Generation Y – The Management Conversion Paradigm
The Romanian private banking system organizational structure faces major mutations. The boss-subordinate management paradigm is gradually becoming obsolete. The boss- subordinate relationship between managers and their employees is being gradually replaced by a collegiality type of relationship. Eve...
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description | The Romanian private banking system organizational structure faces major mutations. The boss-subordinate management paradigm is gradually becoming obsolete. The boss- subordinate relationship between managers and their employees is being gradually replaced by a collegiality type of relationship. Even if the transactional leader type continues to dominate, the inspirational leader type is spreading already. The purpose of our paper is to emphasize the advanced position of the managerial paradigmatic conversion in Romanian private commercial banks. The mutual adaptation of employees from a hierarchical perspective is one of the ways to ensure the development of a long term banking institution. We have identified the employee’s perception from the Romanian private banking system regarding the leadership style of their superior using the questionnaire LBDQ XII. Despite of having identified that statistically there are no major perceived differences from one banking institution to another, from ” expectations” point of view, we have found that generational differences are statistically significant. We consider that the organizational culture of Romanian private banking, as the main support pillar of perception uniformity, will significantly change once the number of employees from the Millennial generation increases in the total number of employees in this activity field. |
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The boss-subordinate management paradigm is gradually becoming obsolete. The boss- subordinate relationship between managers and their employees is being gradually replaced by a collegiality type of relationship. Even if the transactional leader type continues to dominate, the inspirational leader type is spreading already. The purpose of our paper is to emphasize the advanced position of the managerial paradigmatic conversion in Romanian private commercial banks. The mutual adaptation of employees from a hierarchical perspective is one of the ways to ensure the development of a long term banking institution. We have identified the employee’s perception from the Romanian private banking system regarding the leadership style of their superior using the questionnaire LBDQ XII. Despite of having identified that statistically there are no major perceived differences from one banking institution to another, from ” expectations” point of view, we have found that generational differences are statistically significant. We consider that the organizational culture of Romanian private banking, as the main support pillar of perception uniformity, will significantly change once the number of employees from the Millennial generation increases in the total number of employees in this activity field.</description><identifier>ISSN: 1582-3458</identifier><identifier>EISSN: 2601-0968</identifier><language>eng</language><publisher>Bucharest: EDITURA ASE</publisher><subject>Adaptation ; Age ; Age discrimination ; Banking industry ; Business Economy / Management ; Commercial banks ; Corporate culture ; Demography and human biology ; Employees ; Financial Markets ; generation y ; Generational differences ; Generations ; Human Resources in Economy ; Leadership ; Management styles ; Managers ; Millennials ; mutual adaptation ; National banks ; Participation ; Perceptions ; Private banking ; Questionnaires ; romanian banking system ; Socio-Economic Research ; Subordinates ; transactional leader</subject><ispartof>Revista de Management Comparat International, 2016-03, Vol.17 (1), p.76-86</ispartof><rights>Copyright Revista de Management Comparat International Mar 2016</rights><lds50>peer_reviewed</lds50><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>314,780,784</link.rule.ids></links><search><creatorcontrib>Crisan, Lucian Ciprian</creatorcontrib><title>Generation Y – The Management Conversion Paradigm</title><title>Revista de Management Comparat International</title><addtitle>Review of International Comparative Management</addtitle><description>The Romanian private banking system organizational structure faces major mutations. The boss-subordinate management paradigm is gradually becoming obsolete. The boss- subordinate relationship between managers and their employees is being gradually replaced by a collegiality type of relationship. Even if the transactional leader type continues to dominate, the inspirational leader type is spreading already. The purpose of our paper is to emphasize the advanced position of the managerial paradigmatic conversion in Romanian private commercial banks. The mutual adaptation of employees from a hierarchical perspective is one of the ways to ensure the development of a long term banking institution. We have identified the employee’s perception from the Romanian private banking system regarding the leadership style of their superior using the questionnaire LBDQ XII. Despite of having identified that statistically there are no major perceived differences from one banking institution to another, from ” expectations” point of view, we have found that generational differences are statistically significant. We consider that the organizational culture of Romanian private banking, as the main support pillar of perception uniformity, will significantly change once the number of employees from the Millennial generation increases in the total number of employees in this activity field.</description><subject>Adaptation</subject><subject>Age</subject><subject>Age discrimination</subject><subject>Banking industry</subject><subject>Business Economy / Management</subject><subject>Commercial banks</subject><subject>Corporate culture</subject><subject>Demography and human biology</subject><subject>Employees</subject><subject>Financial Markets</subject><subject>generation y</subject><subject>Generational differences</subject><subject>Generations</subject><subject>Human Resources in Economy</subject><subject>Leadership</subject><subject>Management styles</subject><subject>Managers</subject><subject>Millennials</subject><subject>mutual adaptation</subject><subject>National banks</subject><subject>Participation</subject><subject>Perceptions</subject><subject>Private banking</subject><subject>Questionnaires</subject><subject>romanian banking system</subject><subject>Socio-Economic Research</subject><subject>Subordinates</subject><subject>transactional leader</subject><issn>1582-3458</issn><issn>2601-0968</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2016</creationdate><recordtype>article</recordtype><sourceid>REL</sourceid><sourceid>8G5</sourceid><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><sourceid>GUQSH</sourceid><sourceid>M2O</sourceid><sourceid>DOA</sourceid><recordid>eNpFjs1Kw0AQxxdRsNS-gYeA58B-fxylaC1U9FAPnpbZZFJT2mzdpII338E39ElcjeBhZmDmx2_-J2TCNWUlddqekglTlpdCKntOZn3fBiq15iK3CREL7DDB0MaueC6-Pj6L9QsW99DBBvfYDcU8dm-Y-p_7IySo283-gpw1sOtx9jen5On2Zj2_K1cPi-X8elVWjClR5mqEBdpUwVp0QI0E7RRXznLmWM0prRU3oIEDKtWgMMHJwA2ljFmDYkqWo7eOsPWH1O4hvfsIrf9dxLTxkIa22qHXLoRgWc2ASomVCsxUWlueP9UGBM2uq9F1SPH1iP3gt_GYuhzfM8skt0YJkanLkaoQ4-4fMSJH4uIbKr9jDg</recordid><startdate>20160301</startdate><enddate>20160301</enddate><creator>Crisan, Lucian Ciprian</creator><general>EDITURA ASE</general><general>ASE Publishing House</general><general>Revista de Management Comparat International</general><general>Editura ASE</general><scope>AE2</scope><scope>BIXPP</scope><scope>REL</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>87Z</scope><scope>8FK</scope><scope>8FL</scope><scope>8G5</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>BYOGL</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>GUQSH</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>M0C</scope><scope>M2O</scope><scope>MBDVC</scope><scope>PADUT</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PRINS</scope><scope>PYYUZ</scope><scope>Q9U</scope><scope>DOA</scope></search><sort><creationdate>20160301</creationdate><title>Generation Y – The Management Conversion Paradigm</title><author>Crisan, Lucian Ciprian</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c1153-153f38a0fcb88e9a074a69525982191d200d527a6a2ae55fe37b94b27001187e3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2016</creationdate><topic>Adaptation</topic><topic>Age</topic><topic>Age discrimination</topic><topic>Banking industry</topic><topic>Business Economy / Management</topic><topic>Commercial banks</topic><topic>Corporate culture</topic><topic>Demography and human biology</topic><topic>Employees</topic><topic>Financial Markets</topic><topic>generation y</topic><topic>Generational differences</topic><topic>Generations</topic><topic>Human Resources in Economy</topic><topic>Leadership</topic><topic>Management styles</topic><topic>Managers</topic><topic>Millennials</topic><topic>mutual adaptation</topic><topic>National banks</topic><topic>Participation</topic><topic>Perceptions</topic><topic>Private banking</topic><topic>Questionnaires</topic><topic>romanian banking system</topic><topic>Socio-Economic Research</topic><topic>Subordinates</topic><topic>transactional leader</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Crisan, Lucian Ciprian</creatorcontrib><collection>Central and Eastern European Online Library (C.E.E.O.L.) 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The boss-subordinate management paradigm is gradually becoming obsolete. The boss- subordinate relationship between managers and their employees is being gradually replaced by a collegiality type of relationship. Even if the transactional leader type continues to dominate, the inspirational leader type is spreading already. The purpose of our paper is to emphasize the advanced position of the managerial paradigmatic conversion in Romanian private commercial banks. The mutual adaptation of employees from a hierarchical perspective is one of the ways to ensure the development of a long term banking institution. We have identified the employee’s perception from the Romanian private banking system regarding the leadership style of their superior using the questionnaire LBDQ XII. Despite of having identified that statistically there are no major perceived differences from one banking institution to another, from ” expectations” point of view, we have found that generational differences are statistically significant. We consider that the organizational culture of Romanian private banking, as the main support pillar of perception uniformity, will significantly change once the number of employees from the Millennial generation increases in the total number of employees in this activity field.</abstract><cop>Bucharest</cop><pub>EDITURA ASE</pub><tpages>11</tpages><oa>free_for_read</oa></addata></record> |
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subjects | Adaptation Age Age discrimination Banking industry Business Economy / Management Commercial banks Corporate culture Demography and human biology Employees Financial Markets generation y Generational differences Generations Human Resources in Economy Leadership Management styles Managers Millennials mutual adaptation National banks Participation Perceptions Private banking Questionnaires romanian banking system Socio-Economic Research Subordinates transactional leader |
title | Generation Y – The Management Conversion Paradigm |
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