Enhancing training capacity in a transition economy: the case of the Romanian Institute of Management

Abstract

Focuses on the development of the Romanian Institute of Management (IROMA) since political and economic liberalization in the country. Describes how IROMA, as the leading provider of training for industry and commerce, has faced up to the change process and built itself as a self‐financing body. Makes an assessment of how IROMA is conducting its new found role, the development of appropriate internal management structures and the performance of its training and consultancy staff. Gives attention to the emergence of a corporate mechanism that allows use of a cost‐centre approach which is client‐based but which can also cope with rampant inflation in the economy. Finally, makes proposals for an institution‐based programme for the development of training and consultancy skills.