The 2000 version of ISO 9000 contains major changes compared to the 1994 version. We hypothesize that the changes it induces are in line of research applying the emergence of a new "model" organization. From a field survey among actors involved in implementing the new standard, the research presented examines changes recorded in terms of spaces of communication and cooperation, competence, shared responsibilities. These changes involved the development of a learning organization.

The aim of the study is to tersely present the situation of the political culture in Romania after 1989. The comprehension of the political culture seen as a result of a valorous past full of religious content constitutes the single path that can reveal the imaginary of the Romanian people; moreover, the study has as a purpose to improve the understanding of the political and cultural values which are linked to the consolidation of a democratic system in a similar manner to the connection between the forms and the causes of any social and political change in the country.

The objective of this paper is twofold. Its main aim is to identify the concept of learning organization (by comparing the concepts of organizational learning and organizational skills). It proposes to show that quality management is able to move an organization toward a learning structure. We will build on several theoretical works entered in the wake analysis of Deming.

In the present article we designed an exploratory analysis from a postmodern perspective on employer branding and corporate social responsibility in order to overcome the disciplinary dogmatic approach that is found in the organizational and management studies. Our approach is based on investigating theoretical background for the two concepts that have a relatively recent history and it emphasizes their role of legitimation micro-structures with an organizational -corporate nature, arguing for the thesis that they represent founding micronarratives, with different histories, but similar aims.

The newspaper industry has long expressed a desire to attract more children and teenagers to their products. Attracting young readers, however, requires strategic decisions and resource allocation. The Resource-Based View (RBV) of strategic management suggests that newspapers must devote unique resources to creating or acquiring content that will attract young people. Using the RBV as a theoretical framework, this study surveys U.S. daily newspaper publishers about what resources (time, money and people) they are devoting to attract young readers. The study finds that few newspapers have truly made a full-time commitment to attracting young readers. Increasing resources should lead to increased performance in trying to reach young audiences.

This project concerning the realization of a history of the press of Rumania in data puts the major marks for the valuation of the documentary resources. It deploys a problem related to the specificity of Romanian journalism and forms a complex methodology allowing to question the newspapers, magazines, radios, televisions, news agencies, journalists, the practices of journalists, photos of reporters, experts in the fields related to the mass media but also to the areas of censorship.

The quality certification devices set up in business for over twenty years in France have basically inspired those currently at work in public services, now at university. After a search in progress, this work tries to identify several operational issues relating to the isomorphism of processes applied to this new side of non- market services in a global context of deregulation French state, emphasizing the limits of measure as a tool for decision support for university leaders.

This paper aims to show that some designs for evaluating training are more suitable than others in a quality approach. Effectively, several practices of evaluation are incompatible. These are presented in the first section: Kirkpatrick’s fourlevel training evaluation model (Reaction, Learning, Behavior and Results), Kraiger’s comprehensive model based on learning outcomes, as well as the more recent designs taking into account multiple stakeholder perceptions (Michalski and Cousins). On the basis of these works and of some original practices, we attempt to show the aspects which are the most adapted to a total quality approach.

In most professional literature about quality improvement and quality management, both authors and interviewed managers imply an inherent positive acceptance of quality in the work place. Thus, quality is seen as an employee’s natural frame of mind, ready to be implemented as soon as sufficient organizational means to do so are provided by the management. This is why most managers worry about the institution of quality improvement measures rather than the acceptance of these measures by their employees. The article argues that employees and other persons concerned with quality have constructed different representations of quality in both, work and every day life. For the employee these constructs take the place and weight of scientific realities, also called “subjective theories”, and may affect the individual’s degree of acceptance of the company’s decisions and management directives. This article discusses the impact of subjective theories on the establishment and implementation of quality management. It emphasises the necessity of innovating methods to investigate and assess the consistency of subjective quality theories in order to prevent conflicts between the official and the individual aims of quality management.

Global economy is increasingly a knowledge economy, making people’s skills and qualifications more important than traditional power indicators such as territory, geography, natural resources. Globalization imposes new rhythms of performance to every economic or social field. Higher education is no exception to this, since it lies at the interface with the external environment, where skills and qualifications will be used and exploited for economic benefits. Universities are under a two-fold pressure. First, they provide services, knowledge, skills for fast-moving sectors. The knowledge and skills may quickly become obsolete and irrelevant for the economy. Second, universities need to innovate and to adapt to situations of constant change. Both types of pressure force universities to develop their capability for innovation, which becomes a prerequisite for survival. The purpose of this paper is to explain the concept of projectoriented university as a type of university that explicitly uses projects to perform processes of medium to high complexity, thus allowing it to deal with the increasing turbulence and dynamics of its environments. This concept is premised on the idea that there is a connection between a university’s maturity in project management and its managerial competitiveness and innovativeness. The concept inherits the conceptual core of the model of the projectoriented company and it comprises two components. The former is concerned with the structural dimensions of project management, “the hard” component – processes, procedures, organizational structures, terminology. The latter is concerned with the social dimension of project management, the “soft” component – skills, attitudes, competences, project management culture. Empirical results are considered representative for the Romanian higher education system as a whole, with due nuances and exceptions.

Quality management and project management appear as themes of strategic management today. The adoption of the project management constitutes a new way in organizing the production. It helps to cope with the complexity of the environment, to reduce the product life cycles and to make working arrangements more flexible. It should also adapt to the ICT revolution and restructuring of enterprises due to the dematerialisation of structures and transactions. Quality management, applied to more operations and strongly influenced by the quantitative approach seems compatible with project management. Indeed, the two paradigms emphasize the importance of customer satisfaction, teamwork, the role of leadership and the continuous improvement of processes and products. This paper aims to revisit the principles of relationship between total quality management and project management. Having shown the importance of incorporating fine patterns and project quality in business organization, we will explain how the ability to generate, select and conduct projects in an oriented accountability of management is able to enroll in a total quality.