Search

The transition to the knowledge based economy involves the adjustment of SMEs to the new changes, an aspect emphasized both by the need for knowledge as the primary element in their current activities, but also by the emergence of new types of SMEs. Accordingly,the top management of SMEs will have to adapt their strategies and strategic management to the new organizational context

Starting from “the mutations” that are likely to appear inside the project in the context of the information – based economy, society, organization and management, there has been achieved a research at the national level since the main goal consisted in observing, on the one hand, the present status of the small and medium size organizations with reference to the project management, and, on the other hand, in underlying their capacity to assimilate these modifications particularly to be able to adapt to the changes that the new organizational context shall impose.

All changes that „govern” the economy, the society, the organization and the management based on knowledge (new world trends) could not have been implemented without projects. Also, the economy, society, organization and its management could not have adapted and develop should there not have been a rigorous project management. Therefore, both the project and the project management help the organization‟s adaptation to change and also, in its turn, these concepts need transformations in order to adapt to a knowledge based organization. This article presents the changes (“mutations”) that occurred within projects and their managements in view of adapting to the new world trends.

The economic, political, social, cultural, technological, etc. changes the XXI-st century is facing trigger modifications at the level of the economy, society, organization and of the management of this one. Such transformations result in the appearance of new trends at the international level, and an example would be the fact that the economy, society, organization and management that are based on knowledge have knowledge as the central element. Upon having adapted to the new world-wide trends, there can be noticed the particular attention that is granted to the projects in the development of the organizations’ activities, which is likely to result in the transformation of the organizations into project-oriented organizations. There is more to it as it can be openly asserted that the changes that “direct” the knowledge-based economy, society, organization and management could not have been achieved in the absence of projects. The projects, in their turn, cannot adapt and develop unless there exists a rigorous project management. This way, a special relationship has been drawn between the projects and the new world-wide trends, relationship that certifies the need for projects in so that to assure the “progress” of the knowledge-based economy, and, all the same, it certifies the importance of implementing an efficient project management inside the knowledge-based organizations, and this shall assure the continuity of the “new” changes that shall help draw the layout of a new development phase of the human evolution

Should there be no change, no technical and economic progress would exist, either, not to mention that humanity would not be able to evolve; that is to say: humanity would not exist, as a matter of fact. The XXI-th century has been confronted with a series of changes, be them of an economic, political, social, cultural, technological nature, or of any other nature, that “give birth” to diverse phenomena and processes that, along the run, shall trigger the modification of economy, society, organization, management and of the human resource – the new worldwide tendencies. It is only based on being aware of the theoretical notions that refer to the change process, and, also based on being accustomed to the concrete elements from the economic, political and social reality, that we shall be able to apply the management of change, and this would result in benefits and advantages both at the macro-economic level, and at the micro-economic one, as well. From this point of view, Romania that is currently crssing an economic crisis, crisis to be actually a worldwide phenomenon,comes as a very good example. Not too much talk shall be made either with reference to the causes that resulted in the appearance of this global economic crisis, or with reference to the consequences of this one on our country since the subject of the present paper focuses on the managerial change. In other words, our interest goes to the way in which this crisis affects the organizations (the trading companies) from Romania.

In the context of E.U. integration and economic change emerges a new organization (the firm) based on knowledge, which uses as managerial method, a method of financial management- the management through budget. Having in view a profitable activity, this method assumes solving three interdependent problems: financing (attraction and using of the capital), risk (removal of the bankruptcy risk) and performance (obtaining the performance- rationality and maxim efficiency of the activity). These fundamental problems were at all times, but their importance magnified now, at the beginning of the 21st century. By solving these problems and taking into account the implications of change on the organizations, we can adapt to the European requirements and we can raise competitiveness on the E.U. market.