INNOVATION MANAGEMENT IN THE AGRICULTURAL ...INNOVATION MANAGEMENT IN THE AGRICULTURAL EDUCATION...
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- 1 - State Agrarian University of Moldova INNOVATION MANAGEMENT IN THE AGRICULTURAL EDUCATION SYSTEM OF THE REPUBLIC OF MOLDOVA Master’s student: ReşitcaRodica Scientific advisors: PhD., Associate Professor I. Volentiri Dr.hab., Associate Professor Aurelia Litvin Chişinău - 2016
Transcript of INNOVATION MANAGEMENT IN THE AGRICULTURAL ...INNOVATION MANAGEMENT IN THE AGRICULTURAL EDUCATION...
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State Agrarian University of Moldova
INNOVATION MANAGEMENT IN THE
AGRICULTURAL EDUCATION SYSTEM OF
THE REPUBLIC OF MOLDOVA
Master’s student:
ReşitcaRodica
Scientific advisors:
PhD., Associate Professor I. Volentiri
Dr.hab., Associate Professor Aurelia Litvin
Chişinău - 2016
- 2 -
Ministry of Agriculture and Food Industry of the Republic of Moldova
State Agrarian University of Moldova
Faculty of Agricultural Engineering and Auto Transportation
Department of Rural Electrification and Automation
Admitted to master’s thesis defence
Head of Department: Dr. hab., Professor T. Erhan
„ _ ” _____________ 2016
INNOVATION MANAGEMENT IN THE
AGRICULTURAL EDUCATION SYSTEM OF
THE REPUBLIC OF MOLDOVA
Master’s Thesis
Master’s student: ReşitcaRodica
Scientific advisors:I. Volentiri
A. Litvin
Chişinău – 2016
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The declarartion of master’s student
I, the undersigned Reșitca Rodica, declare on my honour that this paper is the result of my
own work based on my own research and based on the information obtained from sources that
were quoted and indicated in notes and references in compliance with ethical norms. I declare
that this paper has not been presented in this form in any institution of higher education for the
purpose of obtaning a scientific or teaching degree, title or position.
Author’s signature ______________
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REZUMAT
Lucrarea respectivă se referă la esenţa şi rolul managementului inovaţional în
cadrul sistemului educativ în general şi cel agrar în special.
Lucrarea dată reflectă o analiză a situaţiei în domeniu, atât din punct de vedere
teoretic cât şi practic. De asemenea au fost propuse principalele modalităţi de
îmbunătăţire a sistemului educativ în baza elementelor inovaţionale.
Rezultatele studiului vin ca suport în domeniul argumentării necesităţii
transferurilor tehnologice, pentru asigurarea unei dezvoltări durabile a organismelor din
sistemul educativ.
Studiul se referă la analiza structurii sistemului educativ agrar din Republica
Moldova.
SUMMARY
This work refers to the essence and role of innovational management in the
education system in general and agriculture in particular.
This paper reflects an analysis of the situation in the field, both theoretical and
practical. Also proposed were the main ways to improve the educational system based
on innovative elements.
The study results come as the argument in support of technology transfers need to
ensure sustainable development of the education system bodies.
The study refers to the analysis of the agricultural educational system in Moldova.
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CONTENTS:
INTRODUCTION……………………………………………….…………………………… 6
Chapter I THEORETICAL BASES OF INNOVATIVE MANAGEMENT……….…….. 8
1.1. The concept, role and essence of innovation management ……………………………... 8
1.2. Methods used in innovative management ……………………………………………... 22
Chapter II THEORETICAL CONCEPTS TOWARDS AGRICULTURAL
EDUCATIONAL SYSTEM IN REPUBLIC OF MOLDOVA……………..……….….……31
2.1. General characteristics of the education system in Moldova…….…………..……………..31
2.2. Analyze scientific and innovative infrastructure in Moldova……………………..….…… 42
Chapter III IMPROVING AGRICULTURAL EDUCATION SYSTEM THROUGH
INNOVATIVE MANAGEMENT…………………………………………………………… 47
3.1. Management effectiveness in higher education…………………………………………… 47
3.2. Innovations in agricultural education management …………………………….…………52
CONCLUSIONS AND PROPOSALS……………………………………………….…….... 56
REFERENCES……………………………………………………………………..….……… 58
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INTRODUCTION
At the time of independence, Moldova was left with substantial local assets of the former
Soviet system. It inherited a large number of research institutes and a high number of scientific
staff which the economy could not support. Funding constraints and resistance to downsizing
have plagued efforts to restructure the research system. Additional challenges continue to be to
change the mentalities, objectives, procedures, processes and programs from those designed to
serve those of the Soviet Union to those that serve Moldova’s needs and aspirations.
Changes in the structure of agriculture, such as from large collective farms to small
privately owned ones, mean that the entire agricultural technology system, including research,
education, and extension must be reorganized/reengineered in order to be responsive and
effective. Unfortunately, after 25 years of independence, this process is still at its beginning in
Moldova.
One of the basic weaknesses of the Moldovan VET education and training system is that it
is not practical enough and not well connected with the post-independence labor market.
Therefore, its graduates do not correspond to the expectations of employers. At the sector level
no formal bodies exist where the social partners can communicate and influence the VET
system. At the regional level, no formal VET structures exist either. Unfortunately, no tracer
studies seem to have been undertaken that would allow seeing what has become of the graduates
of the VET schools.
The innovation and technological transfer activity is a important one and absolutely
necessary for the formation of a competitive economy in modern society, however, namely, they
create the interaction between the academic environment and the business one. The conversion
of scientific research results in practical knowledge through the introduction in economical
circuit of new products, services or process, that correspond to the necessity and requirements of
the market are the ”life preserver” of the developing states.
Technological transfer represent theintroduction in economic circuit of the technologies and
specific machinery, equipment and installations, hybrids, species, breeds, preparationsresulted
from research or purchased, to increase the efficiency and quality of some products, services,
processes or to obtain others, new, demanded by market or wherewith is adopted a innovative
behavior, inclusively the activity of dissemination of information, of explaining, of knowledge
transfer, consultancy, being performed transmission of an idea or technology from author to
recipient.
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The technological transfer of the scientific results from the research environment to the
business is the main method of economic growth stimulation, applied worldwide, and in the
strategy “Europa- 2020” the research in the benefit of the SME’s has an absolute priority
Entire technological transfer process include scientific, technological organizational, financial
and commercial steps, trough must pass new ideas, products and processes from any economical
domain. In technical domain, for instance, this complex process consists of the transformation of
the research activities or an invention, in a product or a new industrial procedure or in a
substantially improved one.
Based on the above mentioned we can mention the actuality of the research theme. The
goal of the thesis results from the theme and consists in: Restructuration of the innovational
management in agricultural education system in Republic of Moldova
The established goal could be achieved through following tasks:
1. The study of the innovational management particularities;
2. The study of the theoretical concepts of the innovational management:
3. The study of the particularities and the concept of the innovational management in
agricultural educative system in Republic of Moldova.
4. Development of the recommendations related to restructuring of the Innovational
management in agricultural educative system in Republic of Moldova.
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Chapter I THEORETICAL BASES OF INNOVATIVE MANAGEMENT
1.1. The concept, role and essence of innovation management
Innovation is not conditioned only by the creative abilities of the staff, but also by other
elements which depend to great extent by the management of the firm, thing that I’ll tackle later.
I .Dijmarescu says that to innovate is a management function. The manager role to
innovate begins with the critical analysis of competitive situation of the firm, selecting of
important action that need to apply in immediate future. Practically, manager must launch itself
in a firm situation amelioration project, to evaluate first results and after that to duplicate his
effort and to accelerate the speed of changes, imposing his objectives, with realization terms.
C. Russusays that modern management are highly creative. The creative face of managerial
activity is manifested in creation and sustained promotion of the “new” through perseverant
adopting and applying of innovative activities, axed on the changes preparation and generation.
Harrington H. J. and Harrington J. S. affirms that innovation has been successful
anywhere it was applied. Innovation means growth and survival.
Another research that has studied innovation very detailed is P. Drucker. In his book
”Innovation and entrepreneurial system” he demonstrate that innovation is the specific
instrument of our entrepreneurial system. Innovation represent the permanent searching of
change process, adequate reacting at this change and her(change)exploitation like an occasion.
Innovation is the act that endows means with a new capacity to create wealth. In other
words, innovation is a means. But, there is not means until human do not find a usage for
something from nature, which in this mode, endows with economic value. [4]
Subjects that innovate are successful entrepreneurs. Successful entrepreneurs, irrespective
of their individual motivation, try to create and to bring contribution. They are not satisfied only
with improving of that already exist, or with modification. They try to create new and different
values and new and special satisfactions, to transform a “material” in a “means”, or to contribute
to existing means in a new and more productive configuration.
Only the change, offer always occasion for new and special. That’s why innovation
consists of organized search an goal well defined by changes and in systemic analysis of
occasions that these changes can offer to economic or social innovation. Usually, these are
changes that already happen or are in a way to happen. The great majority of successful
innovations exploit change. Of course, there are innovations that constitutes, themselves, a major
change, for example some technical major innovations. [4]
In table 1.1 are presented different definitions of innovation developed by some
management authors
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Table 1.1 Innovation definitions by some management authors
Authors Innovation definitions
M. Moldoveanu and
Em. Dobrescu
Ability to develop new solutions, and capacity to introduce in world
new thing, capacity to create ideas and original products, to reveal
new unknown dimensions of the phenomena, but also solutions to
resolve the problems
Ov. Nicolescu and I.
Verboncu
The main defining element of creativity is generation of new ideas.
Innovation, instead, is characterized both for apparition of new ideas
and through making changes based on them.
I. Dijmărescu Critical analysis of competitive situation of firm, selection of
important measures to be applied in short terms
C. Russu Creation and sustained promotion of “ new” through perseverant
adopting and applying of innovative activities, axed on preparation
and generation of changes.
Harrington H. J. and
Harrington J. S.
Growth and survival.
P. Drucker Innovation represent the permanent searching of change process,
adequate reacting at this change and her(change) exploitation like an
occasion. Organized search and goal well defined by changes and in
systemic analysis of occasions that these changes can offer to
innovation.
Sourse: [4]
The process of innovation has a broad coverage. Practically, is manifested in all activities
that have place in enterprises, not resumed on products and technologies. He aims and
informational systems, economical methods, organizational structures, decision processes, etc. Is
necessary to make this specification, whereas, often, there is the trend to limit the creativity and
innovation on manufacturing activities, despite in last year’s worldwide is manifested a trend to
promote other categories of innovations and inventions. [15]
In literature there are more opinions, visions and algorithms regarding to the mode of
realization of the innovational process in enterprise. Often, they are very different and differ
essentially. Certainly this subject isn’t very structured in literature. At the same time, the cause
of diversity in views among specialist resides in a high complexity of the subject – innovational
process. [15]
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In what follows I’ll search some vision of management research, both occidentals and
roumains, regarding essence, content and realization mode of the innovational process in
enterprise.
I. Dijmărescuhighlights in algorithm next fundamental activities of a firm in which is
expected that managers will realize, on a corresponding lead, a radical change of the situation
towards actual situation.
- marketing;
- internationalization;
- production;
- sale;
- customer serving;
- innovation;
- staff;
- organization;
- lead;
- informational systems and administration;
- administration control and finances.
In table 1.2are presented the ways of realization of the innovational process in the past and
future in an enterprise.
Table 1.2 Innovation in enterprise: in the past and future
Domain In the Past In the Future
Innovation Centralized research development; big
projects; the technology have priority
towards the need of client; interest is
limited only on new products.
Design of new products in
autonomous decentralized unities;
increased responsibility towards the
client; satisfying of the needs of client,
even by minor product changes
Sourse: adapted by the author from [4]
Is considered that passion for change is the vector that will assure the prosperity of the
firm. Next principles of the innovational management constitute the premise of the success in
business:
- a firmly answer to the needs of customers;
- development of a permanent process of innovation in all areas of activity of the
firm;
- creation a partnership spirit:
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- existence, on all managerial levels, of a passion for changes and a drive capacity
of firm employs to development of an good idea or proposal;
- utilization of simple leading instruments, but capable to assure an efficient
activity.
Prescriptions regarding permanent innovation provide encouragement of launching new
projects in all domains of firm functions, with the aid of all employs, so that to not retarding in
relation with the evolution of ultrafast changes of actual circumstances.
Prescriptions regarding top management – suggests application of new methods that foster
changes (shortening to a minimum production cycles, a superior quality, customer satisfaction,
implication of all staff) and continuous reduction of the hierarchy in the firm(elimination of
intermediate decision and control hierarchical steps)
Innovation represent a managerial function, so, from manager is excepted to lead in that
mode in order all engaged individuals (employs, customers, shareholder ) be satisfied with their
work. To perform this, they appeal to the following:
the transfer of decision power in inferior levels;
need to action fast
fast adaptation
elimination of functional obstacles and staff qualification to create a market for
goods and services with high value.
The well-known management researchers Ov.Nicolescu and I. Verboncu detect that the
innovational process in enterprise is conditioning by a series of elements that depends to a large
extent by the management. Mentioned authors mention apart two main elements by which
depends efficiency of innovational process. [3,4]
1. Main components of the managerial system that represents framework-conditions
for development of innovational capacity of the enterprise staff:
- Training and retraining of staff
- Organizational structure
- Informational system
- Decisional system
- Motivational system
- Managerial style
2. Factors that influence directly the formation and development of innovational
potential:
- Innovative capacity of the persons and collectives in the firms;
- Sensibility to perturbations in cooperation of teams;
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- Preparation in domain of managerial methods;
- Preparation in domain of creative skills and thinking methods.
To express the dimensions of innovational process in enterprises is possible to use a system
based on indicators, the most important being listed below in table 1.3
Table1.3 Indicators of innovation
Indicators
1. Total number of existing inventions
2. Total number of applied inventions
3. Expenses for inventions
4. The total volume of economies post-calculated for inventions
5. The total volume of foreign currency receipts from turning inventions
6. Total number of existing innovations
7. Total number of applied innovations
8. Expenses for innovations
9. Volume of rewards for innovators
10. The total volume of economies post-calculated for innovations
Sourse: adapted by the author from [4]
The intensity of innovation in a firm, with the aim to increase ”final production” of
technologies, products, new or modified organizational solutions, involves multiple
improvements.
The intensification of innovation impose substantiation of entire managerial work based on
a set of rules (tables 1.4), that reflect both the necessity of realization of enterprise objectives
and the innovation process specific and particularities that are meet frequently in people that
have an high level of creative potential. [4]
Table 1.4 Rules for innovation amplification
Rules
1. Maintaining a permanent contact among managers and executants, especially among those
who are in a direct hierarchical subordination relationship
2. Recognition and encouragement of people who possess an appreciable creative capacity
3. Instauration of an new-permissive ambient atmosphere, flexible inside the firm
4. Protection and maintaining creators self-esteem
5. Creation of a possibility for creators to work independently
6. Tolerance towards creators fails
7. Abstention to pretend to firm a total creative spirit
8. Fast evaluation of new ideas by managers
9. Little attention for weirdness of creators from managers
10. Moral and material incentives for creators corresponding their’s performance in
generating or facilitating the innovations
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C. Russuconsider that innovational process realization in enterprise assume the permanent
searching of new, not imitation or acceptance of them, involving decisions, measures and
actions to stimulate production and enterprise progresses amplification on technological,
economical and organizational plans.
American Authors Harrington H. J.andHarrington J. Sestablish that organizations with
most successes, for example, 3M(that forecast that approximate 25 % from sales are represented
by products designed in las five years). Sony and Honda, gives the tone in theirs domain,
because they aren’t satisfied to imitate the competitors. They want to be the companies with
most successful products on the market.
Delay of new products launch on the market have a most negative aspect to profitability
than the over budgets of the realization of products, that is the traditional indicator of success.
The shortest time for market launch allow companies to increase the diversity of products.
Those authors identify next objectives of process innovation inside the enterprise:
Increasing of volume and speed of production;
Improvement of manufacturing capacities;
Use of new technologies;
Reduction the time of market launch;
Quality growth ;
Competitive advantage of the most of the performant enterprises consists from a highest
quality and lowest prices they has achieved through innovation. Success companies, uses on a
large scale flexible production systems, in which they use robots for most of the operations. The
just-in-time concept highlights the fact that providers provide only the volume of materials
needed to client work until the next order. Instead of stock the materials from providers before
use them, enterprise introduce them direct in the manufacturing process. This method lead to an
important reducing of the depositing areas needs for realization of product. [15,4]
In this connection is considered that, the process of benchmarking can speed the innovation
through evaluation of position in which the firms are from process and product technology point
of view reported to competitors and international level companies. The first step of
benchmarking evaluation is the knowledge of own process, the objective is to achieve
improvements. Benchmarking can help very well in selecting the process alternatives for radical
improvements .
Significance of the innovational process in to assure competitive advantages of the
enterprise is highlighted and by the management author I. Ciobanu. He say that creation of the
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competitive advantage needs discernment regarding new ways to compete on the market. Also is
necessary a desire to make required investments and to accept the risks.
Competitive advantage stems largely from improvements, innovations and changes. Some
companies get an competitive advantage reported to competitors because they adopt a new mode
to compete with efficacy or find new better means to compete in yet existing modes. Innovation
realized in these companies include not only new technologies but new methods and modalities
that sometimes seems to be insignificant. Innovation can be manifested in the companies
through a new form of a product, in a new process of production, in a new kind of marketing or
in a new mode of staff training or labor organization. Some innovations create a competitive
advantage when a company change a new needs on the market or he deserve a market segment
that the competitors ignore. Also, innovations that create a competitive advantage are based on
methods or new technologies that make the tools or production machines to be obsolete. [3,4]
Once obtained, competitive advantage can be kept only through a systematic search of new
better modalities and through continuous firm behavioral modifications in his activity. However,
the continuous change on the path of innovation contravenes, in a large majority of enterprises,
to organizational norms. In general, firms prefer to avoid the changes. Is happen very rarely that
a company resort to a spontaneously changes; what determine her to do this is the environment.
A firm needs to expose herself to pressures and external stimulants that determine the action
necessity. He must identify and create impulses in the direction of change
Maintaining the competitive advantage require that a firm must to practice a form of what
the economist Joseph Shumpeter call “creative destruction”. The firm needs to destroy his old
advantages through creation of new advantages. If he do not do this, another competitor will.
The concrete modalities through which a firm can create impulses in innovative directions
are follows: [4]
- Through identifying of customers with most complicated requirements that put
pressure on the firm and provide ideas that allow bring qualitative improvements to the
products and to extend the customers offered services. Such customers become a
constitutive part of the research and innovation program of the company.
- Establishing of the norms that exceed the most strict requirements of the
regulations required from government or the standards linked to quality of products. In
some countries, regulations regarding the quality of products, pollution, noise, etc. are
very exigent. Such extremely rigorous regulations do not represent an obstacle, but a
possibility to action in the direction of improvement of the product and the manufacturing
processes.
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- Use of providerswhichposses a competitive advantage. Those, excepting their
experience, stimulate the company in many ways and are great help for improvements.
- Treatment of the employs like a permanent staff. Such attitude createspressures
that acts in support of enhancement and maintenance of the competitive advaneage. New
employs are treated with stringency, and the firm need to make continuous efforts to
grow the productivity but not the labor force. Employs are continuous instructed in the
idea to maintain new complex competitive advantages.
- The most prominent competitors treatment – motivational source. Those
competitors who are nearby the level of firm or have exceeded him, should be the
criterion of comparison.
- The task to be wise belongs, in last instance, to the manager of the company.
Orientation to the peaceful environments of activities and comfortable reports with
clients acts only to consolidate the past comportment. Lobby actions against the standards
exigency imposed to products, emits inside the company wrong signals regards norms
and aspirations. Innovation flows from pressure and provocation. He flows, also, from
wise chose of the effort of contracting the universities.
One of the most known authors in management who was studied the problem of
innovation and innovation management is P. Drucker.
In his book “Innovation and innovational system” dedicated to this problem, he identify
and comment the possible sources of innovation. It should be noted that these sources are
invented by P. Drucker itself.
He finds that, in specific way, systemic innovation means the watching of seven sources of
innovation occasions.
The first four sources are inside the companies, either is about the business, either is about
the non-profit, or inside a industry in the service sector. Therefore, they are visible firstly for the
person that works in that industrial or service sector. This is in essence symptoms. But there are
also very serious indicators of the changes that have already taken place or can take place with a
little effort. These four sources are: [4]
1. Unpredictable –unpredictable success, unpredictable failure, unexpected
exterior event.
No other area can offer richer occasions for successful innovation than unexpected success.
In no other area there are no innovative occasions less risky and their monitoring less laborious.
However, the unexpected success is almost entirely neglected, worse, the managerial system tend
to reject him. For the leaders is difficult to accept the unexpected success and because we all
believe that something that lasts long should be “normal” and must go in this mode to the
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“infinite”. Everything that contradicts what we consider be a law of nature, is considered illogic,
unhealthy, abnormal. Often, the unexpected success is unnoticed. No one pay attention for them,
no one fructify. A motive of the unexpected success neglect is that the existent reported systems
do not report, notwithstanding the opportunities arising, and about who the management of firm
should be informed. Practically, each firm has a monthly or semester report. In the first part there
is noted areas in which the performances are under expectances, namely are listed the problems
and the deficiency. All company driving workers concentrate on the problematic areas. No one
are looking even on these areas in which the company has done better than she expect. And if the
unexpected success is not quantitative, but qualitative, the numbers usually, will not note even
the unexpected success. In this way, the unexpected success is not an innovation but an occasion
for innovation, he impose the innovation.
The failures, in contrast to successes, cannot be rejected an rarely go unnoticed. But, often,
they are seen like symptoms of the occasions. Manny failures are, obvious, nothing else but
mistakes or incompetence results, either in design either in execution. And however if something
fails despite the fact that is carefully planned and thorough executed, the failure attract the
fundamental change and, with her, innovation.
Along with unexpected success and failure, equally important, if not even more important,
are the events that take place in the exterior, namely the events that are not noted in information
and numbers through which the company management drive the company.
2. Incongruity (discrepancy) – between the reality how is in fact and the reality
how is pretended to be, or how he must be.
A incongruity is a symptom for innovation. He create a instability in which, with little
efforts, is possible to create an economical or social restructuration. However incongruity is not
manifested in the numbers and reports that receive and study the company management, because
they are not quantitative, but qualitative.
As unpredictable, either a success or a failure. Incongruity is the symptom of change that
already happens or can happen. As changes that are on the unpredictable basis, these on the
incongruity basis are changes inside the enterprise, a market or process. So the incongruity is
seen by all from inside or nearby enterprise, market or process, because is happen on their eyes.
But, however, is often ignored by those from inside, that have the tendency to believe that “so it
was always”, even if “always” is some that recently appeared.
There are several types of incongruity:
An incongruity between economic realities of an industry;
An incongruity between the reality of an industry and the assumptions upon it;
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An incongruity between the efforts of an industry and the values and expectances of her
customers;
An incongruity internal
3. Innovation based on the process necessity.
The process necessity exists in a business, in an enterprise or in a service, as the
unpredictable and the incongruity.Theprocessnecessity not begins from an internal or external
event. He begins from the work that must be effectuated. Is concentrated more on the task than
on the situation, improves a method, replaces a weak link, redesign a process taking into account
by the lass scientific information.
In a process necessity based on innovation, anyone inside the company knows that the
necessity exists. But however, no one do nothing. But when innovations appear, are accepted
immediately like “evidences” and became in short terms “standards”.
4. The changes in the industry structure or in market structure, that find everyone
unprepared.
The industry and market structures lasts, sometimes, years and seems to be completely
stable, in order to be considered like a part of natural order. In fact, these structures are fragile. A
change is sufficient and all disintegrate, sometimes very fast. Then each member of the
respective industry must act, because to continue the business in the same way means the
disaster and even default. In the most lucky case, the enterprise will lost the supremacy, that do
not regain usually anymore. But the change of structures can be a good occasion for innovation.
The second set of sources for occasions for innovations, a set by three, imply changes in
outside of enterprise or industry:
5. Demographical (population change).
6. Receptivity, mood, and understanding for innovation.
7. New scientific and unscientific knowledge.
Between these seven sources of occasions for innovations there is a directinterdependency.
These seven sources needs a separately analysis, because each have his distinct characteristic.
However, neither area is more important or more productive than other. Is in the same proportion
probably for major innovations to appear from a change symptoms analysis (how is the
unexpected success of the insignificant considered change of the product or pricing), or to appear
from the massive application of new knowledge resulted from big scientific discoveries.
The order in which these sources will be discussed is not arbitrary. They are included in a
list in descending order of safety and predictability, because, despite the perhaps general trust,
new knowledge’s and, mostly, new scientific knowledge are most sure or most predictable
sources of innovation and success. Despite the transparency and importance of based on science
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innovation, this is in fact the less safe and less predictable. Conversely, analysis of these basis
changes symptoms, like the unexpected success or failure, behaves a low risk and level of
unsafely. And innovations that appears from these have the most short period of time between
the begin of enterprise and his results either a success, either a failure.
Also, in the opinion of American scholar P. Drucker, the main management problems that
need to be solved in a small innovative enterprise are follows:
- concentration on one market;
-financial planning, especially for planning for necessary money and capital ;
-composition of a drive team, even before the new enterprise need her or can afford her;
-taking by entrepreneur a decision regarding to his role, and the domain of activity in his
relationship system.
Concentration on one market.Usually, when a small innovative firm manages, this not
happen on the market for what it was designed, and the products or services are for other
consumers than those provided. If a small company do not anticipate this thing and, if is not
reorganizing itself to benefit by unpredicted markets, if not concentrate on these markets, if is
not driven by these, he create an occasion for competitors do that.
An absolute new product creates markets that no one think about. Until 1960 when first
Xerox appears, none think that they need a copy machine in bureau. After 5 years, none imagine
how to work without a copy machine. [3,4]
Innovator entrepreneur have a limited vision. He see only his domain wherewith is
familiarized. Although, entrepreneurs know the utility of their products, if other application
appear , they have the tendency to reject her. In fact they don’t refuse the clients that they have
not “planned”, but they shows clear that these clients are not welcome. The solution for this
problem resides in “market prospection”. But this solution has some limits. Nobody can do
market prospecting for a product or service that is totally new, there is not on the market.
Therefore, small entrepreneurs needs to begin from the idea that the product (or the service) can
find customers on the markets about nobody thinks, or utilities that nobody imagined when the
service or product was designed, and that it can be buy by customers unknown for this firm.
If the small innovative enterprise do not concentrate, from the begin, on the market, he can
create a market for an competitor. After several years “ that people” will come and “ will take
our market” or “ those people that begin to sell to customers that we do not hear about” will
really occupy the market
In a small innovative firm is very difficult to concentrate on the market; but what must be
done for that, is against the entrepreneur’s inclinations. He must search systematically both
unpredictable success and unpredictable failure. [4]
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Unpredictable success. For entrepreneur is difficult to accept the unexpected success and
because we all tend to believe that something that lasts long enough should be “normal” and to
go so to the infinite. Anything that contradict something that we use to consider like a low of
nature is rejected like illogic, unhealthy and abnormal. That’s why the unexpected success can
irritate even the entrepreneur.
Often, unexpected success is not observed at all. Nobody pay him any attention, nobody
exploits him The inevitable result is that the competitors are they who fructify them. Practically
any enterprise, no matter how big is, have a monthly or semester report . In the first part there is
noted areas in which the performances are unde expectances, namely are listed the problems and
the deficiency. All company driving workers concentrate on the problematic areas. No one are
looking even on these areas in which the company has done better than she expect. And if the
unexpected success is not quantitative, but qualitative, the numbers usually, will not note even
the unexpected success. Entrepreneurs must look at any unexpected success with questions: [4]
- What this will means for us if we exploit him.
- Where it could lead ?;
- What we need to do to transform him into occasion?;
That means, firstly, that innovative entrepreneurs needs a sometime to discuss the
unexpected successes, but, secondly, always someone must be designed to analyze an
unexpected success and to think how to exploit him.
Unpredictable failure. Failures, in contrast to successes, cannot be rejected and rarely go
unnoticed. But, often, they are seen like occasion symptoms. In case if the assumptions which a
product or a service, his design or market strategy is based on, are not in concordance with the
reality. Maybe the consumers have change their value and receptivity; when they buy yet the
same ”thing” they buy in fact a very special “value” . Or maybe what was always a single market
was broken into two or more parts, each demanding something different. Any of this change is
an occasion for innovation. Small entrepreneurs must spend time on that market with the clients
or with the commercial agents, to watch and to listen.
The small innovative enterprise should develop systematic practices to not forget that
“product” or” service” is defined by his clients not by the producer. Is necessary a continuous
work in order that utility and value of the products or services to be in behalf of clients.
The biggest danger for the small innovative company is to “ know better” than consumer,
what should be the product or service, how must be achieved and how to use him.
Financial planning. A lack of a financial and suitable financial concentration and a
financial politic is the biggest threat for an enterprise. Is a threat , mostly for small enterprises
that develops rapidly. The greater success, the dangerous is the lack of financial planning.
20
Rarely happen that entrepreneurs who establish a small business not knowing nothing about
money, conversely they tend to become greedy. Therefore they focus on profits and this is the
great mistake , because the problem of profits must be the last not the first. Money, capital and
controls are coming ahead the profits because without them profit is a fiction, namely an
accounting note made to balance the costs.
The small innovative enterprise need an costs analysis , an prevision of them and an
management in this domain. Entrepreneurs must know, twelve mounts before, what amount of
money he needed and for what. Having a period of an year at his disposal is always possible to
finance some urgent situations. But, even if a small enterprise goes well, is pretty expensive to
achieve rapidly some money, in a time of crisis. This situation distract key specialists from their
problems in most critical moments. They spend time and consume theirs energy running from
one financial institution to another, without having the possibility to solve current problems.
When they begin to think again of business, they have lost already major occasions. [4]
The small innovative enterprise that have success will surpass the structure of capital. A
rule said that a small firm surpass the capital basis on each increment of sales with 40-50%.
After such increments, is required a new structure of capital. With the growth of the business, the
particular sources of the founds, may it be of owners, may it be of their families, not match
anymore. With the business development, the existent structure of the capital become, an
obstacle. The planning of the capital is a requirement for survival for small enterprises. If a firm
which is developing, plan in realistic way his requirements to the capital and the structure of the
capital for a period of three years, namely, she assume maximal requirements, not minimal, she
needs to not have difficulties in obtaining of money that needs, when needs and in the form she
needs. If a firm wait until the basic capital and the structure of is exceeded, she endanger his
existence and independence. [4]
Managerial team composition.The cause of many small firms bankruptcy is often the lack
of superior management. The firm has developed being driven by one or two persons, and need a
managerial team which if he doesn’t exist, is too late to compose here. In this case the only hope
is survival, but the firm will be affected forever.
Remedy is simple: composition of managerial team should be made before she is needed.
But the small enterprise can’t permit her a managerial team, because she do not have finances to
pay appropriate salaries.
Again the remedy is relatively simple and there is needed only the wish of proprietary to
make a team. They need to think of their business keys activities . What are the specific areas by
which depends the survival and the success of the firm? The next is the question “to what
activities I am good? And to what activities are good my associates?” The next step is the
21
question: “What are the activities to assume according to capacities of each partner? What fits
for everyone?”
Begins the composition of team. The proprietary need to discipline themselves and to not
handle with human and problems if this activity does not fit. Maybe he must deal with new
products and with new technology, maybe with operational system, with production, with
physical distribution or maybe with financial problems. Finally it must be established objectives
for each area. Who take the responsibility for a key activity, must be questioned: “ Wat may this
enterprise expect from you? What will be your responsibilities? What you intend to do and
when?” [4]
In the beginning is prudent that the managerial team to not be officially established. Is no
need to give functions, to make declarations, and to pay extra. All this can way a period of time.
In this time, team members have much to learn about their work, about they work together.
After two or three years, when small enterprise needs a senior management, he already exists.
In that case if is not ensure a senior management before he is needed, the ability to lead of
the small enterprise will be lost before a managerial team be required. Entrepreneur will have so
much responsibilities, that the most important tasks will not be performed. In that situation there
is only two possibilities. First possibility is to focus the attention on one area(maximum two),
that fits to entrepreneurs interests and abilities. This are, indeed, key areas, but not the only
important, but with others there are nobody to deal. In two years, important areas are set aside,
and the viability of business is in danger. The other possibility, worse, is that entrepreneur be
conscientious. He knows that money and people are key activities that must be care. Let’s said
that the competence and the interests of entrepreneur are linked by design and development of
new products, but he insist to deal with people and financial problems. And because he is not so
doted in this domain, what does he do is very little. He must take decisions for these domains, so
because of lack of time, he neglect the activities at which is good, namely new technology and
new products. After a period of time, the firm will find herself in a situation without products
that she need and without a financial lead and staff. [4]
In first case, the firm can be saved because she have the products. But entrepreneur will be
replaced by that who come to save the firm. In the second case, all that is possible is to liquidate
or to sell the firm.
So, a small innovative firm must form a leading team , before she is needed, before the
actual management be overcome. Entrepreneur must learn to work with his colleagues, to trust
in people and to consider them responsible for what they are doing.
Determining the role of entrepreneur in the future of enterprise.With the development
of the firm, the role and the relations of entrepreneur are changing. If the owners refuse to accept
22
this situation, the business can fail. Are known many cases when the entrepreneurs, that don’t
want to change themselves with the enterprise, have destroy both the business and themselves.
But even from they that accept the fact that they need to do something, few knew how to tackle
the change of roles and relationships. They tend to begin with. “ What I like to do” . The correct
question is: “What need in the future the enterprise from point of view of management?”. This
question needs to appear whenever the firm passes a development step or changing the character
or directions, namely the change of products, services, markets and needed people. The next
question that entrepreneur must put themselves is: “ What can I do? To what necessities of the
firm can I respond in a honorable way?” After that questions follows: “what I want to do, in what
I trust? For what I am ready to sacrifice my time? Is that a necessity for the firm?”. [4]
An important factor for new or developing enterprises entrepreneur is : necessity for an
external objective independent advice. Is possible that little enterprise to have no need for
directorial board. For many times this board do not provide the advices that the entrepreneur
needs. People that it should advice with in taking important decisions are very hard to find in the
company. Someone must to cause the appreciation of the entrepreneur related to the
requirements of the company and own ability. Someone that is not involved in the issue must tu
ask questions, to review decisions and to impose permanently satisfaction of the needs to
survive, on long terms, of the enterprise through focus on the market through providing financial
previsions, through creation of functional leading team. This is an important require for
entrepreneurial management of small enterprises.
1.2. Methods utilized in innovational management
Important directions of firm innovation potential amplification represent the use of
methods to stimulate the creativity of the employs. On the basis of these methods is the theory on
creative thinking, that substantiates concept on several principles, and namely:
a) Each person have less or more the aptitude to create;
b) Some psychological and social factors impede people to fully use this faculty;
c) Some preparation methods allow the elimination of psychological obstacles and
the most adequate use of the ability to create and even to enhance her through
corresponding trainings;
The creative process is an essential condition for the existence of each firm. Through the
stimulation of the creativity in general and the useful creativity especially, the firms manage to
cope the competence that manifested now in the competitive economy. Because of this all firms
are concerned by searching of the ideas that can materialize in products and services. The
23
managerial practice proves that these ideas can be the result of individual thinking realized solely
or in the context of special groups constituted for this aim, in the basis of some managerial
methods for stimulating of the creativity of the enterprises staff. The main methods will be
presented in the follow:
Brainstorming.Like a method to stimulate the ideas, Brainstorming vas launched by Alex
Osborn. He represent “ideas storm”, having the scope to provide a possibly larger number of
ideas on how to solve a problem, in the hope that inside them or through their combination will
be obtained optimal solution. The method consists firstly in presentation of the problem to a
group of people that will provide ideas to solve the situation. The process is realized in several
steps. For the first, is explained to the group that are necessary ideas that come in mind related to
a problem. The quality of these ideas are not taken into account at the first step. Is not admitted
critic or boaster of the idea, are denied questions or commentaries in related with ideas, instead is
encouraged combination and improvement of the ideas issued previously. [4]
In the second step , is trying evidence of the merits of each idea, considering that in this
mode is possible to obtain and others alternatives from which will be withheld mostly the most
important alternatives.
Finally , the last step is chosen the final alternative, which usually represent a consensus of
the group.
The analyzed method is scroll in groups constituting by a low number of persons, usually
5-12, and homogenous from point of view of the professional training and occupation. The group
is coordinated by an moderator, and the medium term of a meeting is 15-45 minutes. The main
rules of the development of the brainstorming that participants needed to know are follows:
- Strict determination of the problem, limitation and precise shaping;
- ensuring an appropriate place for the meeting, therefore to create a permissive
atmosphere;
- carefully selection of the participants based on the principle of competence in the
covered area;
- clear exposure and most concisely of the problem which require solutions;
- Admission and even request of idea formulation however unusually or courageous
they seems to be;
- Deny in the session of expression of any evaluation, appreciation, or critical
judgments of the enounced ideas;
- Avoidance of the speaking only just for participation or affirmation, deviation from
subject;
24
- Accurate and complete recording of the discussion, especially of the emitted
ideas/solutions ;
- Ideas evaluation and selection after meeting, with the aid of managers and specialists
in the same domain as the problem.
The advantages of this method consists in: easy obtaining of the new ideasofsolution for
managerial and other kind of problems; low costs for use of this method; possibility to use on
the large scale, practically all the components of management.
Synectics – Represent another method of amplification of the company staff creativity.
Conceived at the begin by William Gordon, it was used for improvement of technical creativity.
The methodology was named after the name of his inventor being known as the Gordon
Technique. [4]
The essence of this method consists of the following: at the beginning none of the group
members except the leader, not know what is the real aspect of the problem that need to solve.
Leader launch the keyword to be used as subject for discussion. From this word the discussion
must be redirected into another area of applicability than those who was initially discussed. This
stratagem was adopted for improvements of the ideas qualities not limiting the area of
discussion.
The synectics is used by a group composed, usually, by five-eight persons, having diverse
orientation. Implementation of the synectics simulate the spontaneous creative processes in this
way: [4]
- Transform the unknown in known through rigorous definition, analysis and,
eventually, reshaping of the problem subjected to the innovative process;
- Assure the removal of the persons implicated by subject, in time;
- Assure the generation of new ideas regarding the tackled problem.
The Delbecq method or the technique of nominal groups. This method was developed by
two researchers from Wisconsin University – Andre Delbecq and Van de Ven. This method is
based on some elements of Brainstorming and is performed in the following stages:
- Individuals are thinking separately about the problem given to solve.
- The leader of the group records all ideas that was emitted;
- The leader launch a discussion to clarify ideas emitted previous and record again
all new ideas ;
- After that each member of the group are asking to pronounce on the ideas that
seems for him to be interesting and related to problem;
Through appreciation and rotating of some of the ideas, their volume are decreased
gradually. Next step is to discuss initial vote with the aim to have a good clearance of the ideas.
25
And finally is realized the final vote that is over in a definitive decision of the group related with
general accepted by the group solution.
Successful implementation of the Delbecq method assume the ensuring of several
premises. Therefore is necessary that participants have some knowledge’s about the tackled
problem and to be motivated to participate to the solving. The tackled problem requires to be
neither vast neither tighten. Participants are not allowed to make appreciations except the
periods established for this. And finally the application af the problem are made under the
coordination of a moderator. Is possible to use the Delbecq method in solving of all problems
that company confront, with an plus of efficiency in the cases of essential aspects that imply
solutions on short on long/strategic term. [4]
The advantages of the use of Delbecq method consists in contribution to discovering of
new solutions for problems precisely defined by managers in that domain; harness in a greater
extent the creative potential of a part of company staff; contributes to getting used managers to
report their performances to a perfect situation or ideal that in time will influence the results
obtained by the firm.
The main limit of this method consist in the difficulty to precisely define the difference
between the real and ideal situation in the tackled domain. This limitation is obvious, especially
on the first application of the method, till is gained some experience and kno-how
This method of creativity stimulation of the company staff can be used to solve diverse
functional and perspective problems, but is recommended to be used in the domain of innovation
of products and technology, commercialization of the products, etc.
The Delphi Method.Isa intuitive method elaborated by specialist O. Helmer. The invention
of this method respond to need of estimation of some future actions of the firm in business
domain
The Delphi method consist in reiterated consultation of some functional specialists /experts
in various domains and assume following steps: [4]
a) Establishing the theme the will tackled with the aim of specialists.
b) Setting a list with the specialists that will be investigated, (is recommended a
sample of about 8-4000 persons);
c) Setting the responsible that lead the investigation and mediates the
communication ensuring the anonymity of opinions.
d) Composition of the questionnaire of the investigation that is send to all specialists
from the list;
e) Received answers are processed and analyzed;
26
f) Is elaborated a new questionnaire, that address to the same specialists, with the
request to precise their opinions about the median and divergent highlighted values at the
level of the group. The incentive role of this questionnaire is consist in fact that each
participant related simultaneous to other opinions and try to argument individual opinions
related to the tackled problem ;
It can be organized up to 4 rounds of knowing the specialists opinion, pursuing the degree
of convergence of the opinions and to obtain a final solution.
The managers of an enterprise can apply this method to make essential decisions related to
orientation of theirs business, introduction of new technologies, destination of investments, etc.,
applying to specialist the techniques of stimulation of creativity. [4]
The main factors that condition the quality of decisional released opinions following the
use Delphi method are follows:
- Realism and clarity of the representation of the problem under investigation and
questionnaire formulation;
- The componence quality of the group of the experts;
- The period in which the specialists must answer to questionnaires and to send the
answers;
- Motivation of specialist in formulating the answers to questionnaires;
- The discernment spirit and capacity of the synthesis of the organizing of Delphi
method use.
Valorization of the Delphi method results on the level of decision depends in extent by the
potential of the managerial organisms of the firm and the trust that is manifested to the results of
the investigation. Rational used, Delphi method can contribute to rationalization of the decisional
process, especially, in the phase of problem definition, objective settlement and decisional
objectives development.
The use of Delphi method have many advantages: recovery, in the firm inters, of the
competence by a significant proportion of the better specialists in that domain; the profound
analysis of the major problems finalized with the establishing of some conclusion, solutions for
the firm; prefiguration of the solutions for the long, medium and perspective term problems,
particularly difficult with classical methods and approach. [4]
Concomitant, this method have some limits: the company effort(in form of money and
time) is appreciable; is difficult obtain of a major implication of the contacted specialists.
However, the Delphi method can be utilized with a great success in the companies, mostly from
innovative products and commercial domains.
27
In this paragraph of the study, was searched the most important method of stimulation of
the creativity of the company staff, and namely – Brainstorming(“ideas storm ”), synectics
(Gordon technique), Delbeq method(nominal groups method) and the Delphi method. No doubt
that the creative process is the essential factor that maintain in competition any firm. The ideas
comes from people, employs, and also from outside – experts, consumers, etc. Therefore,
creative people/ entrepreneurs can bring great advantages for the firm, but at the same time they
create difficulties, be knowing that fact that the ideas implementation means change, and change
brings many organizational obstacles. [4]
If the staff creativity stimulation methods were focused on the determination of the
principle of the creative ideas generation by employs, than the general methods of management
represent some concrete modalities of implementing of them in the enterprise. And that’s
because the materialization of an business creative idea require adequate organizational form. In
the following we’ll present the main general methods of management, advisable for the
materialization of new business ideas and institutionalization of the innovational spirit in the
company.
Management through projects. This method have following steps: [4]
Step I, definition of the project, in which the objective and work content is formulating, are
highlighted the activities that will realized in this project and are shaped the problems related to
organization, responsibilities, time, costs and stocks.
Step II, managerial organization, in which is chosen the project leader, is established the
form of organizational structure in which the project will realized.
Step III, the achievement of the project and the maintaining of the internal balance (that
includes following phases: planning , resources allocation, attempts, experiments, executions,
follow and the control of each subtask).
Step IV, the project liquidation and team dissolution, I which is drawn the documentation
related to results and financial report, the and terms costs are compared and are established the
project staff appreciation sheets.
In this way, the management through projects represent a system of management with the
limited time of action (maximum few years), designed for solving well-shaped, accurate, with a
pronounced innovative character problems, that require the aid of diverse specialists, from
different organizational subdivisions, temporary integrated in an independent organizational
network.
Management through objectives. This method is based on the rigorous determination of the
objectives up to executants level, that participates direct to establish them. The method consists
on the close correlation of the rewards and sanctions with the level of established objectives.
28
Also, the method is based on the individualization of the budgets and expenditures on the main
organizational subdivisions and especially in the product centers.
The researcher Gh. Moldoveanu in his book “Organizational analysis “ differentiate a
derivative from the methodology through objectives, and namely-management through interests
(MBI). The management through interests represent a planning strategy more flexibly than the
management through objectives (MBO), that tend to recognize the interests in complex actions.
(Table 1.5) [4]
Table 1.5 Comparative analysis of MBO and MBI
MBO MBI
Decision making on a hierarchical structure
based on authority and responsibility
Decision making in a flexible Network of
personal interaction
Integration on vertical and/or centralized
communication lines in the process of key-
decision making
Integration on intensive communication in
the network with multiply directions
Is applying in cases of clearly defined problems
for what the solution are proposed.
Is applying for partial defined problems for
which solutions are invented
Derived policies from an comprehensive
analysis and conducted to an ”optimal” solution
Derived policies from an partial analysis and
conducted to an efficient “acceptable”
solution for the interest of stakeholders
Work relationships determined by the
hierarchical position
Work relationships determined by the interest
for problem solving
Communication and evaluation through rigorous
normative procedures.
Communication and evaluation in an open
evolutionary system
Focused on product management.Thenecessity of the utilization of this method is imposed
by the shortening of product life, generated by some factors: discoveries, inventions, etc. The
method is characterized , mainly, in the way that product manager assure the organization,
coordination and global administration of all the activities regarding the product from the
designing to manufacturing. The use of focused on product management imply creation in the
organizational structure of new function: the manager of product or a group of product, which
have the highest weight in the value of the product good and the profit.
Management trough results.This method represent a modality to assure the development
and the evaluation of activities of the profit center, according to achieve the objectives on the
long or short terms and the concordance of them with the general objectives of the firm. This
method allow the profit center manager to focus his efforts that need especially his attention. The
29
manager fix the objectives compare the obtained results, he can alert when the deviation are
produced and intervenes with corrective and redressing measures.
Management through budgets.This managerial method represent a management system
that assure the realization of managerial process, and also the evaluation of activities of the firm
and his main processual and structural components with the aid of budgets.
In essence, the budget represent the instrument with whom aid manager define and
achieves decision, he assume responsibilities for the efficient use of the resources, control the
level of income, expenditures and profits, also evaluate the innovation. The management through
budgets use the pecuniary standards to real express of the labor, spread the costs and localize the
expenditures. Through all this he emphasize the economical finality of the enterprise, mobilizing
the efforts to enhance the economic efficiency and the innovational in the company.
Management on the system basis.This method represent the mode in which is unfolds the
managerial process to operate the human factors, capable to create and innovate, that enterprise
have, in order to obtain results. Management on the system basis suppose the integration of
human factor in a system framework, simplification of the managerial process and the clear
structuration of this, as well as the regulation, analysis, engineering and the management af the
systems in order to refresh the innovational process in the company.
Especially, is needed to highlight the opportunity of the use of participative management
in the company, like an essential condition for stimulate the creativity innovation implementing
spirit.
Participative management consist of the methodical organization of the activity of each
employ an the base of a strong determinant motivation. preponderant, by identification of the
development necessities of each component with the objectives that the manager purpose him.
The aim of the participative management consist of the stimulation of the initiative, creativity
and the aptitudes of the employs for changes and progress in the benefit of the company an their
own. [3,4,13]
The method is realized by a manager that distribute to his collaborators, objectives to
achieve but not task to execute, giving in this way the possibility to use for the realization tools
that they consider it necessary. The collaborators have the possibility to manifest the initiative
and the creativity, and like an main organizational process is used decision delegation.
To assure the efficiency of the method is necessary that the objectives to be reported to
well definedemploys and groups of employs, incorporated in a coherent structure that have
defined means. For this will be used adequate organizational documents: organigram, function
description and organizational function regulations . The participative management imply the
promotion on a large scale of participative procedures, which aim is to organize the complex
30
communications of the interaction and adjustments between the employs. These procedures
targets to fix the objectives and yearly budgets and theirs realization, the evaluation of
individual performances and decision making, selecting, employment and framing, studies and
decisions on structural modifications, al having the aim to institutionalize the innovative spirit in
the company.
31
Chapter II THEORETICAL CONCEPTS TOWARDS AGRICULTURAL
EDUCATIONAL SYSTEM IN REPUBLIC OF MOLDOVA
2.1.General characteristics of the education system in Moldova
The agricultural education system of Moldova consists basically of:
the State Agricultural University of Moldova (SAUM),
eight agricultural colleges out of a total of 46 colleges,
some 20 vocational schools (VET) that concentrate on agricultural subjects out of a
total of 70 VET schools.
Many of the VET schools are very small and should be consolidated into a smaller number
that can be better managed and equipped. SAUM and the eight agricultural colleges are under
MAFI and the Ministry of Education, (ME), whereas the VETs are not component parts of the
agricultural education system and depend exclusively on the ME.
With Japanese support, a National Training Center in the Field of Mechanization was
created in Chisinau. Its purpose is to train farmers and technicians in the maintenance and repair
of the imported agricultural equipment, especially tractors. It is striking that of the total number
of VET students; only about seven percent (7%) are taking agricultural courses, although
agriculture constitutes approximately 40% of the total employment in Moldova. [10]
By international comparison, Moldova’s expenditures for overall education (primary,
secondary and tertiary schools) in 2012 were relatively high.
Table 2.1.The analysis of expenditures in education,%
Country government expenditures
on education as %of total
government expenditure
government
expenditures on
education as % of GDP
government
expenditures per
primary student as %
of GDP per capita
2011 2012 2011 2012 2011 2012
Moldova 22.0 20.8 8.6 8.3 41.5 39.3
Romanian 8.3 8.4 3.1 3.0 11.8 11.8
Ukraine 13.5 13.7 6.2 6.7 28.1 32.2
France 9.9 9.7 5.5 5.5 17.9 18.4
Germany 11.0 - 4.8 - 17.4 -
Source: elaborated by the author from http://data.worldbank.org/indicator/
Moldova’s government expenditures on education as a percentage of GDP were 8.3%,
which is higher than in Romania, Turkey, Ukraine or Germany.
32
In terms of government expenditures on education as a percentage of total government
expenditure, Moldova spent 22.0% in 2011 and 20.8% in 2012. This is higher than in
neighboring countries such as Romania or the Ukraine.
In terms of government expenditures per primary student as a percentage of GDP per
capita, Moldova spent 41.5% in 2011 and 39.3% in 2012. This is higher than in neighboring
countries such as Romania, Ukraine or France and Germany.
The resources available to SAUM are inadequate and put it in a difficult position of having
to limit capital expenditures in order to be able to pay moderately attractive salaries. This will
lead to longer term problems as the teaching equipment, buildings and dormitories deteriorate
and the institution becomes less attractive in the eyes of potential students. Unfortunately, all the
University in the past could do was to try to increase the number of extra-budgetary (contract)
students. In the case of SAUM, there was no capacity problem for such a student increase as
there is enough space. However, this forces the University to think in terms of throughput
(quantity of students) instead of in terms of educational quality. All of above raises the issue of
the degree of financial and academic autonomy of SAUM and the overall university system. [10]
The VET teaching profession has lost its attraction and there are few young teachers. A
typical teacher working in the VET system is around 50 years old; and has not attended any in-
service training over the last 15 years.Concerning the teaching staff of SAUM, 282 people, the
situation is much better. Although the salaries being paid are also low, the University has been
able to attract younger teachers, especially for its economics and law department. 50% of its
teaching staff is under 40 years of age and nearly 30% are under 30 years. In terms of
qualifications, in 2015, of the 282 teaching staff, 139 have a PhD and 28 are Dr. Habilitats.
All of the Agricultural Colleges and SAUM have substantial landholdings, which they use
inter alia for teaching purposes. These land-holdings are managed like farms and allow the
colleges and SAUM to generate extra-budgetary resources. Other assets, such as school
buildings, student dormitories, laboratories and equipment, and teaching materials are in most
cases in need of substantial repairs or need to be replaced completely. [10]
The agricultural colleges have different curricula and put emphasis on different subjects.
Their course offerings cover subjects from general agriculture, to bookkeeping, to technical
subjects such as food technology and viticulture. Most of these courses have not been updated
for a long time and do not respond to the needs of the evolving labor market. Their graduates
either enter the labor market or continue to university. SAUM offers courses in 23 specialties
from traditional agricultural technical subjects such as agronomy, animal sciences and
horticulture to economics and law. It offers degrees as Bachelors, Masters and PhD.
33
One of the basic weaknesses of the Moldovan VET education and training system is that it
is not practical enough and not well connected with the post-independence labor market.
Therefore, its graduates fail to meet the expectations of employers. Twenty five years after
independence and the creation of some 500,000 small-holder producers, there is still no
curriculum specifically developed and used countrywide to train future “farmers” in the
European sense of the word, i.e. family farmers that operate land inherited from their parents and
which they work as a family. Consequently, the young people that are trained in agricultural
VET schools do not receive the kind of training that would assist them in becoming successful
polyvalent “farmers” as small-scale entrepreneurs. The graduates of SAUM seem to be of
acceptable quality, but have a difficult time to find employment corresponding to their education,
as the agricultural sector offers too few employment opportunities. [10]
Unofficially, a number of VET schools collaborate with VET schools in Romania and use
their curricula and training materials. But otherwise, the VET schools don’t have international
linkages, other than through donor funded projects.
The situation at SAUM is somewhat better. It participates in international programs of
cooperation such as TEMPUS and has cooperation agreements with several European and one
American university. However, visa restrictions by EC countries risk to severely limiting these
indispensable teacher and student exchange programs. [10]
To better understand the education system in general and the agricultural education system
in particular, it is important to keep in mind key demographic data. While there was a growth in
the 16-18 and 18-23 age cohorts until 2004, but we see a decrease in both cohorts that will
continue until 2014. This decrease is especially pronounced in the 16-18 age cohorts, which is
the target population for the vocational education system (VET). It raises questions about how
many VET schools will be needed in the future and strongly suggests that the system needs to be
rationalized. However, these data do not take account of those within the age cohorts who have
emigrated to work abroad. [10]
Table 2.2. Population projection 1990 - 2014
Age Group 1999 2004 2009 2014
1-6 285,400 242,300 258,500 256.000
7-10 247,700 185,000 156,000 170,000
11-15 364,000 298,900 223,500 194,900
16-18 204,200 216,000 167,800 125,000
19-23 307,200 339,800 334,800 257,100
Source: Institutional Analysis of ANOFAM (Moldovan Labor Market Authority),
34
Compulsory education begins at age 6 and ends at age 15. Primary education lasts for
four years. Secondary schooling covers seven or eight years.
It is divided into five years of lower secondary school followed either by two years of
upper secondary school certified by the ‘Atestat de studiimedii de culturagenerala’, or by three
years upper secondary school certified by the ‘Diploma de Bacalaureat’.
On completion of compulsory education students can opt for general education in the
lyceums (grades 10 – 12) which offers pathways to universities or professional colleges (such as
the eight agricultural colleges), or professional schools (VET schools) offering one, two, or three
year vocational programs from which there can be no progression to further or higher education.
Vocational schools in Moldova are called occupational schools (one year educations) and
professional schools (approximately 3 years education). [10]
The Colleges can be considered to be part of the VET system, although their graduates
who got the Bacalaureat can go on to higher education, i.e. universities.
Those who do not have the Bacalaureat can only go to Universities (specialties) with a
profile similar to their diploma.
Table 2.3. Agricultural schools and students 2015
number of schools number of
students
Student/school ratio
VET schools agriculture 14 (estimate) 578 41,3
Agricultural Colleges 8 3421 427,6
SAUM 1 4603
Source:http://data.worldbank.org/indicator, [10]
It is striking that of the total number of VET students, only about seven percent (7%) are
taking agricultural courses, although agriculture constitutes approximately 40% of the total
employment in Moldova. The others are taking courses in: light industry (35%), heavy industry
(12%), construction (23%), hotel and restaurants (14%), trade, administration and services (9%).
The vocational agricultural colleges are located in different parts of the country and have a
long history. As their names indicate, they concentrate in their teaching on different subjects.
The eight vocational agricultural colleges are:
35
Table 2.4. Information on Agricultural Colleges
No. of
students
Government
Budget in 2015
(in mil. MDL)1
Available
Land
(ha)
Grinauti Agro-industrial College 302 5824,5 102
Riscani Agro-industrial College 486 8933,9 220,9
Soroca Technical Agricultural College 475 7545,1 89,86
Taul Agricultural College 428 7907,00 405,5
BratuseniZootechnical and Veterinary Medicine
College 392 7195,2 1600
Ungheni Agro-industrial College 451 9024,0 49,62
Svetli Technical Agricultural College 474 9128.6 400
Chisinau National Viticulture and Vinification
College 413 8314,1 1457
Total No. of students 3421 63872,4 3457
Source: http://data.worldbank.org/indicator, Ministry of Agriculture and Food Industry of
Moldova
1The government budget is for the schools and for dormitories
Initial VET is delivered in 70 professional schools offering training in 90 profiles in one,
two and three-year programs. General subjects are excluded from the curriculum and therefore,
there is no pathway to further or higher education. There are currently approximately 23,000
trainees enrolled in the system.
The State Agricultural University of Moldova (SAUM) is a well-recognized educational
institution with a long and prestigious history. It is the only agricultural higher education
institution in the country and has trained most of Moldova’s agricultural professionals. It has 8
faculties: Economic, Accounting, Agronomy, Horticulture, Livestock and Biotechnologies,
Veterinary Medicine, Agricultural Engineering and Automobilesand, Cadastre and Law. SAUM
offers its students Bachelor (4 years) and Masters/PhD degree programs. SAUM is located just
outside the city of Chisinau and has 10 buildings with study rooms, 11 residential blocks for
students, a scientific library, a linguistic centre, a computer centre, a printing house, several
laboratories, sports gyms, a stadium, 3 experimental stations with and area of 2800 hectares.
36
Table2.5.Total number of SAUM students (2009 – 2015)
2009 2010 2011 2012 2013 2014 2015
Total Number of Students,
including 6665 6502 6207 6076 5722 5111 4603
-Full-time 3989 3988 3546 3241 2829 2463 2280
-Part-time 2676 2514 2661 2834 2893 2648 2323
BudgetaryStudents 2051 2084 2008 1923 1824 1783 1593
Extra-budgetaryStudents 4614 4418 4199 4153 3898 3328 3010
Source: State Agrarian University of Moldova
In 2015, SAUM has a student population of 4,603. Of these students, 2,280 are full-time
students and 2,323 are part-time students. As the table above shows, the number of students has
reduction since 2009. What is most remarkable is the large increase over time of extra-budgetary
(contractual) students, i.e., students that receive no or limited scholarships and have to pay most
of the school fees from their own resources. From 2009 to 2015, while the number of budgetary
students declined and is around 1,593, the number of extra-budgetary (contractual) students also
declinedby 35%! During the same period, the number of part-time students has increased faster
than that of full-time students and in 2015, full-time and part-time students represent roughly
half and half of the total student population. Both trends show extraordinary efforts by SAUM to
attract more students to generate additional income and thereby improve its financial situation.
The National Training Center in the Field of Mechanization in Chisinau. This
institution is a part of the “Increase of Food Production Project 2KR” in Moldova, funded by the
Japanese Government. Establishment of this training center became a necessity in order to
maintain and be able to repair the agricultural equipment and machinery being brought into the
country with 2KR funds. Its purpose is to train farmers and technicians in the maintenance and
repair of the imported equipment. This training center is all the more crucial as there is a serious
lack of training facilities in this field. [10]
The only teaching institutions in Moldova that train specialists in the field of
mechanization are SAUM which prepares mechanical engineers and the four agricultural
colleges in Svetlii, Soroca, Chisinau and Ungheni which prepare operators of machinery.
However, these five teaching institutions are endowed with very old agricultural machinery and
stands or do not have proper teaching facilities and therefore are not able to prepare good
specialist.
From 2010 to 2015, the total budget for agricultural colleges has evolved as follows:
37
Table 2.6. Budget of Agricultural Colleges from 2010 – 2015 (thousand MDL)
Year 2010 2011 2012 2013 2014 2015
Gov. budget 41406,5 44435,2 53669,8 60736,9 62782,8 63872,4
Extra-budget 13428,18 16063,52 18334,74 18360,76 19794,5 20128,5
Total budget 54834,68 60498,72 72004,54 79097,66 82577,3 84000.9
Source: Ministry of Agriculture and Food Industry of Moldova
From 2010 – 2015, the total budget for the Agricultural Colleges increased from MDL 54,8
Mio. to MDL 84,0 Mio., or a 53,3% increase. During the same period, the government’s budget
increased by a multiple of 1.6, whereas the extra-budgetary resources mobilized by the Colleges
themselves increased by a factor of 1,5. While in 2010, the government budget covered 75,5% of
the total budget of the Colleges, by 2015, governments contribution has decreased to 76%. This
shows an effort on the part of the Colleges to mobilize more resources on their own.
However, government contributions and the share of extra-budgetary resources from own
resources vary widely from College to College. At one extreme is the Veterinary College of
Bratuseni which in 2015 financed 15.5% of its overall budget from its own resources and on the
other, are the Technical Agricultural College of Soroca 13.4 and the Agro-Industrial college of
Grinauti, 11.3 which finance less than of their total budget from their own resources.
Overall, in 2015, the agricultural colleges spend annually on average 24.000 MDL per
student. This amount is 25% less than the amount per student spent by the Agricultural
University, which in 2015 spend MDL 32,000per conv. student.
The total budget of SAUM over the same period from 2010 to 2015 has evolved as
follows:
Table 2.7. Budget of SAUM, 2010 – 2015 (thousand MDL)
2010 2011 2012 2013 2014 2015
Budgetary incomes 40408,0 40976,3 45200,2 52072,0 55739,1 60329,9
Extra-budgetary
incomes 22175,1 23985,2 22809,4 24972,8 22534,4 21354,2
TOTAL incomes 62583,1 64961,5 6809,6 77044,8 78273,5 81684,1
Source: State Agrarian University of Moldova
Over the period from2010 – 2015, the total budget of SAUM increased from MDL 62,6
Mio. to MDL 81,7 Mio., or 30,5% increased. Government budgetary allocations and extra-
budgetary resources generated by the University evolved in a similar fashion and are roughly
half and half. The number of contract students reduced from 4614 persons in 2009 to about 3010
in 2015. Also the number of budgetary students dropped from 2051 to only 1593 over the same
38
period. Thus the number of contract students in 2015 is more than 2,2 times higher than that of
budgetary students. The fee for contract students varies from MDL 3000 – 7000, depending on
the specialty. The fee for part-time students is 40% of the fee for full time students. These
figures show that SAUM has made extraordinary efforts to attract the maximum number of
contract students it could in order to generate addition resources of its own. In 2015, SAUM had
4603 conv. students and spent MDL 10,370 per student. As mentioned above, this figure is lower
than the amount spent by Colleges per college student, and needs to be analyzed in greater detail
based on more detailed cost figures.
In terms of usage of funds, in 2015, of the total expenditures of SAUM (MDL 25,4 Milo),
recurrent expenditures were MDL 44.3 Mio (91%) .and capital expenditures were MDL 4.5 Mio.
(9%). Salary expenditures for the same year represented 41 % of total recurrent expenditures.
They were financed from budgetary resources (MDL 19,9 Mio.) and extra-budgetary resources
(MDL 5,5 Mio.). The evolution of the funding of salary expenditures over the period 2010 –
2015 is shown in the Table 2.7.below.
Table 2.8. SAUM salary expenditures from 2010 -2015 (‘000 MDL)
2010 2011 2012 2013 2014 2015
Budget 18212,2 21939,3 23022,7 24787,3 25181,4 19906,6
Extra-budget 8653,7 7091,5 6709,3 6344,3 4604,7 5573,0
Total 26865,9 29030,8 29732,0 31131,6 29786,1 25479,6
Source: State Agrarian University of Moldova
The resources available to SAUM are inadequate and put it in a difficult position, where
it has to limit capital expenditures in order to be able to pay moderately attractive salaries. This
will lead to longer term problems as the teaching equipment, buildings and dormitories
deteriorate and the institution becomes less attractive in the eyes of potential students.
Unfortunately, all the University in the past could do was to try to increase the number of extra-
budgetary (contract) students. In the case of SAUM, there was no capacity problem for such a
student increase as there is enough space, but this forces the University to think in terms of
throughput (quantity of students) and not in terms of educational quality. [10]
However, even this option of trying to increase the intake of students is no longer possible
because of decisions taken by the government two years ago: a) to limit the number of extra-
budgetary students that the University is allowed to take in, and b) to introduce quotas per
“specialty”. Since the government allocates more quotas to technical “specialties” such as
agronomy, horticulture, veterinary sciences, etc. than students are interested in, it means that
SAUM loses budgetary student places. Another option of increasing the income of the
39
University through charging higher fees that reflect the true costs of the services provided (case
of student dormitories) is equally not allowed by government. [10]
All the foregoing raises the issue of the degree of financial and academic autonomy of the
University. For SAUM to be able to manage its affairs responsibly it should be given more
freedom in the use of extra-budgetary resources and in the number of contract students it can
admit.
In addition to what the university can do by itself, if the government is serious about
supporting the agriculture of tomorrow, it is indispensable to provide additional resources to
SAUM. SAUM has a central and unique role to play in preparing well trained researchers and
agricultural professionals. To do this, SAUM needs to be put in a financial position that allows it
to compete for bright students with other more prestigious universities in Chisinau. This can only
happen if its campus as such is attractive and provides all the necessary amenities that students
expect.
SAUM offers courses in the following 24 specialties:
1. Agronomy
2. Acquisition
3. Ecology
4. Tourism
5. Horticulture
6. Plant protection
7. Forestry (sylviculture) and public
gardens
8. Viticulture and wine-making
9. General economy
10. Business and administration
11. Marketing and logistics
12. Accounting
13. Finance and banks
14. Veterinary medicine
15. Agriculture mechanization
16. Agriculture electrification
17.Transport auto
18. Environment engineering
19. Cadastre and territory organization
20. Immobile (land) valuation
21. Patrimonial law (property and land
rights)
22. Animal husbandry
23. Agricultural biotechnologies
24.Thesafetyofagrofoodproducts
From SAUM, in 2015, 1222 students graduated (Licence – 999, Masters - 223; Licence:
Full – time budgetary - 341, Full-time extra-budgetary 143; Part – time extra-budgetary – 515.
Masters: Full – time budgetary - 111, Full-time extra-budgetary -112).
In the same year, 14 received a PhD, and 2 became Dr. Habilitat.
40
2.9. The distribution of students by faculty in 2015
Faculty Number of students
Economics 837
Horticulture 743
Agronomy 449
Cadastre and Law 758
Agricultural Engineering and Transport 952
Livestock and biotechnologies 272
Veterinary Medicine 253
Accounting 339
TOTAL 4603
Source: State Agrarian University of Moldova
It is noteworthy, that over the last several years, at SAUM most students graduated from
the economics faculty, while the number of graduates in the technical fields (agronomy,
horticulture, animal husbandry and veterinary sciences) is low and shows a declining trend.
Over the last 2 years, Government has tried to influence what subjects prospective students
at SAUM should choose. It has fixed the number of students that receive budgetary support by
faculty and has allocated more stipends for students willing to study technical subjects such as
animal sciences or agronomy, rather than economics.
The Government has even gone further and decided on the number of extra-budgetary
students that SAUM is allowed to accept. However, these efforts have had limited impact and it
is questionable whether such a policy can succeed. [10]
The basic problem in attracting students to agriculture is that agriculture as an industry is
not very profitable and unable to compete with the salaries paid in other sectors. Concerning the
distribution of students by faculty, market principles should be allowed to work and students
should be free to choose their subjects. [10]
Also, SAUM should be allowed to fix the number of extra-budgetary students that it
accepts each year, since the University knows best what its possibilities are.
A result of these measures, we see that in 2015 most graduates are from the Faculty of
Agricultural Engineering and Transport.
But faculty of Horticulture, also has increased the number of graduates, in 2015 they
reached 743.
For the eight Agricultural Colleges, the specializations are as follows:
41
Table 2.10. Specializations of Agricultural Colleges
Technical Agriculture
college from Soroca City
1. Household machines and equipment
2. Electrification of Agriculture
3. Electromecanics
4. Mecanization of agriculture
5. Technical maintenance, diagnosis and repair the vehicles.
Agro industrial College
from Riscani City
1. Accountancy
2. The Equipment of food industry machinery
3. The cosmetics and medical technology
4. The Equipment of food industry machinery
5. Commodity research
6. Tourism
Animal husbandry and
Medicine Veterinary
College from Bratuşeni
Village
1. Veterinary medicine
2. Commodity research
3. Public procurement
Agricultural College
from Ţaul
1. Agronomy
2. Horticulture and Viticulture
3. Forestry and public gardens
4. Preservation technology of fruitsand vegetables
5. Accountancy
6. Informatics
Agro industrial College
from Grinăuţi
1. Technology of products of public alimentation;
2. Technology of meat and meat products;
3. Technology of milk and milky products;
4. Agriculture mechanization
Technical Agriculture
College from Svetlii
village
1. Mechanization of agriculture
2. Agronomy
3. Automobile transport
4. Accountancy
National College of
Viticulture and Wine-
Making culture from
Chisinau
1. Tehnology of Wine and Products obtained trought
Fermentation
2. Machines and Aparatus in food Industry
3. Tehnology of Storing Fruits and Vegetables
4. Horticulture and Viticulture
5. Tourism
Ungheni Agro-industrial
College
1. Agronomy,
2. The mechanization of agriculture,
3. Accountancy, commodity,
4. The technology of processing and preserving fruits and
vegetables.
Technical Agriculture
college from Soroca City
1. General agriculture (crop production)
2. Agriculture electrification
3. Mechanization in agriculture
Agro industrial College
from Riscani City
1. Bookkeeping
2. Technologies of processing sugar beet
3. Medical and cosmetic plants technologies
4. Machines and units in food industry
5. Science of commodities
Animal husbandry and
Medicine Veterinary
1. Growing and selling technology of food products
2. Marketing
42
College from Bratuşeni
Village
3. Veterinarian Medicine
Agricultural College
from Ţaul
1.Marketing
2.Agricultural Technologies
3. Agro-Ecology
Agro industrial College
from Grinăuţi
1. Technology of meet and meet products processing
2. Technology of milk and milk products processing
3. Science of commodities
4. Mechanization in Agriculture
Technical Agriculture
College from Svetlii
village
1. Agronomist
2. Mechanic- operator
National College of
Viticulture and Wine-
Making culture from
Chisinau
1. Horticulture. Viticulture.
2. Storage and processing technologies of fruits and vegetables
3. Technologies of vine and products obtained by fermentation
4. Machines and units in the food processing industry
Source: Ministry of Agriculture and Food Industry of Moldova
2.2.Analyze scientific and innovative infrastructure in Moldova
Innovational Infrastructure represents all the organizations that contribute to the scientific
and innovation activities, namely the:
Academy of Science,
financial institutions,
agencies in the field of business support,
business incubators,
science and technology parks,
enterprises,
science and innovation organizations, etc.
Entities of innovation infrastructure which are at the crossroad of science and business
environment represent one of the key factors that determine the success of the national economy.
Hence, they act as a bridge that facilitates the communication between business and scientific
community.
The Agency of Innovation and Technology Transfer (AITT) is a mediator between these 2
structures: scientific and business community. She has the goal of bolstering the creation and
development of science and technology parks and Innovation Incubators, as well as allowing
financial support and funding the annual development projects. [3,6,11]
At the moment, in the Republic of Moldova there are 3 Science and Technology Parks:
43
Science and Technology Park “Academica”. It was the first innovation infrastructure
created in our country. Domain: universal.
Science and Technology Park “Micronanoteh”. It was created in 2009 at the proposal of
science and technology cluster ”Micronanoteh”. Domain: microelectronics and
nanotechnologies.
Science and Technology Park (SPT) Inagro. It was created in 2008 at suggestion of
scientific and technological cluster. SPT domain: intensive and organic farming;
And, also in Moldova are 8 Innovation Incubators:
Innovational Incubator “Inovatorul”. It was created in 2007 at the proposal of science and
technology cluster “Academica”. Domain: universal
Innovational Incubator “Politehnica”. Created in 2011. Domain: universal.
Innovational Incubator “Innocenter”. It was created in 2012 at the proposal of science
and technology cluster “InnoClaster”.
Innovational Incubator “Iventica-USM”. Created in 2012 at the proposal of Incubation
cluster of innovational enterprise.
Innovational Incubator “Nord”. It was created in 2012 at the proposal of both, incubation
cluster of innovational enterprise “AntreprenorulInovativ” and the innovation cluster
“Nord”.
Innovational Incubator “AntreprenorulInovativ”. Created in 2013.
InnovationalIncubator”IT4BA” (IT Incubator for Business Application ). It was created
in 2015 in the IT field.
Moldovan-Lithuanian InnovationalIncubator ”Media Garaj”. It was created at the
suggestion of the cluster in 2014 and includes the collaboration with Lithuanian
organizations.
In order to expand the network of science and technology parks and innovation incubators,
AITT is welcoming the initiatives of creation new science parks and innovational incubators.
Science and Technology Park (STP) “ACADEMICA” is one of the first innovational
structure created in Moldova.The activities of this park are in the following domains: renewable
energy, saving technology of nanotechnology, informatics, food security, etc.At the moment, the
STP “Academica” is realizing innovative projects in diverse domains and has 13 residents.
In April 2009, the Supreme Court for Science and Technology Development adopted the
act no. 62 regarding the creation of Science and Technology Park (STP) “MICRONANOTEH”.
The STP “Micronanoteh” is developing its activities in microelectronic and nanotechnology
within the Institute for Scientific Research “ELIRI” which has a total surface of 320 m2.
44
The activities of residents of the Science and Technology Park “Micronanoteh” are in the
following domains: nanotechnology, informational technology, technological and electronic
equipment for producing micro-nanostructures, etc.
At the moment, 3 residents are realizing innovative projects in diverse domains within the
STP “Micronanoteh”.
In July 2008, the Supreme Council for Science and Technology Development adopted the
Decision no. 155 regarding the creation of Science and Technology Park “INAGRO”. The
production infrastructure of this park includes a complex of buildings located on an area of over
15 hectares, an agricultural land of 92.5 hectares, as well as the subsidiary of Scientific Complex
of Production located in Cahul, Moldova.
The activities of residents of Science and Technology Park “Inagro” are in the following
domains: organic farming, the implementation of new technologies for agricultural production
products and for storage and freezing fresh fruits and vegetables; the implementation of
conservation and drying technologies, the implementation of new forms of marketing and selling
the agricultural production on the domestic and external market.
At the moment, the STP “Inagro” is realizing innovative projects in agricultural and food
industry domain and has 13 residents.
At the moment, in Republic of Moldova, the activity of business incubators is managed by
the following normative acts:
Code on science and innovation nr.259-XV from 15th of July, 2004;
Partnership Agreement between the Government and the Academy of Sciences of
Moldova (2014);
Law on Science and Technology Parks and Innovation Incubators (2007);
Law on state policy regarding innovation and technology transfer nr. 289 (2003)
According to national legislation, the science and technology cluster is a group of legal
entities and individuals association constituted under contract between science and innovation
organizations accredited and /or accredited higher education institutions, other non-profit
organizations, on the one hand and businesses, local government authorities, associations of
employers or professional associations, individuals, financial institutions, international
organizations, local and foreign investors, on the other hand, for the purposes of scientific
research, education and technology transfer of scientific results and innovations, their recovery
through economic activities.Despite the incomplete legislative provisions regarding clusters
activity, in order to create scientific-technological parks (STP) and innovation incubators (II),
were set up 10 scientific-technological clusters, whose role is to identify the needs of creation
STP:
45
Scientific and technological Cluster "Academica", whose members have concluded an
Association Agreement in 2007. At this Cluster proposals, were created two entities of
innovative infrastructure: STP "Academica" and II "Inovatorul". Theclusterisformedby
19 partners.
Scientific and technological cluster in ecology and intensive agriculture, created in
2008, by association of 4 partners. Accordingtotheclusterproposalwascreated STP
"Inagro".
Scientific and technological cluster in microelectronics and nanotechnologies created
in 2008, by association of 2 partners. According to the proposal of this cluster was
created STP "Micronanoteh".
Educational and scientific cluster "UnivERSCIENCE", created in 2011 following an
agreement between 20 partners. At the proposal of it, also in 2011, was created II
"Universcience” within the University of Academy of Sciences.
Cluster of entrepreneurial innovation incubators "AntreprenorulInovativ" and
"Nord" created in 2012. The activity of the cluster is conducted in the north region of
the country. The cluster was created by the association of 5 partners, that in 2012
submitted a proposal for the creation of Innovational Incubator near Moldova State
University "A. Russo" from Bălţi - II "Nord", and in 2013 proposed the creation of II
"AntreprenorulInovativ".
Innovational and training Cluster "InnoCluster" from the south region of the country.
The cluster was created in 2012 by the association of 6 partners, who proposed creation
of II "InnoCenter" that activate beside the State University from Comrat.
The cluster of innovative entrepreneurship incubators created in 2012 that includes 5
partners. Under the proposal of this cluster in 2012, were created 2 innovational
incubators: II "Itech" besides Academy of Economic Studies of Moldova and II
"Inventica-USM" beside State University of Moldova.
Science-technology cluster in modern technologies "Elchim-Moldova" created by the
association of 10 partners in 2013. The cluster is at the stage of development the Strategy
and activity Plan
Science-technology cluster in nanotechnology and IT technologies created in 2014 by
the 3 partners. The cluster proposed to create an innovation incubator, but its proposal
was not approved.
Innovative Technologies Cluster created in 2014. It is the first cluster in which, in
addition to the 5 national partners are part international partners. At its proposal, in 2014,
was created the Moldovan-Lithuanian innovation incubator "Media Garage".
46
Science and Technology Cluster in IT field created in 2015, by the 5 partners.
Recently, the cluster has come up with a proposal to establish IT Innovation Incubator,
besides the Academy of Economic Studies of Moldova.
All this clusters has the goal of integrating new interested members: enterprises, research
and/or educational institutions, etc.
47
Chapter III IMPROVING AGRICULTURAL EDUCATION SYSTEM THROUGH
INNOVATIVE MANAGEMENT
3.1. Management effectiveness in higher education
In many countries there has been increasing diversification of higher education, much of it
involving closer relationships with the private economic sector, and this has led to a range of
organizational problems requiring different kinds of managerial skills and solutions. The
innovations which have led to such diversification include:
providing courses for different types of students (including more mature students and more
women) ;
undertaking extensive research and consultancy projects for industry and other external
sponsors; the development and generation of science parks;
the establishment of self-financing university companies;
and so on.
Such innovations not only need more effective management to make possible the initiation
and integration of such activities into the life of the institution, but also require management of a
kind that will enable such activities to continue to develop and expand. The growth of such
diversification in higher education is a rich area for study, and in particular for an assessment of
factors common to the successful introduction of privately funded initiatives within different
cultural settings. [3,6,8]
Such diversification of itself creates different kinds of pressures within higher education
institutions. for example, self-financing units, consultancy centers and science parks find it
difficult ~ if not impossible ~ to use the same approach to decision-making as is used for
conventional academic matters. They need systems which are faster, more decisive, task centred,
and which provide for staff incentives, clear accountability, and perhaps short- term contracts.
thus as the higher education institution becomes more diverse and heterogeneous, not only are
different and more sophisticated management skills required, but by comparison the traditional
approach to decision-making appears increasingly inappropriate to an even greater portion of
university life.
Technological pressures have also tended to lead to diversification within higher
education, and they have therefore had an effect on the nature and quality of management. The
development of open learning, the major innovations in computer-based learning, and so on,
have al required the introduction of different approaches to institutional management. It t is not
only that these innovations themselves need to be managed in different ways , but also that
48
offering new forms of learning demands detailed comparisons (both financial and academic)
with traditional methods and activities, together with the ability and institutional will to act on
the consequences.
Any assessment of the management of change in higher education has to consider the main
sources of any likely innovation, and in most institutions there are four:
individual people and groups within an institution;
the formal decision-making system for the whole institution;
departments, schools or the main unit of organization;
innovation resulting from external pressure.
There are a number of distinct issues to be considered relating to these four sources of
innovation, though some of them clearly overlap. an y future research by iffy might usefully look
at the issues raised by innovations from these different sources.
1. people and groups. A study of the people and groups involved in the management of
change in higher education might reveal some interesting personal characteristics concerning
age, background, education and so on. little work on this has been done in higher education, but
in other areas of education rogers (1965) has suggested that individual innovators tend to have
the following characteristics: [10]
they tend to have relatively high social status in terms of education and social
standing.
innovators are generally young in relation to the age of their peers.
their sources of information are largely outside the existing organizational
system as well as inside.
they are highly cosmopolitan compared with their peers.
they are frequently viewed as deviant by their peers and by themselves.
they ma y be socialized for part of their formal career outside the conventional
status route of their peers.
They may also see themselves as 'product champions’, a phrase adopted by peters and
waterman (1982). Clearly, not al l innovators have al l these characteristics, but i t would be
useful to review whether and/or ho w people perceived as innovators in higher education
conform to these patterns. the implications of the model of organizational culture introduced
above are that those educational institutions dominated by the individual culture would be
unlikely to contain a high proportion of innovators with these personal characteristics in
positions of responsibility, since such cultures are typical of bodies such as professional
associations who select their member s with great care so as to reinforce their professional status
and standing. in such circumstances, little or no innovation can be forced on academics unwilling
49
to participate in major change; hence there ma y be little opportunity for anyone to bring about
innovation outside his or her own immediate context. the concept of the 'product champion' is
much more likely to be found in task centred cultures where there is a strong commitment to
implementing agreed objectives. [3,7]
2. The decision-making system. Another major source of innovation within a typical
institution of higher education is the formal decision-making system. Often this is based on the
notion of participation by academic staff , and sometimes students, and despiteits advantages in
terms of the spirit of collegiality it has been noted above that i t has been subject to considerable
criticism for being slow, cumbersome, costly, and unable to address crucial institutional issues in
a proactive way. The ability of such decision-making forums to address key issues in
institutional innovation, whatever their consequences, rather than simply responding reactively
to proposals mad e by other individuals (whether inside or outside the organization), is a matter
for potential research by ПЕР , but the suggestion of a number of reports (for example, CVC P
1985) is that on man y occasions such bodies tend to act as a 'dead hand' on innovation rather
than encouraging it .
In many universities a frequent approach to the management of innovation is to establish
a specialist group or working party to consider the desirability of a particular proposal and the
way that it might be implemented. Although compatible with a collegial decision-making
structure, such approaches are not without their dangers, and even where a coherent proposal is
mad e and adopted, it is frequently the case that those responsible for the proposal (that is, the
members of the working party) are not accountable for its consequences or for its
implementation.
This gap, between the proposers of an innovation and those responsible for carrying it
through, is a fundamental problem for the management of change in higher education, and a
common cause of innovation failure.
3. The departmental level. At the departmental level, where a number of questions about
the management of innovation are raised. For example:
What is the role of heads of departments in encouraging innovation?
Ho w can departments be best organized to ensure effective teamwork?
What incentives operate at the departmental level to encourage and support change?
Are heads of departments selected on the basis of their ability to manage change
successfully? and
What kind of training is provided for them?
The answers to these questions will have a powerful effect on the way that change is
perceived and introduced into departmental life (Keller 1983). However , there are many other
50
issues which affect innovation, including the periods of office served by heads (are they long
enough to enable them to manage change successfully, or are they changed so frequently that
little can be achieved?) and whether heads are appointed or elected, and if the latter, who can
stand for election. The relevant issues here are too numerous to list in full , but Becher and
Kogan's work can be useful for looking at the interplay between different levels of an institution
in relation to the management of change.
4. Pressure from external bodies. These pressures are usually from those providing
funding » for example, government ministries and the like. Institutions manage such
interventions or 'reforms' in various ways depending on their relationships with the State, and the
overlap of individuals involved. For example, in a number of universities in Sub-Saharan Africa
the head of State is chancellor of the university, and in such circumstances institutional
autonomy is difficult to maintain. In other systems where institutions are notionally given greater
operational freedom, the past decade has in fact seen much closer intervention in the
management of higher education, largely through the control of funding mechanisms.
There are numerous factors identified in the literature on innovation which influence the
implementation of change and the rate at which it s spread and success may be diffused within an
organization. It has already been noted that strong commitment to any particular proposal or
innovation is crucial. There are three distinct issues here:
the nature of institutional commitment;
the commitment of individuals within the institution;
the commitment of the academic discipline concerned.
As a number of authors have observed, the primary loyalty of man y academic staff has
traditionally been not to their own institution, but rather to their academic discipline, and in such
circumstances it is the discipline — often represented by a professional association — that
becomes heavily involved in either supporting or opposing major institutional changes. For
example, it is unlikely that any significant innovation can be mad e to the curricula in
professional subject areas without the support of both individual members of staff, those
involved with the discipline as a whole and the institution itself.
When commitment on the part of any one of these three groups is lacking, then it will be
difficult to implement any major curriculum change. Separate from this is the power of students
to oppose and propose change which in some systems is, of course, considerable, either
collectively through pressure groups or privately in their role as customer. [3,7]
Related to this point, but separate from it, is the question of 'ownership' of any proposed
innovation or change. As observed above, there are few staff in higher educationinstitutions who
51
have the power to implement innovation on the basis of their own authority, and joint decision-
making systems are often used both to promote and to diffuse innovation.
A major problem in such an approach is that no one individual 'owns ' any proposed
change, or is its 'product champion’. Indeed, Cohen and March (1974) have even suggested that
the initial instigators of an innovation should hand over ownership to higher status professional
colleagues in an attempt to gain broader institutional support. There is an extensive literature to
show that without such committed support implementation will fail.
A further problem specific to the implementation of change in higher education is the
question of speed. In other less complex organizations successful innovation is often directly
related to speed, and considerable effort may be made to ensure both that the dynamic of any
proposed innovation is maintained, and also that an agreed timescale is generally known: 'do it
quickly' is a frequent prescription of management textbooks. [3,7]
However , higher education institutions tend to have long lead times for man y of their
activities, and thus innovating quickly can be difficult. There are numerous examples of courses
which have outlived their usefulness, or failed to recruit enough students, but which are still
offered years after they should have been stopped. An interesting exception to this rule appears
to concern changes which come about for financial reasons, and it is notable that in those
systems where government funding has been reduced in the 1980s the institutions so affected
have been forced to move much more quickly, and to use different decision processes, than has
traditionally been the case. The message seems to be straightforward: if a major innovation is to
be successfully introduced it needs an effective timetable, agreed in advance, which allows
momentum to be maintained.
As noted in the introductory paragraphs, the question of leadership to implement
innovation is held to be, perhaps, the most crucial aspect by many. The form of leadership, as
pointed out above, will vary according to the particular culture of the organization, and the style
of the individual concerned, but without strong support and commitment from senior staff major
innovations are unlikely to succeed. An important area of possible research for ГЕР is thus to
examine the form and extent of leadership in relation to the implementation of innovation in
developing countries.The provision of effective information about any major innovation is also
held to be a crucial determinant of whether it can be successfully implemented. The absence of
comprehensive management data bases has already been observed, but effective information and
communication can take a variety of forms, but it is essential that it is itself managed. Thus,
although information is frequently widely available within higher education institutions to those
who take the trouble to seek it out, man y institutions are poor at managing the information flow
so as to ensure that any innovation has the greatest chance of success.
52
Although the provision of such information is valuable, there is some evidence to suggest
that this, and associated strategies for effective implementation of change will be of little value
unless incentives are available, both for the individual and for the institution, to help the
implementation process. Unless an institution benefits in some tangible way y from a major
innovation it is unlikely to co-operate fully in its implementation, and similarly incentives must
be available to individual member s of staff. Of course, these need notnecessarily be financial;
there is a whole range of incentives, perhaps the most important being those professional ones
associated with improving quality, greater job satisfaction and so on.
However, in a situation where tenure is guaranteed and academic freedom maintained,
neither positive nor negative incentives may be available in order to address the constant
complaint from senior staff that they have no sanctions over unco-operative staff.
Finally, in addition to these factors, it should be noted that any successful strategy for
implementing change has to acknowledge that many people will always find the disturbance it
causes undesirable, and ma y indeed perceive commitment to change to entail significant
personal risk. The literature records numerous forms such risk might take: fears, for example,
that status might be devalued; that academic reputation might be lost; that prized working habits
might be changed; that individual freedom might be reduced; and so on.
Such concerns typically exist most strongly in the cultures where self-image rests on
professional reputation and status. Thus one of the challenges for those who would argue for a
more entrepreneurial approach to higher education is that of altering the perception of man y
staff, so that instead of viewing change as undesirable and risky they see it as natural and
welcome.
3.2. Innovations in agricultural education management
The technological transfer mechanisms are those operations that ensure dissemination of
some technologies from the provider to recipient. Generally, such processes could be financial,
technological or human. This consists from various forms of procedures, beginning from active
forms, like interpersonal communication, to passive forms, for example, the reading of the
technical magazines.
The technological transfer, especially to developing countries, is often correlated with the
globalization process, so that is difficile to identify the negative or positive consequences in a
concrete economical system.
The positive effects of the technological transfer can include the growth of productivity,
the development of complementary activities with local firms, while the negative effects may
53
refer to adverse effects of competitiveness with local firms, to staff redundancies and the
decreasing of the welfare.
On the long term, competitiveness of an economy depends by the innovative potential
gained through the technological transfer. This is the key-factor from the competitiveness factors
analysis, like the production costs. The owners and those who have access to high technologies
influence the position of a country in international competitiveness classification. Without
having own developed technologies, competition on long terms is sustained by technological
transfers as it was in Central and East Europe that remains lag behind developed countries.
The technologies that make the subject of technology transfer are embedded in patents,
utility models and, industrial designs, marks, know-how, inclusive information and technological
data, technological services, technological support and other protection rights of the chips and
software. [3,7]
The fundamental aim of an Innovation and Technological Transfer Organization (ITTO) is
to offer the facilities and competent technological services that will contribute to sustain and to
grow the competitiveness and economical durable development of the economic sectors.
The specific objectives of an ITTO are oriented to satisfy the needs of economic sectors,
and to realize the jumps in social accumulation plans, including:
The support of industrial enterprises in industrial competitiveness growth through
innovations;
The support of research and development organizations in their efforts of orientation to
satisfy the needs of industrial enterprises in that sphere;
Support of National Research and Development programs through the growth of
information level and attract of new partners in innovation and technology transfer
process generated by national projects;
Increasing of the information and awareness level on the innovation concepts, quality,
technology transfer, competitiveness;
In order to achieve these objectives, ITTO need a vision on the mode in which it
constitutes like a corporate structure, such that his activity to lead to perform his functions and to
make profit.
The main involved problems in innovation and technological transfer organization, in an
ITTO, are:
The transformation of intellectual energy in practical energy:
The transformation of scientific knowledge in comprehensible knowledge, in order to be
understood and utilized by firms;
54
The development of an institution in which different types of knowledge to interact in
order to produce practical results.
A major focus is needed on the access of funding. The mechanisms that can be stimulated
to increase the access to funding, are:
The public funding in an incipient stage, respectively from initial stage of the concept, to
the demonstration of economic viability of the project.
The public private partnership which combine the use of public and private funds;
This partnership can include:
Financial specific tools for intellectual property right protection;
Expertize public funds;
Related to research location funds;
Mutual funds for new firms created on “new ventures” principle;
Specific mechanisms of financial and patrimonial warranties;
Stakeholders connections. These connections can be developed through:
Organization of local or regional “ formal investors” networks, with the aim to
increase the level of understanding of the start-up concept of the firm, by the banks and
venture funds;
The implementation of the firms formed by entrepreneurs, researcher and
financiers;
Design and dissemination of audit methodologies adopted by new firms;
Development of pan regionals markets for the firms with fast growth, on the
model of those who exist in Europe (AIM, EASDAQ, Euro - NM) with the aim of
achieving the required level of liquidity.
Legislation that regulates the protection of small investors and the use of pension and
insurances funds. An adequate legislation could allow the diversification of financial
investments in the domain of the firms publicly untraded.
Market orientation is an success factor, which can be stimulated through:
Support-scheme promotion for market research;
Assuring of market information;
Development and dissemination of economic intelligence and technical knowledge to
companies, especially in start-up phases and growth phases.
Market development of new firms.
Judging from the above and from research theme, we can recommend following
innovations that are related to improvement of the agricultural educational management. We
55
consider quite actual and timely the creation of clusters for State Agrarian University of
Moldova. The main components of such system in my vision must be the following:
Fig. 3.1.Clusters models
The creation of such system, in my opinion will contribute to assure of an continuous flow
of the students for State Agrarian University of Moldova. Is considering that the students of the
agricultural colleges, should be enrolled directly in the second study year. Also, economical
agents would be interested in obtaining qualified staff
The next model that I can purpose for the improvement of the agricultural educational
system is the creation in SAUM of an Innovation and Technological Transfer Organization. The
objectives and the role of such organization I described above, but they can be adapted as
needed. This Innovation and Technological Transfer Organization may have the statute of
autonomous organization.
Also, I believe that it would be necessary and useful the opening within agricultural
colleges and SAUM of different scientific centers, in within will happen a series of scientific-
practical activities, on different topics.
All these moments are welcome for the improving of the agricultural education process
and the transforming his in an attractive and efficient one.
economical agents
agricultural colleges
SAUMeconomical
agents
economical agents SAUM economical agents
agricultural colleges SAUM agricultural colleges
56
CONCLUSIONS AND PROPOSALS
Only the change, offer always occasion for new and special. That’s why innovation
consists of organized search an goal well defined by changes and in systemic analysis of
occasions that these changes can offer to economic or social innovation. Usually, these are
changes that already happen or are in a way to happen. The great majority of successful
innovations exploit change. Of course, there are innovations that constitutes, themselves, a major
change, for example some technical major innovations.
The process of innovation has a broad coverage. Practically, is manifested in all activities
that have place in enterprises, not resumed on products and technologies. He aims and
informational systems, economical methods, organizational structures, decision processes, etc. Is
necessary to make this specification, whereas, often, there is the trend to limit the creativity and
innovation on manufacturing activities, despite in last year’s worldwide is manifested a trend to
promote other categories of innovations and inventions.
Important directions of firm innovation potential amplification represent the use of
methods to stimulate the creativity of the employs. On the basis of these methods is the theory on
creative thinking, that substantiates concept on several principles.
The creative process is an essential condition for the existence of each firm. Through the
stimulation of the creativity in general and the useful creativity especially, the firms manage to
cope the competence that manifested now in the competitive economy. Because of this all firms
are concerned by searching of the ideas that can materialize in products and services. The
managerial practice proves that these ideas can be the result of individual thinking realized solely
or in the context of special groups constituted for this aim, in the basis of some managerial
methods for stimulating of the creativity of the enterprises staff.
The agricultural education system of Moldova consists basically of:
the State Agricultural University of Moldova (SAUM),
eight agricultural colleges out of a total of 46 colleges,
some 20 vocational schools (VET) that concentrate on agricultural subjects out of a
total of 70 VET schools.
Many of the VET schools are very small and should be consolidated into a smaller number
that can be better managed and equipped. SAUM and the eight agricultural colleges are under
MAFI and the Ministry of Education, (ME).
57
In many countries there has been increasing diversification of higher education, much of it
involving closer relationships with the private economic sector, and this has led to a range of
organizational problems requiring different kinds of managerial skills and solutions.
I conclude with a set of recommendations for institutional support of these
entrepreneurialinitiatives of the university.
The government should expand funding for the Small Business Technology
Transfer (STTR) program designating funds specifically for university start-ups.
Ministry of Agriculture and Food Industry of Moldova should authorize a patent
use exemption for non-profit agriculture research organizations for the purpose of exclusive
experimental use.
The government should create an equity rule for the distribution of funds among
universities. This rule has the aim to bring sufficient support to technology transfer at each
university in order to promote enterprises that are competitive in state and regional markets but
that may not qualify for grants in national competitions.
The reason why the government is able to demand more from universities than from
industry is because academic research is far more dependent on government funds than industrial
research.
There is an additional virtue to university start-ups as a new model of technology
transfer. The conversion of intellectual value into economic value is a task far more complex
than simply patenting and licensing faculty inventions. Start-ups internalize the full set of
interactions between research and productive organizations that lead to the successful
development of a commercial product. The full set includes many more things transacted other
than patents. Consider for instance the transfer of tacit knowledge of faculty and post-docs that
go to work in the start-up or the transfer of codified knowledge in the public domain—it is not a
small benefit if start-ups have access through faculty to the well-supplied university libraries.
Think of the significant advantage gained by entrepreneurs who can keep up with the
latest developments in the relevant field by virtue of being plugged into a scientific network
through the regular circuit of conferences and seminars.
There is also the access to the collective knowledge of a university from which the
entrepreneurs can draw to solve engineering or design problems outside their field of expertise;
start-ups are true sites of inter- and trans-disciplinary research. By nurturing start-ups,
universities are taking on a more robust approach to technology transfer as they implicitly
challenge the view that patents are the only or even the most important catalyst of university-
industry cooperation.
58
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