The aim of this article is that of establishing the correlations that exist between the types of organizational cultures and the country of origin of the majority capital, the gender of the ...employees, their age, level of professional experience in the banking field and seniority in the organization of the respondents in banking organizations in Romania by using the ANOVA (the analysis of variation with one factor) test. 410 informants, out of which 260 operating personnel and 150 employees with leadership positions answered the questionnaire that was used in order to create the database needed for the analysis. Through the ANOVA analysis of the correlations that exist between the four types of organizational cultures (Task Type, Power Type, Role Type and Person Type) and of the aforementioned variables we can conclude that for both the operating personnel and for those with leadership positions the country of origin of the majority capital influences the organizational culture in the Romanian banking system, while the age and seniority in the organization do not influence the organizational culture. Furthermore, the professional experience in the banking system does not manifest itself as a variable with a significant impact on organizational cultures, with the exceptions of the banks in which the Role Type culture is predominant and in which the managers are aware of the importance of the experience accumulated in the field. In regards to the gender, this leaves its mark on the organizational cultures of the Task Type both in the case of operating personnel and in that of those in leadership positions.
The analysis of the measures jointly developed and accepted by countries-participants G20 for achievement of financial stabilization; research of disbalances of trade and capital flows in the world; ...definition of the basic tendencies in development of the modern world economy - is the list of the questions considered in article. As an actual material are used the decisions accepted at the summits the Group of Twenty (G-20) and their practical accomplishment by some countries-participants.
PDF