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Title:ANALIZA ELEMENTOV UČEČE SE ORGANIZACIJE V SLOVENSKIH PODJETJIH
Authors:ID Tomšič, Urška (Author)
ID Ferjan, Marko (Mentor) More about this mentor... New window
Files:.pdf VS_Tomsic_Urska_2011.pdf (840,67 KB)
MD5: 1DE07871A8196238060C31016F17BF3E
PID: 20.500.12556/dkum/0429ddb2-0831-4ac8-ab31-92e8c0860bca
 
Language:Slovenian
Work type:Undergraduate thesis
Organization:FOV - Faculty of Organizational Sciences in Kranj
Abstract:Globalizacija in velike ter hitre spremembe v zunanjem okolju so povzročile velike spremembe v managerskih perspektivah, ki so dosegle svoj vrh v konceptu učeče se organizacije. Okolje od podjetij zahteva visoko stopnji fleksibilnosti in neprestano pripravljenost za učenje, saj skozi tehnologije neprestanega učenja organizacije neprestano razvijajo svoje možnosti za povečanje konkurenčne prednosti na trgu, kar jim omogoča zasledovati cilje in dolgoročno preživetje. Glavni cilj sodobne organizacije je ustvarjanje dolgoročne konkurenčne prednosti na podlagi znanja, saj le to organizacijam predstavlja intelektualni kapital, ki povečuje vrednost podjetij in veča splošno blaginjo v družbi. Koncept učeče se organizacije zahteva vpletenost, usposobljenost ter opolnomočenje nižje ravni managementa ter delavcev, horizontalno koordinacijo ter temu prilagojeno organizacijsko strukturo. Največji problem v praksi se pojavlja, kako koncept učeče se organizacije uvesti v prakso. Teoretiki so razvili kar nekaj modelov učeče se organizacije, Sengejev model je podrobno predstavljena v diplomski nalogi, ki so managerjem v veliko pomoč pri uvajanju koncepta v poslovanje podjetij. Cilj diplomske naloge je bil ugotoviti, v kolikšni meri slovenska podjetja uvajajo koncept učeče se organizacije v svoje poslovanje. Statistična raziskava je razkrila, da slovenska podjetja zelo dobro poznajo koncept učeče se organizacije in ga tudi v večji meri uvajajo v svoje poslovanje, vendar pa obstajajo določene razlike med velikimi in majhnimi podjetji glede določenih elementov in sicer glede števila pridobljenih certifikatov kakovosti, glede trditve, da težave in napake predstavljajo priložnost za učenje, glede letnega načrtovanja izobraževanja zaposlenih, glede sistematičnega zbiranja informacij o trendih na trgu, glede izkušenj, glede komuniciranja z zaposlenimi, glede spodbujanja teamskega dela, glede uporabe računalniško podprtih programov, glede obveščenosti zaposlenih o letnih ciljih podjetja ter glede sodelovanja zaposlenih pri reševanju problemov v podjetju. V kolikšni meri slovenska podjetja uvajajo koncept učeče se organizacije je odvisno predvsem od pripravljenosti managementa, od znanja managementa, od finančnih sredstev ter od panoge, v kateri deluje podjetje.
Keywords:Učeča se organizacija, učenje v organizaciji, teamsko delo, Sengejev model, kadrovska funkcija
Place of publishing:Kranj
Year of publishing:2011
PID:20.500.12556/DKUM-21515 New window
COBISS.SI-ID:6978067 New window
NUK URN:URN:SI:UM:DK:YEIVSULR
Publication date in DKUM:13.02.2012
Views:2951
Downloads:338
Metadata:XML DC-XML DC-RDF
Categories:FOV
:
TOMŠIČ, Urška, 2011, ANALIZA ELEMENTOV UČEČE SE ORGANIZACIJE V SLOVENSKIH PODJETJIH [online]. Bachelor’s thesis. Kranj. [Accessed 24 April 2025]. Retrieved from: https://dk.um.si/IzpisGradiva.php?lang=eng&id=21515
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Secondary language

Language:English
Title:ANALYSIS OF ELEMENTS ORGANIZATIONAL LEARNING IN SLOVENIAN COMPANIES
Abstract:The globalisation and great, rapid changes in the outside world have caused big transformations in management perspectives that have reached its peak in the concept of learning organisations. The companies are forced by their environment to be highly flexible and always prepared to learn. The techniques of ongoing learning help the organisations to constantly develop their possibilities to increase their competitive advantage in the market. This enables them to follow their objectives and survive in the long run. The main objective of a learning organisation is creating long-term competitive advantage, based on knowledge. It represents their intellectual capital which increases the value of companies and the general welfare of society. The concept of a learning organisation demands involvement, qualifications and empowerment of the lower levels of management and workers, horizontal coordination and proper organisational structure. In reality, the main problem is how to put the learning organisation concept into practice. Theorists have developed many models of learning organisations. In this degree paper the Senge's model is presented in detail as a model that offer great help to managers in implementing the concept into the company's operation. The objective of this degree paper was to find out to what extent the Slovene companies implement the learning organisation concept into their operation. Statistical research revealed that they know the concept very well and in majority also implement it into their operation. However, there are some differences between large and small companies, in terms of specific elements. These are: the number of acquiered quality certificates, the fact that problems and mistakes offer an opportunity for learning, systematical gathering of information about market trends, experience, communication with employees, stimulation of teamwork, usage of computer assisted programmes, the extent of information the employees get about the company's annual objectives and their cooperation in problem solving in the company. The extent to which the Slovene companies implement the learning organisation concept depends mainly on the willingness and knowledge of the management, financial resources and the company's branch.
Keywords:The learning organisation, learning in the organisation, teamwork, Senge's model, Human resource function


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