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The STUDIA UNIVERSITATIS BABEŞ-BOLYAI issue article summary
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Abstract: In Romania almost 99% of the companies are SMEs. For now the only certainty for Romanian economy is the fact that the ability to “invent” new products and services for clients, the capability to offer quick and creative responses to the complex problems which appear in the organization and the capability to find always new ways to improve key-relationship between stakeholders, are becoming the key-factors for differencing and creating the competitive advantage for today and tomorrows success.
If we take into consideration the present evolutions which state that the SMEs are the new knowledge-based firms, it’s necessary that in order to be globally competitive, Romanian companies have to support and enhance individual creativity and to use employees knowledge as a way to increase firms profitability.
For Romanian SMEs the necessity of change is becoming more and more urgent. This is why reengineering is becoming fundamental for all organizations. The companies which had the biggest success in persuading the employees about change were the ones who had the clearest messages about the necessity of reengineering.
The paper analyses the role of managerial systems reengineering inside SMEs from Romania. This research intends to demonstrate that reengineering the management system is one of the main conditions to ensure the economical and managerial success of an organization on a period of three to five years. It became compulsory that management system reengineering should follow a special methodology which respects a logical succession of different phases. Based on SMEs development from Romania the paper will present each phase of the reengineering process and in the end will draw some conclusions about future improvements for management system reengineering.
Keywords: Small and Medium Enterprise, Reengineering, SMEs, Management Systems, Reengineering Methodology
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