| | SLO | ENG | Piškotki in zasebnost

Večja pisava | Manjša pisava

Izpis gradiva Pomoč

Naslov:PROCESNA ORGANIZACIJA, SODOBNO VODENJE IN MODEL ORGANIZACIJSKE ZRELOSTI
Avtorji:ID Adamič, Marjan (Avtor)
ID Uršič, Duško (Mentor) Več o mentorju... Novo okno
Datoteke:.pdf MAG_Adamic_Marjan_2011.pdf (1,24 MB)
MD5: 33F327FF387752CBD310439641DE7907
PID: 20.500.12556/dkum/d7fde67b-861f-4ba0-bf6f-6aafe2b03400
 
Jezik:Slovenski jezik
Vrsta gradiva:Magistrsko delo
Organizacija:EPF - Ekonomsko-poslovna fakulteta
Opis:Poslovanje danes zahteva vse večjo hitrost, uspešnost in učinkovitost. Podjetje, ki da svoj originalni, unikatni proizvod ali storitev prvo na trg, razvije celostni sistem povezav z dobavitelji in izpolni pričakovanja ter naročilo kupcev, ima veliko možnost preživetja v novi ekonomiji. Procesna orientiranost in organiziranost je način, ki pomaga podjetju, da se osredotoči na vprašanje, katere so tiste aktivnosti in naloge, ki prinašajo vrednost za kupce. Teoretiki in praktiki na področju organizacije in vodenja se praktično od industrijske revolucije neprestano ukvarjajo s podobnimi problemi, to je, kako organizacijo narediti bolj učinkovito, uspešno, prožno, dinamično, inovativno, kako se bolj približati kupcu, poskrbeti za njegovo trajno zaupanje, kako se približati vsem ostalim deležnikom in tudi za njih ustvariti želene učinke. Sodobni razvoj organizacije in vodenja se je izpopolnjeval in razvijal od obdobja, ki je bilo delovno intenzivno, preko obdobja, ki je bilo kapitalsko intenzivno, do današnjega časa, ki je znanstveno tehnološko intenzivno. Naše raziskovanje in analiziranje sodobnih strokovnjakov nakazuje, da razvoj na področju organizacije in vodenja v podjetjih in organizacijah ni končan. Prihaja obdobje, ki bo poleg podpore znanosti in tehnologije od organizacije zahtevalo predvsem kompetentnega, motiviranega posameznika znotraj organizacije. Prihaja obdobje osvoboditve človeka vseh nepotrebnih organizacijskih in drugih spon. Samoiniciativnost, kreativnost, izvirnost, soodločanje, solastništvo, neprestano učenje, razmišljanje, samouresničevanje, iskanje novih poti in sodelovanje v timih, tudi tistih, ki segajo izven organizacije, pripadnost in istovetenje z organizacijo, je tisto, kar bo prineslo uspeh in učinkovitost v organizaciji, kakor tudi njenim članom. Pri sodobnem vodenju organizacij ni več prostora za nepotrebne aktivnosti, kot je na primer nadzor in kontrola nad drugimi sodelavci. Vodenje postaja v bistvu način delovanja, kako vsakega posameznega udeleženca organizacije popeljati na njegov maksimum ob istočasnem izgrajevanju skupnosti. Današnje poslovno okolje je v konkurenčnem in poslovnem smislu zelo zahtevno. Če k temu dodamo še poslovna nihanja kot posledico finančne in gospodarske krize, je to okolje za mnoge organizacije in podjetja praktično nerešljiva uganka. Edina rešitev za organizacije in podjetja je, sprejeti pot neprestanih prilagajanj na spremembe. Vendar moramo opozoriti, da to ni možno storiti »čez noč«, za to je potrebno sistematično in načrtno dolgotrajno prizadevanje najvišjega vodstva in vseh zaposlenih. Današnja kriza je za mnoga podjetja poslovna priložnost, saj bodo še utrdila in izboljšala svoj položaj. In kje se skriva njihov ključ do uspeha? Skozi naše raziskovanje in analiziranje poskušamo pokazati na tista temeljna področja v organizaciji in izgrajujemo model organizacijske zrelosti, ki podjetju lahko prinese želeno konkurenčno prednost, uspešnost in učinkovitost. Ugotavljamo, da s široko podporo zaposlenih izgrajena procesna organiziranost oziroma orientiranost, skupaj s sodobnimi koncepti vodenja, lahko prinese uspeh. Ploska procesna organiziranost, medsebojno zaupanje med vodstvom in zaposlenimi, usmerjanje organizacije na pota učeče se organizacije, z visoko zmožnostjo reševanja lastnih problemov in tistih v okolju, podjetništvo in inovativnost, to so samo nekateri vidiki modela, ki organizaciji pomagajo doseči njene kratkoročne in dolgoročne cilje. Trdimo, da ko je enkrat organizacija ali podjetje doseglo določeno stopnjo skladnosti z našim modelom, lahko govorimo o organizacijski zrelosti, vendar moramo vedeti, da se ta zgodba tukaj ne konča. Nadaljnja naloga najvišjega vodstva je neprestano motiviranje, vzdrževanje in podaljševanje ustvarjalne napetosti na poti sprememb. Zaposleni z uspehi postanejo samozavestnejši, pripadnejši in dosegajo visoko stopnjo samo-potrditve. Organizacijska kultura se spreminja, kar je dobra osnova za višjo razvojno stopnjo organizac
Ključne besede:Ključne besede: organizacija, podjetje, procesna organizacija, procesno orientirana organizacija, izboljševanje procesa, preoblikovanje procesa, merjenje procesnih dosežkov, horizontalna organizacija, six sigma, vitka organizacija, ISO/TS 16949, sodobno vodenje, procesno vodenje, strategija, učeča se organizacija, organizacijska kultura, podjetništvo, inovativnost, uspešnost in učinkovitost organizacije, model organizacijske zrelosti, profil organizacijske zrelosti podjetja, vidiki organizacijske z
Kraj izida:[Maribor]
Založnik:A. Pernat
PID:20.500.12556/DKUM-20969 Novo okno
UDK:005.4
COBISS.SI-ID:10984476 Novo okno
NUK URN:URN:SI:UM:DK:62TTITEW
Datum objave v DKUM:03.04.2012
Število ogledov:6296
Število prenosov:1115
Metapodatki:XML DC-XML DC-RDF
Področja:EPF
:
ADAMIČ, Marjan, brez datuma, PROCESNA ORGANIZACIJA, SODOBNO VODENJE IN MODEL ORGANIZACIJSKE ZRELOSTI [na spletu]. Magistrsko delo. Maribor : A. Pernat. [Dostopano 21 januar 2025]. Pridobljeno s: https://dk.um.si/IzpisGradiva.php?lang=slv&id=20969
Kopiraj citat
  
Skupna ocena:
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
(0 glasov)
Vaša ocena:Ocenjevanje je dovoljeno samo prijavljenim uporabnikom.
Objavi na:Bookmark and Share


Postavite miškin kazalec na naslov za izpis povzetka. Klik na naslov izpiše podrobnosti ali sproži prenos.

Sekundarni jezik

Jezik:Angleški jezik
Naslov:Process organisation, modern management and model of organisational maturity
Opis:Nowadays business operations require prompt response, success and efficiency. Only such a company that acts first by offering an original, unique product or service, by developing an integral system of interfaces with its suppliers, as well as meeting customer expectations and requirements, is likely to prosper in new age economy. Process orientation and organisation make it possible for companies to focus on the key target, i.e. those activities and tasks that bring added value to the customers. Theoreticians and practitioners in the field of organisation and management have been busy dealing with this kind of issues almost all the time since the industrial revolution took place: indeed, how can one make the organisation concerned more efficient, successful, flexible, dynamic and innovative; how to get closer to the customer, how to win lasting confidence not only of customers but of stake holders, of everybody involved? Progress as seen in organisation and management has made its way from labour to capital intensiveness and, finally, to scientific and technological intensiveness that we are witnessing today. Our own research work and analyses currently carried out by experts make us believe that the final stage in the field of company organisation and management in companies and organisations has not yet been reached. The time has come when, apart from scientific and technological support, companies or organisations will need competent and motivated individuals on board. The time has come when man will free himself from all unnecessary organisation-related and other binds. Self-initiative, creativity, originality, co-participation, shared property, continual training, reflection, self-realisation, search for new venues, team work even beyond the scope of the organisation itself, loyalty to and identification with the organisation, all of these will bring success and efficiency to the organisation as a whole as well as to each of its members. No modern organisation management can tolerate unnecessary activities any longer, such as, for example, supervision and control over colleagues. Modern management more and more means making it possible for each member of an organisation to reach his or her maximum, while at the same time building a better community. In terms of competition and business the environment as we know it today is highly demanding. The ongoing financial and economic crisis, resulting in business instability, makes many organisations and companies wonder where the way out is. Indeed, the only solution to it is to accept the path of continual adjustment to change. Simple as it may seem, this cannot be done »overnight«. Systematic, long-term and well-planned efforts of top management and all personnel involved are required to achieve this goal. The crisis that we are now witnessing may provide a good business opportunity to a number of companies to consolidate and improve their status. Where does the key to their success lie? Through our research and analysis we try to point at activities of prime importance within an organisation, leading to a model of organisational maturity which may result in benefit over competition, along with success and efficiency achieved. The underlying statement is that widespread personnel support to process-based organisational orientation, paralleled by up-to-date managerial concepts, may result in success. Non-hierarchical process-based organisation, confidence between management and personnel, following the path of a learning organisation, thus providing a high capability of own and environment-related problem solving, entrepreneurship and innovation, all of these are but a few aspects of the model discussed, the one making it easier for an organisation to reach its short- as well as long-term goals. Our hypothesis is as follows: once an organisation or company has reached a certain level of conformity with our model, we may speak of organisational maturity. However, this is not the end of the story. The next top management's task will involve incessant mot
Ključne besede:Key terms: organisation, company, process organisation, process-oriented (based) organisation, process improvements, process reshuffling, measuring of process achievements, horizontal organisation, six sigma, lean organisation, ISO/TS 16949, modern management, process management, strategy, learning organisation, organisational culture, entrepreneurship, innovation, success and efficiency of an organisation, model of organisational maturity, profile of organisational maturity of a company, aspects of organisational maturity of a company.


Komentarji

Dodaj komentar

Za komentiranje se morate prijaviti.

Komentarji (0)
0 - 0 / 0
 
Ni komentarjev!

Nazaj
Logotipi partnerjev Univerza v Mariboru Univerza v Ljubljani Univerza na Primorskem Univerza v Novi Gorici