A challenge for the Romanian management companies-The communication specialist

In this paper, the authors' goal was to analyze the importance of managerial communication in Hunedoara county companies. The authors carry out a research using the survey method through a short questionnaire, ensuring that it does not take more than 5 minutes for the respondents to complete. The questionnaire was composed of 14 questions, was distributed online and applied to a group of over 500 companies from Hunedoara County, between 13th September 2020 and 30th September 2020. The authors received 34 answers, and these answers consist the basis of the research. The authors were interested in whether there are managerial communication procedures at the company level, and also, they have focused on the characteristics of managerial communication in these companies. They analyzed if in these companies it is used a task-centered or a human-centered communication, whether the communication used is formal or informal, or what method of communication is mainly used bottom-up or top-down. Even if the present research was limited to the borders of Hunedoara county, the authors demonstrate the necessity of the existence of communication specialists especially in the area of organization management.


Introduction
The authors researched whether there are managerial communication procedures at the company level and also focused on the characteristics of managerial communication in Hunedoara companies. They have analyzed whether these companies use task-centered communication or human-centered communication, whether the communication used is formal or informal, or what direction the communication were mainly used -bottom-up or top-down. Even if the research was limited to the borders of Hunedoara county, the authors tried to demonstrate the need for the existence of communication specialists in the organization's management.

Research problem
the public and the lack of awareness of the importance of the company's stakeholders. The main objectives of the identified managerial communication are the increase of sales and the market share. In other words, there is more emphasis on immediate and short-term goals, and less on building a relationship with stakeholders. Attempts to influence public opinion are negligible, which may show that the basic concepts of managerial communication are not yet well understood. Bosnia and Herzegovina companies do not make much use of the services of specialized public relations agencies. at the time of the study, there was only one local specialized agency in Bosnia and Herzegovina, and several advertising agencies offered a limited range of profile services. There are no professional associations in this sector. Several international agencies, mostly Slovenian, then entered the Bosnian market. [4] In Croatia, the field of managerial communication was characterized by a growing demand for professionalism, but at the same time the necessary infrastructure was not complete. Managerial communication needs to be (re) defined and (re) positioned in the educational system, in the structure of organizations and through codes of ethics and conduct. However, the future of communication managers in Croatia seemed bright at the time of the study, and the profession was evolving. From the initial phase in the 1990s and the emergence of a market economy in Croatia, managerial communication has developed under the umbrella of marketing.
Then there was a growing demand in the financial sector, which was largely due to the privatization of banks, the growth of the insurance industry and the reform of the pension system and private pension funds. These trends, combined with the globalization process, have already brought many foreign agencies (and with them increased competition and know-how), will certainly prove beneficial to the development of managerial communication. [4] For an even better understanding of the importance of managerial communication, as well as its development in crisis conditions, such as the COVID-19 pandemic, we also looked for papers on this topic. James K. C. Chen and Thitima Sriphon investigated how teleworking negatively influenced the relationship between managers and employees. They found that a lack of trust was created between managers and employees. Managers dislike employees working remotely and compensate for the lack of control and monitor them more. This situation has created an uncomfortable situation for employees. Excessive control of managers affects the collaboration between them and employees, but also teamwork. Lack of trust leads to a decrease in the performance of their organization. [5]

Research methodology
The authors carry out a research using the survey method through a short questionnaire, ensuring that it does not take more than 5 minutes for the respondents to complete. The questionnaire was composed of 14 questions, applied to over 500 companies from Hunedoara County, respecting the national structure in terms of the division into small, medium and large companies, as presented in the White Paper on SMEs in Romania 2020 [6], between 13th September 2020 and 30th September 2020.
The study is representative and can provide an image of managerial communication in the vast majority of Romanian companies. The structure of the respondents also respects the characteristics of the economy of the whole country in terms of their division according to their size.

Research results and Discussions
In the study, authors analyse the managerial communication in companies from Hunedoara county, in terms of few important elements. We have researched who is responsible for managerial communication, both internal and external communication, about the existence of managerial communication procedures, as well as about the communication directions and its formality.  Regarding the internal managerial communication, it remains in proportion of over 60% in the responsibility of the general manager (64.7%), but it is also divided to the first three managers (14.7%) and to each manager in his department (17.9%). Almost 3% of respondents claim that it is the responsibility of the manager or communication specialist.