OBJECTIVES, PERFORMANCES, RESULTS – VIEWS ON THEIR USE IN THE PUBLIC ORGANIZATIONS FROM ROMANIA

The pre sent paper focuses on the management associated with relatively common concepts: objective, result and performance (ORP). The study is important because in the Romania of the year 2011, a “state reform” is being planned, which will substantiate into the reorganization of public institutions, as the improvement of their activity is set forth by utilizing the set of tools associated with the aforementioned concepts. The study represents an analysis related to the use of the set of management tools associated with the aforementioned concepts within the Romanian public organizations. The study is concerned with a qualitative estimation involving the translation of the existing theory into the practice of the present moment. The review of the specialized literature is aimed at selecting the most common theoretical milestones, in order to increase the probability to retrieve them from the practice of the organizations. The works of Drucker represent the first theoretical system of reference. The way the ORP concepts have been utilized within the American organizations generate the guiding elements of the present study. The research presents a longitudinal segmentation, the frontier between the two parts being the present moment. The current state of facts is studied by means of an inductive approach. The hypothesis related to the ORP management in the near future is actually built on the grounds provided by the estimation of this state of facts. Its deductive approach starts from evaluating the pragmatic premises, involving the support of the process that will utilize the ORP in the near future, according to the theoretical percepts. The analysis is qualitative in nature. The identification of the cases that represented “the exception” was taken into account. The analysis focused on public institutions considered a priori as more transparent: the university, the hospital and the town hall. Even if in the case of the university there are regulations that facilitate the strategic planning, the utilization of objectives according to the MBO precepts is absent. The same situation is to be found in the case of hospitals and town halls. The use of primary and secondary information sources prove that the ORP has not been utilized. It was ascertained that the premises for utilizing the ORP are the same for the near future, a fact that implies the same results. The main implication is associated with the “myth or reality?” question. The result has a demystifying impact, showing that a reliable estimation on the ORP basis related to the activities of or people working in these organizations cannot be developed nowadays - in 2011. The present study aims at a realistic analysis related to the discrepancy between words and facts within the management of the Romanian public organizations. The fact that the aforementioned organizations represent the object of the “management of shallow labels content” is signaled and demonstrated.