Managing Organizational Culture in a Global Organization : The Case of Romania in the Process of Integration in the European Union

The reality of today's global organizations is that organizational culture must recognize cultural diversity. Social norms create differences across national boundaries that influence how people interact, read personal cues, and otherwise interrelate socially. Values and attitudes about similar circumstances also vary from country to country. Where individualism is central to a North American's value structure, the needs of the group dominate the value structure of their Japanese counterparts. Religion is yet another source of cultural differences. Holidays, practices, and belief structures differ in very fundamental ways that must be taken into account as one attempts to shape organizational culture in a global setting. Finally, education, or ways people are accustomed to learning, differ across national borders.Since the process of determining an organizational culture often involves considerable "education," Romanian managers should be sensitive to global differences in approaches to education to make sure their cultural education efforts are effective.How are to find these problems in the Romanian organizations, in the process of integration in the European Union? How can a small country like Romania surmount the Competitive Global Economy?What it will happen when the Romanian firms activate on same large European market space? Do the managers have already preparer the vision and strategy?The article propose the identification of all the means and opportunities utilized by the managers, to make obvious the strategic capacity of the Romanian firms, which function in a complex and unstable medium, now, at the 21 century beginning