Search results

The strategies for structural-systemic crisis management have generated, to a geographical level, a number of differences between EU countries. These cleavages are the result of differential macroeconomic policies. In this context, this article has the aim of achieving a comparative approach between countries of the south, west and east of the EU space. Also our approach is focused on observing the nature of macroeconomic policies and also on identifying a "pattern" associated with a common ideal -type of "rational choice" in the efficient and effective management of systemic crises. This article aims to identify areas of growth and economic stability of a particular model of public policy and political-economic ideology, to set up a mechanism for "economic engineering". From the methodological point of view, this article uses a quantitative methodology, derived from mathematical analysis, statistics and stochastic, in order to explain, understand and predict the possible evolution of the systemic crises in the EU countries. The interest lies in the possibility of giving a model of macroeconomic policy for the adjustment of inflationist imbalances, labor market and price policy, and also in regulating the equation of production-consumption.

This article provides a brief comparative analysis of the medical problems of European countries. The problems that the Eastern European states are currently facing have been identified. Efforts are also being made by the EU member states in the organization and provision of health services and medical assistance. The healthcare system put into practice by the member states of the European Union aims to ensure everyone's access to quality care, and their development has contributed to the considerable improvement of the health status of the European population, during the last decades.

Abstract
The issue of sustainable development (SD) is increasingly present among the concerns of the international academic community. However, the depth of our unsustainable practices suggests that insufficient progress has been made to move from an unsustainable lifestyle to sustainable development. By sharing ideas, concepts, tools, experiences learned in different contexts, it is anticipated that we will all learn many things that will help us to help our academic communities and companies to develop the skills to make progress towards sustainable development.
In response to increasing concerns of society about environmental degradation and increasing demands for a transition to a more sustainable society, the business companies are increasingly active in aligning their processes and services with a sustainability agenda. A good management of environmental services has now become the focus of many business strategies tending to the aspiration of 'greening' their infrastructures and product deliveries. The growing demand for "green" products has created major new markets in which visionary entrepreneurs reap the rewards of approaching sustainability. Hence, by adopting sustainable practices, companies can gain competitive advantage, increase market share and boost shareholder value. The sustainable university can be am model for the organizations that want to embark in the process of transition towards sustainability. This paper presents a model of the sustainable university and the steps that the management of such an organization should follow in order to transform their institution into a green one.

Abstract
In response to increasing concerns of society about environmental degradation and increasing demands for a transition to a more sustainable society, the business companies are increasingly active in aligning their processes and services with a sustainability agenda. Production, distribution and supply of goods and services require material and energy consumption, having an impact on natural resources both quantitatively and qualitatively, generating waste, pollution and disrupting ecosystems. Ecobusiness intelligence is the capacity of people, processes and applications/tools to organize business information, to facilitate consistent access to them and analyse them in order to improve management decisions, for better performance management of the organizations that are increasingly pressed to synchronize their processes and services with a sustainable development agenda, through the development, testing and implementation of decision support software. This paper advances the idea that BI methods and tools have an important but as yet not well studied role to play in helping organizations implement and monitor sustainable and socially responsible business practices.

Abstract
This paper presents an original approach to the changes required for the transformation of universities in sustainable universities. The focus is on the innovative approach of all activities and relationships of the university: teaching, scientific research and other services offered by the university, the relations of the university with the communities where it operates, inter-university relations, relations with business environment, etc. Based on the experience and information gathered by the authors in the strategic project "Improving University Management", it is proposed a better, more efficient and more effective way of using the resources of universities, thus sharing the resources within the university and with others partners. Shared resources can belong not only to universities but also to their other collaborating organizations interested in the general progress of the society. This can become reality only if the universities will realize that by working together they can achieve higher performance rather than by simply competing with each other, approach which is not excluded but otherwise addressed.

The Alexandru Ioan Cuza University of Iaşi in collaboration with the Norwegian Film Institute in Oslo and the Royal Norwegian Embassy in Bucharest organized the event entitled Norwegian Film Days in Iaşi, between May 27-29, 2012. This cultural event was coordinated by Dr. Crina Leon.The guest speaker was Mr. Jan Erik Holst, executive editor at the Norwegian Film Institute and responsible for major cultural projects abroad. He had previously been invited to Romania for similar projects in Cluj-Napoca and Bucharest.