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Title:
RAZVOJ DINAMIČNEGA MODELA MANAGEMENTA SPREMEMB V PODJETJU
Authors:
ID
Lipolt, Andraž
(Author)
ID
Potočan, Vojko
(Mentor)
More about this mentor...
Files:
MAG_Lipolt_Andraz_2016.pdf
(3,59 MB)
MD5: CAF1F3A6600458781A4F1A142A2BC07E
Language:
Slovenian
Work type:
Master's thesis
Typology:
2.09 - Master's Thesis
Organization:
EPF - Faculty of Business and Economics
Abstract:
Sodobno ekonomsko okolje zahteva od podjetij stalno prilaganje poslovanja hitro spremin-jajočim se pogojem in zahtevam okolja. Podjetja se ekonomskemu okolju prilagajajo na način, da uvajajo spremembe v svoje delovanje. Spremembe lahko uvajamo na različne načine in na različna področja v podjetjih. Osnovni cilj magistrske naloge je oblikovati dinamični model managementa sprememb v sodobnih podjetjih. V tem okviru želimo izpostaviti pomen prenove poslovnih procesov, vloge managementa prenove in dolgoročni vpliv prenove za doseganje želenih rezultatov delovanja podjetij. Podjetja lahko za prilaganje poslovanja uporabijo različne načrtovane spremembe, ki jim omogočajo razvoj sedanjega stanja v želeno prihodnje stanje zaradi povečanja učinkovitosti in uspešnosti delovanja. Cilj izvajanja planiranih sprememb je razvoj novih ali izboljšanih rešitev za uporabo razpoložljivih virov in kapacitet pri oblikovanju nove vrednosti v poslovanju podjetja. Vsebinsko gledano lahko podjetja za svoje spreminjanje uporabijo različne vrste sprememb, med katerimi se najpogosteje omenjajo predvsem spremembe tehnologije, proizvodov in storitev, strategije ter organizacijske strukture in kulture podjetja. Posamezne vrste spre-memb so medsebojno povezane in soodvisne. Spreminjanje organizacije je kot vsako poslovno aktivnost potrebno ustrezno planirati, voditi, organizirati in kontrolirati, kar lahko s skupnim pojmom označimo kot management sprememb. V managementski teoriji se management sprememb najpogosteje označuje kot proces, ki vključuje faze priprave, sprejetja in zagotavljanja ustreznega izvajanja sprememb. Večina poznanih modelnih rešitev za management sprememb se osredotoča na prvi dve fazi procesa spreminjanja, ki vsebinsko predstavljata izbor in sprejetje odločitve v izbranem časovnem trenutku in ju je zato tudi lažje izvesti. Manj je raziskano področje oblikovanja in zagotavljanje ohranitve novega stanja za zagotavljanje ustreznega dinamičnega izvajanja sprememb v poslovanju v daljšem časovnem obdobju. Nevarnost pri uvajanju sprememb je, da spremembe dolgoročno ne obstanejo. Razlogov je lahko več, poleg tega, da spremembe ne prinašajo želenih učinkov, tudi tendenca, da zač-nemo stvari delati na načine, kot smo to počeli pred uvajanjem sprememb. V fazi po uvedbi sprememb moramo rezultate natančno meriti in preko posameznih kazalnikov spremljati njihove učinke. Pri uvajanju sprememb moramo biti pozorni na odpor do sprememb, oziroma kako spre-membe sprejemajo zaposleni, ki se jih spremembe dotikajo. Odzivi na uvajanje sprememb so lahko različni. Veliko krat je naklonjenost do sprememb odvisna od posledic, kako spremembe vplivajo na njihov status in druge ugodnosti, ki so jih imeli pred začetkom tega procesa.
Keywords:
Spremembe
,
management sprememb
,
dinamični model managementa sprememb
,
odpor do sprememb
,
organizacijske strukture
,
spreminjanje organizacije
,
Uravnotežen sistem kazal-nikov.
Place of publishing:
[Maribor
Publisher:
A. Lipolt
Year of publishing:
2016
PID:
20.500.12556/DKUM-57799
UDC:
005.3
COBISS.SI-ID:
12373788
NUK URN:
URN:SI:UM:DK:CRBACX52
Publication date in DKUM:
01.07.2016
Views:
1978
Downloads:
213
Metadata:
Categories:
EPF
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Vancouver
:
LIPOLT, Andraž, 2016,
RAZVOJ DINAMIČNEGA MODELA MANAGEMENTA SPREMEMB V PODJETJU
[online]. Master’s thesis. Maribor : A. Lipolt. [Accessed 21 January 2025]. Retrieved from: https://dk.um.si/IzpisGradiva.php?lang=eng&id=57799
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Hover the mouse pointer over a document title to show the abstract or click on the title to get all document metadata.
Secondary language
Language:
English
Title:
Development a dynamic model of management changes in company
Abstract:
The modern economic environment requires companies to continuously adapt their business model to the ever changing environmental conditions and requirements. Companies adapt to the economic environment by implementing changes in their operation. Changes can be implemented in various ways and into various sections of a company. The basic objective of the master’s thesis is to create a dynamic model of change manage-ment in modern companies. In this context, we would like to emphasize the importance of renovating business processes, the role of management reform and the long term effect of the reform to achieve desired operation results. Companies can use a variety of planned changes for business adaptation, that allow them to develop their current condition into a desired future condition due to an increase in effi-ciency and performance. The goal of planned changes is to develop new or improved solu-tions for use of available resources and capacities in the formulation of new values in the company’s operation. Companies can employ various changes for their adaptation, most common being change in technology, products and services, strategy, organizational structure and corporate culture. Individual types of changes are interrelated and interdependent. Much like any other business activity, changing an organization requires careful planning, management, organization and oversight, which can be summarized with a common term as change management. In managerial theory, change management is most often described as a process that includes stages of preparation, adoption and ensures the proper implemen-tation of the changes. Most common model solutions for change management focus on the first two stages of the process of change, which incorporate the selection and adoption of a decision in the select-ed time frame and are as such the easiest to execute. The field of designing and ensuring the continuation of the new state to allow proper dynamic change implementation in a longer time frame is less explored. The danger with implementing change is that they are not permanent. There could be many reasons, such as the changes not yielding desired affects and the tendency to revert to ways established before the changes were implemented. Once in the stage after changes were introduced, results must be thoroughly measured and their effects monitored through specific indicators. When introducing changes, we need to be aware of resistance to change and how affected employees accept such changes. Responses can vary greatly. The affinity for change often depends on the consequences to their status and other benefits acquired before the change.
Keywords:
Change
,
change management
,
dynamic model of change management
,
resistance to change
,
organizational structure
,
organization change
,
Balanced scorecard.
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