MANAGEMENTUL SCHIMBĂRII ȘI DEZVOLTĂRII ÎN CADRUL INSTITUȚIILOR DE URMĂRIRE PENALĂ
CHANGE AND DEVELOPMENT MANAGEMENT IN CRIMINAL PROSECUTION INSTITUTIONS

Summary/Abstract: Institutions do not turn the sake of change but that is part of a wider development process and must react to the new changes in the environment, restrictions, requirements and opportunities that arise in this area. Change can be defined as the transformation observed during that affect in a manner that can not be temporary or ephemeral structure and operation of a community social organization data and changes the whole course of its history. Changes ranges on a scale from incremental complexity transformational. Timing for making the decision to change is crucial and can occur in any of the above steps, current or anticipated. If the decision is taken too early, it will enjoy the support, if taken too late, has no significance anyway. An analytical approach based on the consultation of numerous papers, allowed the identification of the most frequent sources of resistance to change, which refers both to those directly involved in changing and changing context. The change process is more complex, the stronger is felt at the individual level: employees have different reactions when faced with major changes at the institutional level. In order to implement the optimal conditions change, it is necessary to initiate change to pay attention to not only the technical, financial projections related elements, but also those targeting human factor. In this way a balance between the needs of the institution and the employee, resulting in commitments and joint efforts to ensure the success of the change process.

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