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Title:IZBOLJŠANJE ORGANIZACIJSKE KULTURE V PODJETJU
Authors:ID Tominc Voh, Andreja (Author)
ID Potočan, Vojko (Mentor) More about this mentor... New window
Files:.pdf MAG_Tominc_Voh_Andreja_2015.pdf (2,13 MB)
MD5: F97EDA203650851E3210D52DE1E5E59D
 
Language:Slovenian
Work type:Master's thesis/paper
Typology:2.09 - Master's Thesis
Organization:EPF - Faculty of Business and Economics
Abstract:V magistrskem delu obravnavamo organizacijsko kulturo, s katero se odražajo zgrajeni odnosi, vrednote in cilji vsakega poslovnega subjekta, kakor tudi vsaka aktivnost, sprememba ali vedenje v organizaciji. Magistrsko delo je razdeljeno na uvodni, teoretični, empirični in sklepni del. Teoretični del zajema drugo in tretje poglavje, empirični oziroma raziskovalni del pa je predstavljen v četrtem poglavju. V uvodnem delu, prvem poglavju magistrske naloge, predstavimo opredelitev področja in opis problema, namen, cilje, raziskovalne hipoteze in predvidene metode raziskovanja organizacijske kulture v podjetju. V drugem poglavju so predstavljena izhodišča za obravnavo organizacijske kulture, predstavljene so splošne in specifične opredelitve ter funkcije organizacijske kulture. V nadaljevanju drugega poglavja so predstavljeni elementi organizacijske kulture, s pomočjo katerih lahko analiziramo organizacijsko kulturo na njeni pojavni ravni. Tretje poglavje teoretičnega dela govori o modelih organizacijske kulture. Predstavljena so izhodišča za obravnavo tipologije kulture in vloga le-te za razumevanje organizacijske kulture. Glavno besedo namenjamo dvema modeloma, s katerima je bila opravljena empirična raziskava organizacijske kulture v podjetju, to sta model konkurenčnih vrednosti Camerona in Quinna ter model za razumevanje organizacijske kulture podjetja McKinsey 7S. V empiričnem delu, četrtem poglavju magistrske naloge, so predstavljena izhodišča za obravnavo organizacijske kulture v podjetju, v katerem je bila izvedena raziskava. Osrednji del predstavlja analiza raziskave sedanjega in želenega stanja organizacijske kulture v izbranem podjetju. Na osnovi izsledkov analize so podani predlogi in priporočila vodstvu za izboljšanje organizacijske kulture. V sklepnem delu, petem poglavju magistrske naloge, so izpostavljene temeljne ugotovitve analize organizacijske kulture v podjetju in podani odprti problemi kot izzivi za prihodnost. Organizacijska kultura v podjetju zahteva neprestane izboljšave, zato je potrebno zastarelo mišljenje nadomestiti z vrednotami, kot so pozitivni osebnostni razvoj zaposlenih, stalno izobraževanje, izmenjavanje znanja, boljša komunikacija med zaposlenimi, vključevanje sodelavcev v procese podjetja in skrb za poznavanje strategije ter ciljev podjetja. Navedeno je potrebno, da podjetje ostane vitalno tekom časa in da ga povezuje organizacijska kultura na visoki ravni zavedanja vseh zaposlenih.
Keywords:organizacijska kultura, elementi organizacijske kulture, tipologije organizacijske kulture, modeli organizacijske kulture, model McKinsey 7-S, model Cameron Quinn, merilni instrument OCAI
Place of publishing:Maribor
Publisher:[A. Tominc Voh]
Year of publishing:2015
PID:20.500.12556/DKUM-48611 New window
UDC:005.7
COBISS.SI-ID:12106524 New window
NUK URN:URN:SI:UM:DK:N8AFSHEN
Publication date in DKUM:27.10.2015
Views:2224
Downloads:367
Metadata:XML DC-XML DC-RDF
Categories:EPF
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Secondary language

Language:English
Title:IMPROVEMENT OF ORGANIZATIONAL CULTURE IN THE COMPANY
Abstract:This master‘s thesis treats the organizational culture, which is reflected in built relations, values and goals of each business entity, as well as in any activity, change or behavior within the organization. The thesis is divided into introduction, theoretical part, empirical part and conclusion. The theoretical part is covered in the second and third chapter, while the empirical research is presented in the fourth chapter. In the introductory first chapter of the master's thesis, we present the definition of the scope, description of the problem, purposes, goals, hypothesis and research methods of the organizational culture in the company. In the second chapter the starting points for the treatment of the organizational culture are presented and general as well as specific definitions and functions of the organizational culture are outlined. In the continuation of the second chapter, the elements of the organizational culture, through which we can analyze the organizational culture at the level of its manifestation, is presented. The third chapter of the theoretical part treats the models of organizational culture. The starting points of the typology of culture and its role for the understanding of the organizational culture are presented. The main words are dedicated to two models with which an empirical study of organizational culture in the company was carried out. The first one is Cameron Quinn model of competing values and the second one is McKinsey 7S model for understanding of organizational culture. The empirical part, the fourth chapter of the master’s thesis, presents the basis of the organizational culture consideration for the company in which the survey was carried out. The central part presents the analysis of research of the current and the desired organizational culture situation in the selected company. Based on the results of the analysis of research, suggestions and recommendations are given to management with aim to improve the organizational culture in the company. In conclusion, the fifth chapter of this thesis, are presented the fundamental findings of the analysis of company organizational culture and open problems and challenges for the future are given. Organizational culture in the company requires continuous improvements, what requires the replacement of the outdated thinking with new values such as positive personal development of employees, constant education, knowledge sharing, improved communication among employees, involvement of employees in company processes and common care for strategy and goals of the company. All stated is necessary that the company remains viable over time and that organizational culture of all employees remains at a high level.
Keywords:organizational culture, organizational culture elements, the typology of organizational culture, organizational culture models, model McKinsey 7-S model Cameron Quinn, measuring instrument OCAI


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