It is obvious that these principles will never be fulfilled in their

It is obvious that these principles will never be

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quality culture. It is obvious that these principles will never be fulfilled in their integrality, unless they rely on a strong culture of quality in any authority and public institution. On the other hand, it should be noted that in any kind of organization, ethical behavior is influenced both by the individual factors and social factors. “There should be a trust climate (Stanciu, I., 2007), because it leads to communication on the one hand (they will not accept messages from people who do not trust), and secondly, it may develop positive interpersonal relationships. This will help avoiding conflicts, will enhance work team, but, especially, will lead to ethical behavior of employees and hence the quality of public services. This means orientation (Stanciu, I., 2007) to client-citizen. We also need to emphasized the fact that the above legal principles lead to an official image integrity with a well-structured system of values, but mostly responsible. Accepting responsibility helps building confidence and integrity, as well as all other elements of ethics, very important element for the implementation of total quality in the public organizations.
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Quality Culture in Romanian Public Administration 43 Instead of Conclusions… In order to achieve the implementation of a sound quality culture in the public organizations, it is necessary to first consolidate the value of such systems. I think it is necessary for general value system to be implemented in all institutions or public authorities, and each organization to add their own values after then. But I also believe that the most important aspect is given by civil servants, as more or less vectors of the authority , which have the most important role in providing public services. They are to be motivated by both as a participatory management and other incentives, including the material. References Androniceanu, A. (2004), New Public Management , University Publishing House, Bucharest. Deal, T., Kennedy, A.E. (1982), Corporate Culture – The Rites and Rituals of Corporate Life , Addison Wesley Publishing Company. Hellriegel, J. S. and Woodman, R. (1998), Organizational Behaviour , Cincinnati, South Western College Publishing. Law no. 188/1999 on the Statute of civil servants. Law no. 7/2004, the Code of Conduct for Civil Servants. Nicolescu, O., Verboncu, I. (1999), Organisational Management, Economic Publishing House, Bucharest. Schein, E. (1994), Organizational Culture, American Psychologist no. 45. Sherwood, J.J. (1998), “Creating Work Cultures with Competitive Advantage”, Organizational Dynamics Stanciu, I. (2007), Total Quality Management , University Publishing House, Bucharest
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International Journal for Public Management and Politic Development – Vol. 1, No. 1 44 RURAL MARKETING TO THE AID OF LOCAL DEVELOPMENT. CASE STUDY - JILAVA COMMUNE, ILFOV COUNTY, ROMANIA Ph.D. Dragos Dinca Ph.D. Catalin Dumitrica Abstract Rural marketing is an indispensible element within the strategies for the economic development of villages  and comunes, contributing to the establishing of the strategy overview. Marketing helps villages  and comunes fulfill several objectives, such as the
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