This document is the proceedings from the 4th International Management Conference held in September 2014 in Romania. It contains 39 papers on the topics of social responsibility, corporate social responsibility, and organizational practices and efficiency. The papers cover a range of industries and sectors in Romania and other countries. They discuss themes such as CSR strategies, environmental protection, workplace motivation, innovation, and marketing practices in small and medium enterprises.

5. Ioan Abrudan - Coordinator
Proceedings of the 4th
Review of Management and Economic Engineering
International Management Conference
„The Management Between
Profit and Social Responsibility”
18th
– 20th
of September 2014, Technical University of Cluj-Napoca, România
Organized by
AMIER (Romanian Managers and Economic Engineers Association)
and
Technical University of Cluj-Napoca
Todesco Publishing House
2014

6. ISSN 2247 – 8639
ISSN-L = 2247 - 8639

7. iii
CONTENTS:
Social responsibility – theory and practice
Integrating corporate social responsibility and occupational health and safety to facilitate the
development of the organizations..................................................................................................... 2
Lucian-Ionel CIOCA, Larisa IVASCU, Simona RUS
Social responsibility in public administration.................................................................................. 8
Smaranda CÂMPEAN (TRIPON), Liviu MORAR, Emilia CÂMPEAN, Ileana ULICI (UNGUREAN)
Social responsibility– pillar of the company strategy. Case study.............................................. 14
Daniela CREȚU, Andrei Radu IOVA
A new perspective on Zara’s social responsibility and consumer’s perception of the Zara
fashion brand..................................................................................................................................... 22
Dana Teodora DRAGONICI
Modern management in Jiu Valley SME’s, a solution to a possible social disaster of a mono
industrial area.................................................................................................................................... 31
Eduard EDELHAUSER, Lucian LUPU DIMA, Csaba LORINȚ
Corporate Social Responsibility in small and medium enterprises from a managerial point of
view..................................................................................................................................................... 40
Cristina FENISER, Florin LUNGU
Legal Considerations on International Corporate Social Responsibility Standards ................. 46
Gabriela FISTIS, Caius Tudor LUMINOSU, Cristina BORCA
Study regarding the visibility of corporate social responsibility practices within the Romanian
business market ................................................................................................................................ 52
Bogdan FLEACĂ, Andreea DUMITRESCU, Elena FLEACĂ
Insights into the social responsibility developments with respect to environmental protection
concern............................................................................................................................................... 58
Elena FLEACĂ, Bogdan FLEACĂ, Olivia NEGOIȚĂ, Octavian NEGOIȚĂ
A study of the corporate social responsibility of the year 2014 nominated “10 best us
companies to work for” .................................................................................................................... 65
Emeric Ovidiu LAPOSI, Ioan Simion DAN
The place and the impact of the social economy in Romania...................................................... 70
Mihaela Ioana LEȘE, Liviu MARIAN, Ionela MANCIU
Corporate Social Responsibility and Christian Social Thought. Are they sharing commonalities
or are they relating to parallel worlds? ........................................................................................... 75
Remus LUNGU, Florin LUNGU
Managers and Engineer Economists between Social Economy Development and obtaining
Profit ................................................................................................................................................... 88
Liliana Doina MĂGDOIU, Ioan Constantin RADA
The management of the Danube Delta as an international ecotourism destination: between
profit and social responsibility ........................................................................................................ 95
Tudor NICIPORUC, Dragoş Tudor VANA
Arguments for undertaking social responsibility .......................................................................... 99
Mirela POPA, Irina SALANŢĂ

8. iv
The implication of Corporate Social Responsibility on the sustainable development
in Romania ....................................................................................................................................... 106
Roxana-Mihaela SIRBU, Cristina BORCA, Anca DRAGHICI, Oana Ramona LOBONȚ
Capitalization as social responsibility of corporate governance in majority state-owned
economic entities ............................................................................................................................ 115
Sabin SISERMAN
CSR in automotive: fad or key to success? The case of Romanian car manufacturer Dacia. 126
Attila TURI, Marian MOCAN, Sorin-Ioan MAISTOR
Organisational practices
Management skills improvement through Corporate Social Responsibility programs........... 134
Sofia ALEXE, Paul BARU, Claudiu ABRUDAN
Online shopping key features analysis in Mures county............................................................ 142
Elena-Iulia APĂVĂLOAIE, Liviu Onoriu MARIAN, Elena Lucia HARPA
Corporate social responsibility in Romania: from conceptual frameworks
to concrete actions.......................................................................................................................... 150
Virginia BĂLEANU, Sabina IRIMIE, Sabin IRIMIE
Perspectives on CSR and cultural dimensions: the case of an American subsidiary
in Romania ...................................................................................................................................... 158
Cassandra Victoria BORDEANU, Alina Aida DRĂGAN
Future managers’ perspective on societal culture: A comparison between Romania and
a cluster of former European socialist countries ........................................................................ 164
Doina CATANĂ, Gh. Alexandru CATANĂ
Characteristics of Communication in Romanian Companies..................................................... 171
Simion CECAN, Liviu Onoriu MARIAN
The management of team competencies...................................................................................... 180
Ciprian CRISTEA, Iulian BIROU
Creating competitive advantage through sustainable value chain: insights on automotive and
textile industry ................................................................................................................................. 186
Sunhilde CUC, Constantin BUNGAU
Management of advertising campaigns with children as target audience – between profit and
social responsibility........................................................................................................................ 197
Dan MIRICESCU, Mihaela Laura BRATU
Vehicle sales analysis..................................................................................................................... 209
Dorle NELU, Liviu MORAR, Emilia CÂMPEAN, Ileana ULICI (UNGUREAN)
A simple model for employees awareness increase. Concrete improvements........................ 213
Traian DRĂGAN, Liviu MORAR, Emilia CÂMPEAN
Is CSR a company strategy or a managerial style decision? ..................................................... 219
Emanoil DRAGANESCU, Paul BARU
Work motivation for educational managers ................................................................................. 224
Carmen Sonia DUȘE, Dan-Maniu DUȘE
Innovation and Communication in CSR. A perspective for the Romanian Companies........... 231
Bogdan GRIGORAS, Simina MOLDOVEANU

9. v
Analysis of the most important variables which determine innovation among rural
entrepreneurs .................................................................................................................................. 237
Elena Lucia HARPA, Liviu MARIAN, Sorina MOICA, Iulia Elena APAVALOAIE
PLM concepts and competitive design for high-end office furniture ........................................ 246
Oana IAMANDI, Bogdan GHERMAN, Calin VAIDA, Mihai DRAGOMIR, Florin POPISTER
The community’s perception on the initiatives of corporate social responsibility.
Case study ....................................................................................................................................... 253
Andrei Radu IOVA, Daniela CREȚU
Marketing practices adopted in Romanian small and medium enterprises.............................. 259
Șerban MICLEA, Monica IZVERCIANU
Analysis regarding the size and dynamics of Corporate Social Responsibility concept........ 270
Alina MOLDOVAN, Elena-Simina LAKATOS, Laura BACALI, Oana-Bianca BERCEA, Leda RÎPĂ
Realities and trends on the Romanian logistics market ............................................................. 277
Gina-Maria MORARU, Dan MIRICESCU, Thomas MOSER
The Chamber of Commerce between profit and social responsibility ...................................... 283
Anca Mihaela REDES (married GIURGIU), Liviu MARIAN, Ioana LESE
The CSR Prospects in Romania and Slovakia: A Comparative Study of the CSR-Related
Preferences of the Future Managerial Generation....................................................................... 290
Anna REMIŠOVÁ, Anna LAŠÁKOVÁ, Doina CATANĂ
The road to entrepreneurial success: entrepreneurial characteristics vs.
social responsibility........................................................................................................................ 301
Matei TĂMĂŞILĂ, Ilie Mihai TĂUCEAN, Claudiu Tiberiu ALBULESCU
Level of job satisfaction of medical and non-medical personnel of
Trauma University Hospital in Tirana............................................................................................ 315
Gaqo TANKU, Piro TANKU
Efficiency in organisations
Current status of the interferences between technology diffusion
and marketing management........................................................................................................... 324
Nadia BARKOCZI, Laura BACALI, Mircea LOBONȚIU
Leadership competencies for succesfully implementing change
in Romanian organizations............................................................................................................. 332
Paula BĂSU, Costache RUSU
The directions for improvement in polish and Romanian enterprises
in applying the principles of social responsibility....................................................................... 339
Nadia BELU, Agnieszka MISZTAL, Marcin BUTLEWSKI , Nicoleta RACHIERU
Applied study concerning the development of tools to control the state
of financial balance ......................................................................................................................... 345
Vasile BÎRLE, Gabriela LOBONȚIU
Aspects regarding the transformation of strange attractors from quasi – stabiltiy toward full
blown chaos..................................................................................................................................... 353
Ștefan Radu BOGDAN, Liviu MORAR, Cristian GELMEREANU
Using the value analysis method for redesigning the management of Hunedoara Energy
Complex S.A. ................................................................................................................................... 360
Florian BUSE, Sorin Iuliu MANGU, Gheorghe Florin BUSE

10. vi
Analysis of the external general environment of the logistic market in Romania.................... 370
Dănuţ Dumitru DUMITRAŞCU, Wiegand Helmut FLEISCHER, Thomas MOSER
Reverse logistics in Romania, a point of view of electrical
and electronic products retailers................................................................................................... 377
Cristina Mihaela GHEORGHE, Raisa Floralia RADU
Employees’ risk attitudes and the linkage to organizational security and health in the
construction industry in Romania................................................................................................. 385
Andrada-Iulia GHETE, Lorena BALAN
A New Approach on Software Self-Assessment Tool Based on EFQM Model......................... 390
Andreea IONICĂ, Monica LEBA, Remus DOBRA
Strategic planning horizons used by both small and big companies
from the north-west Romania......................................................................................................... 399
Gabriela LOBONȚIU, Vasile BÎRLE, Nicolae UNGUREANU
Mathematical model for improving the efficiency of productive organizations ....................... 407
Ionela MANCIU, Liviu MARIAN, Anca Mihaela REDES (married GIURGIU)
The Framework of methodology for identification of organizational maturity
with assessment of excellence level of logistics systems ......................................................... 415
Anna MAZUR, Agnieszka STACHOWIAK
Using protégé and jess in the management of product development....................................... 423
Adrian PETROVAN, Mircea LOBONȚIU, Nicolae UNGUREANU
Transposing the constraints into feasible alternative solutions within renewable energy
projects ............................................................................................................................................ 431
Gabriela PROSTEAN, Cristian VASAR, Andra BADEA
A complexity management model for industrial services........................................................... 439
Frank RENNUNG1, Daniel PASCHEK2, Anca DRAGHICI
Inсrеasеd соmреtitivеnеss thrоugh imрrоvеd соmреtеnсеs transfеr bеtwееn
univеrsitiеs and оrganizatiоns....................................................................................................... 450
Соstaсhе RUSU, Еlisabеta JABA
Considerations on improving touristic services in Romania ..................................................... 458
Ancuța-Maria SIGMIREAN, Liviu MARIAN, Amelia BOROȘ
Quality management tools used as competitive assets in car sales......................................... 466
Ileana ULICI UNGUREAN, Liviu MORAR, Emilia CÂMPEAN, Nelu DORLE, Smaranda CÂMPEAN
(TRIPON)

11. 65
A study of the corporate social responsibility of the year 2014
nominated “10 best us companies to work for”
Author(s)*: Emeric Ovidiu LAPOSI 1, Ioan Simion DAN 2
Position: Ph.D.Candidate 1, Assist. Ph.D. 2
University: Technical University of Cluj-Napoca1,2
Address: Memorandumului Street, 28, 400114, Cluj-Napoca1,2
Email: laposie@hotmail.com 1, simion.dan@mis.utcluj.ro 2
Webpage: http://www.utcluj.ro
Abstract
No major company strategy is complete these days without a statement on corporate social
responsibility (CSR), and this is because profitability, innovation and customer satisfaction alone
are necessary but no longer sufficient factors to assure the sustainable development of any
corporate business. The companies’ strategies focus on connecting their people synergy in
creating value which goes beyond customers and stakeholders, to invest in communities, care for
the environment and build a better society.
Understanding what the company has actually done, good or bad, in terms of its products and
services, in terms of its impact on the environment and on local communities, or in how it treats
and develops its workforce, predicts the future performance.
The “best 10 US companies to work for” in 2014, stand out as prime examples of how social
responsibility can be productively coupled with sound strategies to advance goodwill, while
building sustainable and impressive businesses. Year after year they provide the leadership to
demonstrate how marketers can pursue both objectives simultaneously. As such, socially
conscious companies have stepped up their efforts with increasing effectiveness and productivity,
ranking in top preferences of their employees and communities they operate.
Key words: Corporate Social Responsibility
Introduction
It is already a “sophism” the statement that the most valuable assets of an organization are not
the products, equipment, real estate, but they are its intangible assets: brand, intellectual capital,
knowledge created by it’s people, the staff.
In his study in 2011, Kotler proves how products are becoming more and more like each other
and how quick the innovation is imitated soon after its appearance. So if the innovative products
are no longer creating the competitive advantage, only for a short time, what are the factors which
are key for companies’ differentiation and theirs strategic initiatives in the most competitive global
world ever?
No major company strategy is complete these days without a statement on corporate social
responsibility, and this is because profitability, innovation and customer satisfaction alone are
necessary but no longer sufficient factors to assure the sustainable development of any corporate
business. The companies’ strategies focus on connecting their people synergy in creating value
which goes beyond customers and stakeholders, to invest in communities, care for the
environment and build a better society.

12. 66
Theoretical Context of the Corporate Social Responsibility
Traditionally in the United States, Corporate Social Responsibility has been defined much more in
terms of a philanthropic model. Companies make profits, unhindered except by fulfilling their duty
to pay taxes. Then they donate a certain share of the profits to charitable causes. It is seen as
tainting the act for the company to receive any benefit from the giving.
The European Commission presents Corporate Social Responsibility as: “A concept whereby
companies decide voluntarily to contribute to a better society and a cleaner environment. A
concept whereby companies integrate social and environmental concerns in their business
operations and in their interaction with their stakeholders on a voluntary basis”.
The World Business Council for Sustainable Development in its publication Making Good
Business Sense by Lord Holme and Richard Watts, uses the following definition: “Corporate
Social Responsibility is the continuing commitment by business to behave ethically and contribute
to economic development while improving the quality of life of the workforce and their families as
well as of the local community and society at large”
The common ground of the above definitions is about how companies manage the business
processes to produce an overall positive impact on society, the concept being illustrated in
figure 1.
The inner circle represents the quality of corporate processes and people, where outside circle
illustrates the nature and quantity of their impact on society in the various areas.
Understanding what the company has actually done, good or bad, in terms of its products and
services, in terms of its impact on the environment and on local communities, or in how it treats
and develops its workforce, predicts the future performance.
Figure 1. The Business in Society (adapted by Baker, c, 2014)

13. 67
The 10 Best Companies to Work For
Every year, the Fortune in partnership with the Great Place to Work Institute, a global research
and consulting firm operating in 45 countries around the world, conduct the most extensive
survey on US corporate companies. In 2014 year, 257 companies with more than 252,000
employees at those companies were surveyed by the institute.
Two-thirds of a company's score is based on the results of the institute's Trust Index survey which
asks questions related to their attitudes about management's credibility, job satisfaction,
camaraderie and social responsibility.
The other third is based on responses to the institute's Culture Audit, which includes detailed
questions about pay and benefit programs and a series of open-ended questions about hiring
practices, methods of internal communication, training, recognition programs, and diversity
efforts.
Social responsibilities activities has been recognized as the value it gets from doing this, both
from the employee's perspective - in improving staff engagement and morale, and by being
an employer staff can feel good about - and from the perspective of clients, who are
increasingly monitoring and checking their suppliers. Social responsibility has become all but
a requirement for companies looking to appeal to consumers who are focused on doing well
in the world. Many studies have indicated that customers are willing to switch brands to
support companies that contribute to a social cause, and this trend hasn't gone unnoticed in
the business world.
More and more, for many companies the value of responsibility to "give back" to society, became
a core company value. This focus includes, but not restricted to contributions of time and money,
an effort to design and provide environmentally friendly integrated operations, products and
services, and a wish to improve the lives of individuals here and around the globe.
The following 10 companies stand out as prime examples of how social responsibility can be
productively coupled with sound strategies to advance goodwill, while building sustainable and
impressive businesses. Year after year they provide the leadership to demonstrate how
marketers can pursue both objectives simultaneously. As such, socially conscious companies
have stepped up their efforts with increasing effectiveness and productivity, ranking in top
preferences of their employees and communities they operate.
The Top 10 companies to work for with the number of employees, are listed in table 1:
Table 1 - 2014 year’s Top 10 Companies to work for
Rank Company name
No. of
Employees
1 Google 42,162
2 SAS 6,588
3 The Boston Consulting Group 2,552
4 Edward Jones 38,015
5 Quicken Loans 8,386
6 Genentech 11,998
7 Salesforce.com 6,739
8 Intuit 7,728
9 Robert W. Baird & Co. 2,704
10 DPR Construction 3,546

14. 68
Regardless the field of operations, from technology communications to building constructions,
biotechnology to sales or financial services, companies’ brands and people have touched and
improved consumers’ lives, being seen and perceived as a tremendous force that can make an
impact on society that matters.
Strongly believing in the value of community involvement they deliver theirs Community Matters
program by: contributing funding, donating products and through a comprehensive employee
volunteer initiatives. Nurseries, playgroups, disabled children’s groups, hospices, women’s
refuges and local community projects are among those benefiting from donations of products, just
to name some.
These companies are committed to operating as a responsible business, taking into account the
impact of our activities on society and the environment. Their social responsibility strategy aligns
with the business mission to be the outstanding competitor in their markets by addressing the four
major priorities, which will make a positive difference to customers, employees, the environment
and the communities in which operate.
After 15 years of operations, Google, the $46 billion Silicon Valley company, has about 26,000
employees in the US and 40,000 worldwide and, and owns Motorola Mobility, and YouTube, and
the Android operating system. "Google is one of the most visible Internet companies in the world;
our name is immediately recognized, and almost universally loved”. The company's Donations for
Doers program encourages volunteerism by donating $50 for every five hours a Googler
volunteers with an approved nonprofit. As part of a separate initiative, in 2012, Google gave more
than $100 million in grants and $1 billion in free and discounted ads, apps and products to
nonprofits around the world.
Jim Goodnight, the founder of SAS, explains what makes his company so great: “SAS walks the
talk on work-life balance.” SAS employees describe their employer as one finely attuned to their
needs, both on and off the job.
Quicken Loans, a mortgage company operating in Detroit, and its team members contributed in
2012 year alone with more than 10,000 volunteer hours and $7 million helping the community.
96% of the employees describe their workplace as a "family" or a "team."
Genentech, a biotech company, specialized in breast cancer drugs, and its 12,000 contributed
nearly $1 million in volunteer time and donations in year of 2012.
Salesforce.com has grown rapidly in 11 years, from 250 employees to 12,800. Since day one,
salesforce.com has instituted a unique 1/1/1 philanthropy model: the company donates 1 percent
of employees' time, 1 percent of pre-IPO equity, and 1 percent of salesforce.com product to the
communities it serves.
Intuit, a radio media company, places a big emphasis on its "We Care and Give Back" culture.
Employees get four days of paid time off a year to volunteer. Through a “We Care and Give Back”
program in 2012 Intuit and its employees donated $54 million and more than 10,000 volunteer
hours, making 95% of the employees being proud of how they contribute to society.
Baird and Co., a financial service company, organizes each year “Baird Gives Back Week”,
creating opportunities for associates to volunteer with colleagues and family members during
regular working hours without using paid time off.
Conclusions
More and more companies are integrating in their business strategy the Corporate Social
Responsibility programs, as they started to recognize the responsibilities they have to the wider
public, community and environment.

15. 69
The ethical value of corporate activities component of the Corporate Social Responsibility
definition by Lord Holme, from The World Business Council for Sustainable Development makes
the link to the Great Place to Work Institute’s “Trust survey” which enquired in 2014 year the 257
best companies in US about their credibility in the integrity of their leadership management
teams. The best ranked companies are also those which have an authentic reputation in positive
impacting the community they operate in, regardless the field of activity.
References
Baker, M., a
2014
Should CSR be made compulsory after all?,
http://www.mallenbaker.net/csr/page.php?Story_ID=2800 [accesed at 03.05.2014]
Baker, M., b
2014
The most ethical companies - maybe, http://www.mallenbaker.net/csr/post.php?id=480 [accesed
at 23.05.2014]
Baker, M., c
2014
Corporate social responsibility - What does it mean?,
http://www.mallenbaker.net/csr/definition.php [accesed at 21.06.2014]
BORT, J.
2014
The 10 Best Tech Companies To Work For That Are NOT In Silicon Valley,
http://www.businessinsider.com/10-best-tech-companies-not-in-the-valley-2014-
5?op=1#ixzz3DKTcDlTz [accesed on 12.05.2014]
Kotler, P., Pfoertsch, W.
2011
Business-to-Business Brand Management, Brandbuilders Grup, Bucuresti.
Holme L., Watts R.
2012
Making Good Business Sense, The World Business Council for Sustainable Development
Rangan, K., Chase, L.A., Karim, S.
2012
Why Every Company Needs a CSR Strategy and How to Build It, Working Paper, Harvard
Business School.
http://www.greatplacetowork.com
http://fortune.com/best-companies