Proceedings of the 3rd European Conference on Intellectual Capital

The Contribution <strong>of</strong> <strong>the</strong> Organizational Culture for <strong>the</strong>
Development <strong>of</strong> Human Capital in Non-Pr<strong>of</strong>it System
Roxana Mironescu
Vasile Alecsandri University <strong>of</strong> Bacau, Romania
roxy_mironescu58@yahoo.com
Abstract: This paper comes to meet <strong>the</strong> need to streng<strong>the</strong>n a new type <strong>of</strong> organizational culture, corresponding
to <strong>the</strong> current stage <strong>of</strong> <strong>the</strong> Romanian development in <strong>the</strong> non-pr<strong>of</strong>it system. The goal is to find and to dedicate
new values and components <strong>of</strong> an organizational culture,based on <strong>the</strong> relationship between managers and
employees which have new opportunitiesfor work and prosperity. The work is framed in <strong>the</strong> context <strong>of</strong> new
concerns for <strong>the</strong> foundation <strong>the</strong> corporate culture <strong>of</strong> academia, and o<strong>the</strong>r non-pr<strong>of</strong>it organizations as part <strong>of</strong> <strong>the</strong>
need to adapt corporate culture in Romania. New mutations occurred in <strong>the</strong> economics and social field after <strong>the</strong>
integration <strong>of</strong> our country in <strong>the</strong> <strong>European</strong> Union and in <strong>the</strong> globalized world, <strong>the</strong>re were new approaches in <strong>the</strong>
educational, health, social, cultural missions, which are claiming from <strong>the</strong> people involved in <strong>the</strong>se fields
unificated efforts, coordination <strong>of</strong> <strong>the</strong> creation <strong>of</strong> new corporate culture in which managers and employees regain
<strong>the</strong>ir moral values and benchmarks. To complete <strong>the</strong> study, <strong>the</strong> most suitable methods are <strong>the</strong> systematic
observation and a quantitative and qualitative analysis which may furnish specific data necessary to extract some
relevant findings. The main results obtained from empirical observations are partial and require fur<strong>the</strong>r verification
by extending <strong>the</strong> search in a scientific method. <strong>the</strong> most suitable methods are and systematic observation and a
quantitative and qualitative analysis which may furnish specific data necessary to extract some relevant findings.
The main results obtained from empirical observations are partial and require fur<strong>the</strong>r verification by extending <strong>the</strong>
search in a scientific method. A successful organizational culture may pay particular attention to ethics. The main
purpose <strong>of</strong> an activity, includes values such as honor, honesty, fairness, which must be placed in top <strong>of</strong>
managerial preoccupations. They provide security and safe business, reliabil organization, stable business
relationships and trust income (possibly less, but more secure), so <strong>the</strong> ethical management may be pr<strong>of</strong>itable in
<strong>the</strong> long term. The relationship between an organizational culture and <strong>the</strong> economic performance is done by
motivation, loyalty and creativity. Successful team leadership, will be partially, induced by <strong>the</strong> individual ability to
ethically determine different people and develop trust between <strong>the</strong> leader and <strong>the</strong> o<strong>the</strong>r team members, among
all <strong>the</strong> crew. In this context, <strong>the</strong> cultural change within organizations is indissolubly linked or complete <strong>the</strong>
conservation <strong>of</strong> cultures and traditional values. Managers and leaders face major issues within organizations,
ei<strong>the</strong>r multicultural both local ones, linked to <strong>the</strong> cultural adaptation to deeper or superficial changes.
Keywords: corporate culture, non-pr<strong>of</strong>it organization, human capital, successful team, ethical management
1. Introduction
Currently, Romania is going through a complex set <strong>of</strong> turbulent and <strong>of</strong>ten paradoxical transformations,
at all <strong>the</strong> levels <strong>of</strong> society, including all types <strong>of</strong> organizations. The confusion between <strong>the</strong> desire for
stability and change, simultaneously manifested, <strong>the</strong> lack <strong>of</strong> stable hierarchy <strong>of</strong> values, which should
fill a gap <strong>of</strong> 50 years, <strong>the</strong> need to discover new meanings and new directions for work and life, <strong>the</strong>
desire to copy Western democracies mechanisms are some <strong>of</strong> <strong>the</strong> most important characteristics <strong>of</strong>
<strong>the</strong> Romanian society. At <strong>the</strong> national level, in <strong>the</strong> organizational culture, people still retain <strong>the</strong>ir
conservative rustic essence, which is based on basic assumptions and beliefs manifested in legends,
myths, heroes, symbols and superstitions more than 2,000 years old. Romanian society has
experienced that cultural change is nei<strong>the</strong>r easy nor quick, both at <strong>the</strong> national and at <strong>the</strong>
microeconomic level <strong>the</strong>re are critical factors that makes <strong>the</strong>ir mark on <strong>the</strong> way <strong>of</strong> developing <strong>the</strong>
economy and society. Today, in Romania, we can identify two distinct types <strong>of</strong> organizational culture -
bureaucratic culture and entrepreneurial culture, supporting <strong>the</strong> hypo<strong>the</strong>sis that <strong>the</strong>se two categories
are <strong>the</strong> extremes <strong>of</strong> a present time, with a wide variety <strong>of</strong> expression. Bureaucratic culture is typical
for state-owned companies, companies undergoing privatization, <strong>the</strong> former state companies during
privatization, autonomous companies, educational institutions and state sponsored health, or public
institutions, military institutions. It still can be characterized as strong, inertial, focussed to extreme
consequences within <strong>the</strong> system and <strong>the</strong> country's political life. Entrepreneurial culture, is typical for
private firms, founded since 1989. Cultural immobility is a characteristic for <strong>the</strong> bureaucratic
organizations which decrease <strong>the</strong>ir performance, with negative effects for <strong>the</strong> entire Romanian
economy - a high rate <strong>of</strong> inflation and unemployment, high level <strong>of</strong> taxes, higher rate <strong>of</strong> prices /
wages, In <strong>the</strong> bureaucratic nature <strong>of</strong> cultures, <strong>the</strong>re is no significant difference between proclaimed
real values and actions. This is not only leading to more confusion, distrust and lack <strong>of</strong> respect within
organizations and it is creating a communicative gap between management and lower echelons, but
also it is an extremely dangerous phenomenon, because any positive cultural change, any activity can
not develop performance than in a communicative framework based on respect, openness and trust.
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