Since the early 90s, managers in Eastern Europe have had to adjust to the consequences of large scale re-structuring from a command to a market economy. Building on a previous paper accepted by the journal which examined shifts in HRM during transitional times, this study exaines the evolution of management cultures in one EE country- Romania.
During the Communist period, Romania experienced a highly centralised and hierarchical system of economic management which tightly constrained the roles of the individual managers within it. At the enterprise level, the operational activities of managers were largely concerned with fulfilling the targets of planners laid down from above. Broader currents of historical and political culture also served to inculcate values of bureaucratic formalism and conformity among the cadres of managers. However, with the fall of Communism and fundamental system change (marketisation, privatisation etc), the post- command system forced managers to acquire new skills, knowledge and attitudes. As a consequence, it appears that the management role and identities are being re-defined and management cultures are changing. This article seeks to understand these cultural movements by examining management experience in a number of organisations- multi-national subsidiaries, state owned enterprises, public service organisations, charities and newly established companies- based in Romania.