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Approches Manageriales Dans Les Relations De Travail

Author

Listed:
  • Manolescu Aurel

    (Académie des Etudes Economiques de Bucarest, Faculté de Management)

  • Balaneasa Aurelia Cristina

    (Université " Stefan cel Mare" de Suceava, Faculté des Sciences Economiques et Administration Publique)

  • Ungureanu Ciprian

    (Université " Stefan cel Mare" de Suceava, Faculté des Sciences Economiques et Administration Publique)

Abstract

These paper presents concisely how managers deal whit work relations, strategies and managerial stiles used and also the factors which influence the choise of all these. A part of the papers presents also a explanation for the let-down of the collective work relations and the development of those without unions in different oganisations from EU states.

Suggested Citation

  • Manolescu Aurel & Balaneasa Aurelia Cristina & Ungureanu Ciprian, 2008. "Approches Manageriales Dans Les Relations De Travail," Annals of Faculty of Economics, University of Oradea, Faculty of Economics, vol. 4(1), pages 379-384, May.
    • Handle: RePEc:ora:journl:v:4:y:2008:i:1:p:379-384
    as

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    File URL: http://steconomice.uoradea.ro/anale/volume/2008/v4-management-marketing/067.pdf
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    References listed on IDEAS

    as
    1. Isabelle Huault & V. Perret & S. Charreire-Petit, 2007. "Management," Post-Print halshs-00337676, HAL.
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    More about this item

    Keywords

    employee relations; union; management styles; types of strategy;
    All these keywords.

    JEL classification:

    • O15 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development - - - Economic Development: Human Resources; Human Development; Income Distribution; Migration
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • J51 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Trade Unions: Objectives, Structure, and Effects

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