Human Resources Approach Regarding Combating Compulsive Bureaucracy in Governmental Institutions

Public sector organizations continue to be resistant to change. Previous studies regarding work satisfaction (a subject about which this study offers new data) revealed a certain amount of toxicity in organizational life. We propose some methods for reorganizing centralized organizations in which human resources structures are divided between the deciding players and the ones carrying out the tasks; between the executive management level and operational level. The autocratic, bureaucratic and compulsive type of leadership that does not succeed in adopting and making the correct models of Webber's rational-legal system more efficient characterizes public sector management in Romania. The methodology results contain some approaches regarding the inadequate reduction of the rapport of power within the organizations: an insignificant union life in which the rights of the employee are inadequately defended and in which decentralization, the transfer of power, and participative management are just a desiderate. The public sector also needs solutions for the resolution of conflicts which are accentuated by the inadequate motivation of the employees, neglecting the management's motivational/mobilizing purpose. Ultimately the hands-off leadership type, without an affective implication on behalf of the public sector's managers must be replaced with a hands-on (in) type leadership and its associated characteristics. All these realities are ocurring in a period of significant change in our organizations and our communities. The need for focused leadership is critical and challenging for all. As we examine our current environment and look to the future, we must develop specific approaches and strategies that will enable the program to grow and to be sustainable. Most importantly, we must keep the focus on the consumers we serve and the staff and the stakeholders who are integral to our continued viability. Now is the time when our rehabilitated organizations need bold leaders who are able to shape and implement a courageous vision for the future and make decisions, with full collaboration from colleagues, employees and community constituencies. The changes in our environment are substantive. Using past practices is not sufficient to address future challenges and opportunities. The vision today's leaders must look to is the future in order to ensure a solid infrastructure and strong cadre of qualified personnel who will ensure life and vitality to the vision. The paper establishes solutions for combating resistance to change and reconsiders managing in public sector as a leadership process.