategies applied by the company?

Marketing strategy for Electra based primarily on the promotion and pull through distribution. Promotion is done through advertising spots broadcast on TV stations principlalele (Pro TV), the press, Internet, brochures, calendars, pens, diaries etc.Electra at the Bucharest International Fair booth visitors all enjoy the same attention, receive information, explanations and promotional materials. One day is very tiring to stand Electra, is a day of standing, without pause and without coffee, said Marian Berdan who proposed that every year to spend one day talking to people visiting the stand of the leads . Distribution is done through specialized channels in most counties.

Human resource strategies In terms of human resources strategy employees have a high level of qualification (engineer,, designers, accountants, workers specialized in manufacturing equipment and electronic products), providing specialized training in communication and electronics. Employees are quarterly assessments that increase motivational based on wage growth, compared with the results.

2.6. Who is the direct external environment and how it affects business activity Electra?

Customers. The companys products benefit a broad segment of customers both individuals and companies that are based on meeting the needs of communication, safety, comfort. Competitors. The company knows very well their competitors, not very stiff competition. The category is highlighted regional competitors SC Dasteco Ltd and the national Electro6 Tehnoton SRL Ltd., Ener Rom Ltd., Indas Tech Ltd., Ecas Electro Ltd., Trion Company Ltd.. Company suppliers are companies that offer a variety of raw materials (plastic case, speaker, electronic components), energy, water, sources of funds. On raw materials Sc remember Plastis Ltd Compelec Ltd. etc.. 1999 is the first year bank loan. Berdan was an electronics researcher became an investor and knew that in this area can be received only if youre one step ahead of others. Electra contracting two loans. One of 122,000 dollars and another of 85,000 dollars. The money is acquired a building where production facilities are moved, administrative offices and modern technology. After several visits to specific equipment manufacturing companies in the West, Berdan decides on a company in Germany.In this way his company has a production line of printed circuits with metallized holes (those boards on which electronic components plant), a coordinated drill in automatic mode and a robot planted SMD electronic components (components mounted surface). The criteria that led to the choice of equipment purchased brands were the quality, production capacity for the expanding company and not least, about their environmental qualities. With the technology available at this time, Electra can produce virtually any electronic equipment in the western level. Over five years they will be replaced by others, depending on the technical level is reached then. Berdan said that if it do not look in the future are a living dead. Other organizations. For a company to be ISO certified, it may use several certification bodies. Electra company chose to work with TUV Cert German for this association has developed a tradition in the field since the nineteenth century. It is recognized as an institution in charge of quality both in Germany and worldwide.Electra priority for 2003 will develop relationships with foreign partners and TUV certification will give you more credibility with potential external partners. In terms of costs, TUV stands at a European and world average.

2.7. What are the internal factors influencing organizational plans?

Systems and methods of management, leadership - style you adopt general manager 7

type is requesting advisory information and opinions about the current situation of the company and the decision is made at the managerial level. Financial resources - financial resources from its own funding and borrowing. Human Resources - company hires only qualified persons, there is a close collaboration between employees. Organizational culture - value systems, norms, symbols, myths, stories, slogans, heroes, ceremonies. Material resources - electronic equipment, the building where his company operates Electra materials (electronic components). Information resources - data, information, knowledge that is used, analyzed, centralized decision making in the development process.

III Organizational culture and business ethics 3.1. In what way comprises five Hofstedes indices?
Index to the power - relatively low Individualism - high Masculinitete - low Prevention of uncertainty - relatively low Long-term orientation high

3.2. What factors influence the formation and evolution of organizational culture?
Size of the organization - company Electra is a company whose culture medium is based mainly on major personalities. A remarkable personality is the General Manager of that company performance reuasit lead. Degree of integration of activities - activities are successful and independent. Environmental characteristics and degree of adaptation to the environment - the existence of a changing environment, leading to unpredictable organizational reinvention. Organizations history - over his business company Electra has participated in many events that have marked features of organizational culture. Marian Berdan has a strong personality which positively affected the culture. The economic and financial organization, resources available and those that have access - positively influence the way business is managed.

3.3. What are carecteristics organizational culture which distinguishes the company Electra?
Regarding the identity of members (employees) to their objectives are found largely those of the organization. They want the company to increase performance. Activities are organized more around individuals and less on the group. Electra company is based on a people-oriented managers believe considering each staff. Component units are encouraged to act in a coordinated action. There is a strict system of supervision used in the employees behavior.

Employees are encouraged to take the risk. Salary increase and promotion is based on employee performance and along the old base. The existence of a low degree of tolerance of conflict. Managers are focused both on manufacturing techniques and results. The company has a high degree of openness to the external environment reacting signals that it has on them.

3.4.What are the existing organizational culture in the company?

The value of the company is formed on these issues Bucharest International Fair Electra struggled to make a presentation stand as attractive for customers was a game of lights that put out products. This has kept the creative spirit of the team. Performing the activity is a relaxing atmosphere Focus impeccable quality products, professionalism and innovation, interest in employees, as customer, debt to suppliers and to the community. Performance orientation, competitive quality, price and delivery time Camaraderie, encouragement of employee responsibility Rules: cleanliness, discipline, working hours (between 7-15 with 45 minutes lunch break) Symbols

Pens, newsletter Electra short circuit which appears quarterly, flyers, uniforms and logo printed employees who are light blue badges with your company logo. Slogans Honest work, done with the head, sooner or later bear fruit. Just be patient. (Employees) The point is ours, is comfortable for you! (Clients) To be first, must always be one step ahead of others (competitors) Heroes Marian Berdan hero heroes is because it represents a model for the company and society. Calculated, organized, balanced, Marian Berdan know that if you work honestly and with head and if you have more patience on top of the results in life.Berdan is convincing when Marian said this, he himself being the best example. Events This event, which marked the company really was when you were able to achieve the first intercom. Ceremonies often conducted business award banquets and small parties Dorobanti entertainment station. These were attended by employees, their families and were organized from time to time lacking in anthem We Are The Champions.

3.5.What is firm moral beliefs?

We believe our first responsibility is to our customers. In order to satisfy all needs everything we do must be of the highest quality at reasonable prices. Customer 9

orders to be met promptly and efficiently. Suppliers and distributors get a fair return, honest in relation to us. We have responsibilities to the employees nostril. Each employee must be considered as an individual. Must respect their dignity and recognize their merit.They must feel safety in the workplace. Reward of labor must be correct and proper and working conditions are safe, hygienic and pleasant. We must promote competent management and the actions managers to be fair, ethical. We respunzatori to the community we live and work. We must be good citizens, to encourage health and education conditions in good sis of mental property that we are privileged to use, to protect the environment and human resources. Research must be oriented towards the development of innovative programs and are directly responsible for mistakes. As long as we act according to these principles will provide benefits for money.

IV The decision 4.1. Who makes decisions when a problem occurs?

If the decision maker is our general manager Marian Berdan. He believes decisions when problems arise, decides the information considered relevant to the problem definition, organizational objectives and interprets them into operational criteria, control options considered and their manner of assessment. Also is in charge of implementing the decision retained.

4.2. What types of decisions are taken at the problem?

Depending on the time horizon is the strategic management decision, the decision was taken by the Director General. But given the number of preference criteria are of multicriteria decisions (depending on the problem can be time delivery, quality, price, etc.). Depending on the degree of knowledge of the impact of environmental factors organizational decisions are taken in conditions of certainty for the degree of knowledge is high.

4.3. What kind of cultural influence is found in the investigation of the external environment?
Because Romania is more strongly oriented toward individualism is the dominant influence of formal sources such as notes, memoranda and reports.

V Organization 5.1. What is the scope of authority of the General Manager?

Hierarchical share the CEO is 10. He subordinates assistant public relations manager, director of technological development, research and development director, production manager, sales manager, financial manager, quality manager, human resources, marketing, administrative and housekeeping. 10

5.2. How many levels of hierarchy is the organizational structure of the company?
The organizational structure of Electra has two hierarchical levels. Excludes general manager and executive departments.

5.3. What type of organizational structure is present in the company Electra?

Organizational type is functional because the company is medium sized and has a single business.

5.4. What are the main advantages of adopting this type of organization?
This allows the centralization of strategic control of the results, accumulating experience and association with functional specialization, streamline recruitment, training and personnel management in each compartment.

5.5. Mention the advantages and cacacteristic pyramid type company.

Type of pyramid is flattened and the advantages there are: direct communication and decisions very close to implementation, employees are also motivated management costs are low, information is more truthful.

VI Human Resources Management 6.1. What is the job description of execution in company Electra?
Tasks to staff consist of assembling the components execution. The main task is how technology is used equipment. Required performance is to use a maximum production capacity, effective management of time

6.2. In the job specification for a cost engineer?

These skills and abilities required: intelligence, knowledge in electronics, memory, ability to be responsive, attention, dexterity, speed, punctuality, ability to verify and control plate, theoretical skills in design.

6.3. What type of recruitment company uses electra?

Were used predominantly external recruitment. 40% of employees from higher education institutions specialized in electrotechnical (College and School of Electronics and Telecommunications, Faculty of Mechanical Engineering, Faculty of Automation and Computing)

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40% of employees are college graduates with the same profile. 20% of employees are graduates of educational institutions with economic and social (Faculty of Economics, Faculty of Administrative Sciences)

6.4. What steps are taken by the company for personnel selection?
The steps used for personnel selection are: preliminary selection (CV and letter of intent), preliminary interview (Human Resources Specialist .......), testing (proving competence to carry out practical tests), interview (consists of a meeting between the applicant put up work station and specialist in human resources), the final choice.

6.5. What methods are used to reward employees?

The basic method used is based on overtime pay and performance made by employees in a certain period of time.

VII Motivation 7.1.Care motivating factors of employees?

The main factors underlying motivation of staff are the responsibility entrusted to them, the progress we made, work that provides, recognition by managers, achievements, progress according to their achievements.

7.2. What are the needs that cause employees to work?

They are dominated by physiological needs (food, housing, recreation), security needs that consist of facilities offered when employees are unable to work (unemployment, pensions), social needs (interaction with peers, ability to develop interpersonal relationships pleasant , camaraderie), esteem needs (confident) and of self.

VIII Managerial control 8.1. Who is the control function?

Control function is mainly first-line managers who are chief autoutilari, Technological Development and Information, a mechanical section chief, section chief two printed circuit boards, electronic head section 3. But in a lesser degree of control can be applied to general manager and middle managers.

8.2. What types of control are used depending on the elements of the company?
Use all three types of control (preventive, while retroactively, later) but more

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preventive control is used for early prevention of possible deficiencies which lead to higher performance.

8.3. Depending on the nature of what type of control performance is found?

Observing how their employees work tasks performed is based on behavioral control, also taking place and control assessment results by comparing them to standards.

8.4. What is the standard upon which to evaluate the activity?

Standard on which to evaluate the activity is ISO 9000. ISO 9000 quality standards and continuous improvement is the control system of product development for customer satisfaction. Electra took a year to implement this system, starting in the spring of 2001. Identification and presentation of three actions taken by managers of 1. A good action - company is an example of ethics in that it has made donations to charity during the year 2003 amounting to $ 20 000 for orphans and people with disabilities in the Special School. He had a positive impact has led to a significant improvement imagii organizations, becoming known on national and international markets. Other companies should take such action as an example and as a motto for the company to send a good for us, good for others! 2. A bad action - seen as a bad done in the past is the way it was done evaluating employees. According to these assessments are paid employees. The evaluation was done by a team leader that he knew too well the employees and the essential points of the evaluation form were introduced errors in disagreement with reality. Some of the employees were dissatisfied with the assessment made because wages were not reflecting the true contribution of employees to business productivity. As a recommendation for resolving this action, the undertaking the assessment should inquire and to better inform the employee activity and knowing in the smallest details. (Eg an employee sent letters directly to the Director General to have their say about the company going and what else should you do to improve this work. A part of the evaluation form included employees exactly how to walk better part of the company But as the assessor has not informed about these letters, the score decreased employee resulting in a major conflict). 3. An action ugly - refers to an unethical or irresponsible action but not firm and did not ever think such action. They believe that above all is respect for clients and their determination. Have had in this regard to gain.

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Bibliography:
1. www.google.ro 2. www.electra.ro

3. Operational management course 4. www.wikipedia.com

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