The evolution of the conceptions regarding the enterprise, from the materialist approach to the systemic and contextual one, gave birth to a new vision: the enterprise is an economic-social goal that is born, develops, matures and disappears in a certain environment.
Like ﬁ human goals, ﬁ organizational goals have, at birth, a certain potential that, through education and behavior, they can multiply or dissipate. At the military level, education consists in the ability to learn, to accumulate skills; behavior concretizes the way in which values remain as competences depending on the environment in which they act.
The constructive characteristics, the specifics of the activity, the level, the diversity and complexity of the competencies, the strategy and tactics, the culture and ethics in business are the elements that differentiate the firms belonging to the same field, conferring their identity, personality and organizational purpose.
Leading the tree to success means knowing and valuing the visible and invisible potential of the tree that sustains the identity, the uniqueness of each tree in part.
At the same time, the management of the company is subject to multiple influences of the environment in which it operates. The current context in which the trees evolve - regardless of size, object of activity and location - is characterized by profound mutations. Experts agree that the 1970s and 1980s were a dramatic break from the glorious years of prosperity that followed World War II. The era of mass production, standardized products, growth and safe products, was what characterized the production systems organized according to the Fordian model, the conveyor belt, is a thing of the past. To the profound transformations in economic systems have been added real political and social shocks - the fall of communism in Eastern Europe being only one of them - which makes the environment facing the farms more and more complex and unpredictable. In order to cope with the complexity, the company was forced to adopt a vision that transcends its borders, that prolongs it and connects its objectives, constraints and opportunities with those of the environment in which it evolves.
"The management of enterprises is dependent on the effects of multiple phenomena: economic, social, technical-scientific, environmental, etc.
The factors that influence business managers at the beginning of the 21st century are intertwined. Between these two dimensions become dominant: the accelerated globalization of human activities and the strong growth of techno-science. Both are intense ﬁ as a competition ”.
The evolution of the land in a complex, uncertain and unstable environment poses to the land the acute problem of knowledge and the "management of disorder and chaos."
In such a context, management conceived as a process focused on the future of the organization in a dynamic, unpredictable and, most often, unfriendly environment, becomes the fundamental element of maintaining and developing the company.
It is the reason why the strategic management replaces the classic vision of the management turned exclusively to the own person, to the internal environment of the company.