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Title:Samo-organizacija procesov informacijskih storitev
Authors:ID Kopina, Mitja (Author)
ID Bobek, Samo (Mentor) More about this mentor... New window
ID Potočan, Vojko (Comentor)
Files:.pdf DOK_Kopina_Dmitriy_2020.pdf (3,61 MB)
MD5: 7A41C0ADDC008E679EA35A9A2FAF913F
 
Language:Slovenian
Work type:Doctoral dissertation
Typology:2.08 - Doctoral Dissertation
Organization:EPF - Faculty of Business and Economics
Abstract:Klasične organizacije in pristopi k poslovanji po sistemu običajne prakse, danes ne zadovoljujejo več potreb vseh deležnikov. Oblike organizacij, vodenih od zgoraj navzdol in uprav zapriseženih maksimiranju dobička, pred vsemi drugimi cilji, tudi v dobi informatizacije, kot jo poznamo danes, ne zmorejo več ponuditi ustrezne mere zadovoljstva in ustvarjati konkurenčnega, inovativnega in trajnostno naravnanega razvoja. Ljudje se povezujemo odkar obstajajmo. Nove usmeritve prinašajo tri potrebne sile za ekonomsko revolucijo: nove trge in njihove nezadovoljene potrebe, nove tehnologije, ki lahko omogočijo dostopne in zadovoljive produkte in storitve in potrebo ljudi po novih oblikah organizacij. Trenutni poizkusi rešitev vse prepogosto ne temeljijo na vključevanju zadovoljevanja dejanskih in smiselnih potreb, ampak predvsem na ustvarjanju navideznih potreb ob sočasnem iskanju rešitev za zadovoljevanje le-teh. Trenutno najpogostejše uporabljana praksa upravljanja organizacij pa v veliki meri tudi prezira prav ključnega deležnika, to je zaposleni in njegove dejanske potrebe. Delovne skupine ali timi so skupina posameznikov z dopolnjujočimi si znanji, predani skupnemu namenu na način, da so za dosego cilja skupno odgovorni. Koncept uporabe timov ni nov, pa vendar se v zadnjem času iščejo in razvijajo novi pristopi na zanimive načine. Organizacije vse bolj vključujejo delovne skupine ali time kot osnovne organizacijske enote, ugotovile so namreč, da so delovne skupine učinkovite, saj vključujejo kombinacijo znanja, veščin in sposobnosti, ki jim omogoča hitro prilagajanje in izvedbo zahtevnih nalog. Zelo pogost pristop v zadnjem času so samo-organizirane delovne skupine (SODS). Ugotovljeno je, da so SODS boljše, učinkovitejše in povečujejo razvojno moč organizacije. Uporaba SODS temeljito spreminja tudi način dela in obliko organizacije v pozitivnem smislu. SODS imajo različne stopnje vendar pa v vsakem primeru spreminjajo tudi paradigmo vodenja, saj vse pogosteje skupine uporabljajo porazdeljeni ali deljeni način vodenja, kjer se vodstvena funkcija porazdeli med člane skupine ali pa se vodje v skupini menjavajo skladno določenim pravilom. Na eni strani samo-organizacija lahko deluje tudi zastrašujoče neorganizirano, zato navidezni neurejenosti in kaosu samo-organiziranosti, na drugi strani potrebno urejenost lahko zagotavljamo z urejenimi poslovnimi procesi. Poslovni procesi so središče današnje in prihodnje konkurenčnosti, organizacije pa se tudi že zavedajo, da je tako učinkovitost, kot kvaliteta storitev pogojena s procesi. Na temeljih procesne organiziranosti in hkratne uporabe načel samo-organiziranja, pa danes že nastajajo tudi povsem nove oblike organizacij, ki jih v tem delu poimenujemo samo-organizirane procesne organizacije ali SOPO. SOPO svoje temelje gradijo na principih samo-organiziranih skupin, vendar jih prilagojene poizkušajo prenesti na celo organizacijo, hkrati pa temelje procesne organiziranosti uporabljajo za razvoj novih, sebi lastnih a hkrati samo-organizaciji prilagojenih temeljnih, organizacijskih in drugih poslovnih procesov. V pričujočem delu smo na raziskavi treh primerov prikazali temelje nastajanja nove oblike SOPO iz različnih obstoječih organizacij, ovire in pomisleke, zadržke in ideje, z omejitvijo na področje IT storitvenih organizacij. V celoti oblikovane SODS, z uporabo prav vseh pričakovanih elementov v celoti sicer nismo odkrili, vendar je bilo v vseh treh primerih možno ugotoviti tako elemente SODS, kot usmeritev, željo in cilj po prehodu. Oblikovali smo tudi model, ki lahko postane temelj prikazovanja stopnje razvoja SODS in usmeritev organizacijam pri prehodu v novo obliko. Dokazali smo tudi, da je v navedenih obravnavanih primerih tovrstna organiziranost predstavljala pomemben dejavnik pri oblikovanju kvalitetnejših IT storitev, hkrati pa so temu načinu dela zaposleni bolj naklonjeni, kot obstoječim poslovnim procesom v raziskovanih organizacijah.
Keywords:samo-organizacija, poslovni procesi, delovne skupine, timi, deljeno vodenje, samo-organizirane procesne organizacije, SOPO, IT storitve, trajnostne organizacije, vodenje od spodaj navzgor, upravljanje znanja
Place of publishing:Maribor
Publisher:D. Kopina
Year of publishing:2018
PID:20.500.12556/DKUM-48120 New window
UDC:005.4
COBISS.SI-ID:13568796 New window
NUK URN:URN:SI:UM:DK:GXJ6HJTM
Publication date in DKUM:31.01.2020
Views:2532
Downloads:283
Metadata:XML DC-XML DC-RDF
Categories:EPF
:
KOPINA, Mitja, 2018, Samo-organizacija procesov informacijskih storitev [online]. Doctoral dissertation. Maribor : D. Kopina. [Accessed 16 March 2025]. Retrieved from: https://dk.um.si/IzpisGradiva.php?lang=eng&id=48120
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Licences

License:CC BY 4.0, Creative Commons Attribution 4.0 International
Link:http://creativecommons.org/licenses/by/4.0/
Description:This is the standard Creative Commons license that gives others maximum freedom to do what they want with the work as long as they credit the author.
Licensing start date:22.05.2015

Secondary language

Language:English
Title:Self-organization processes in IT services
Abstract:Classical organisations of today and "business as usual" approaches don't satisfy the needs of all organizational stakeholders. Top-down managed organizations and maximising profit only goals in the information age, as we are facing it today, cannot provide requested levels of satisfaction and create competitive, innovative and sustainable oriented organizational development. People tend to connect as far as we exist, nevertheless only in the last two centuries, after the industrial revolution, structured approach to organisational behaviour are becoming more meaningful and getting attention in scientific research. And only today we are facing three main economic forces necessary to start new economic revolution: new markets and it's unsatisfied needs; emerging new technologies, enabling new ways to satisfy our startling needs for products and services and; the need for people to organise differently. The latter is getting continuously more attention in public and scientific circles, opening new search for innovative and sustainable oriented solutions. All together involving new paradigm of emerging new social system rising up. Yet still undermining ethnographic, cultural, social and personal responsibility, sustainable and organic growth aspects. Current approaches, looking for new solutions are way too often not based on satisfying the real and meaningful human needs, but mainly on the creating the unreal and meaningless needs and looking ways to satisfy them with all the wrong reasons, primarily to create profit. Current management practices also undermine the importance of employee; the key stakeholder and his needs remain unsatisfied as well. Working groups or teams are based on individuals with complementary knowledge, dedicated to common goals, sharing responsibilities. Teams are not new concept, yet lately are gaining attention to find advanced and interesting new approaches. Organisation increase use of teams as it is proven, that working groups as base of organisations structure increase productivity as they combine knowledge, skills and ability to adjust quickly in dynamic and difficult environments of performing variety of tasks more successfully. One of most advanced and frequently used approaches are self-managed work groups (SMWG). Usage of SMWG has been proven to expand the development capabilities of organisations and changes the way things are done within the organisations in a positive way. SMWG's are developing and reaching different maturity levels but at some point most of them use new ways of team management as shared leadership as well. Shared leadership allow group leadership process to be spread among different (or all) team members or leadership role can be changed regarding the variety of tasks. Self-managing concept can be quite intimidating as it may look quite chaotic from outside. To structure and not to fall into chaotic state, processes are needed. Business processes are base providing organisations competitive advantage for today and in the future. Organisations of today are mainly already aware that business processes management (BPM) are resulting in higher quality of products and services. New organisations are also emerging lately, based on BPM and SMWG principles. We call them Self-Organized Process Organizations (SOPO). In our current research we have shown, based on three case study researches, the emerging SOPO concept in different existing ICT service oriented companies. In our basic search for fully mature SOPO, we haven't been able to identify any organisations, bit in those three cases all of them are evolving into SOPO ate different but desires to go further in stable and proven path. We have also shown that in the cases researched, their way of self-organisation improved their service quality and in the same time, most of the employees are more keen to be organised as SMWG in a SOPO as they are in their current, not fully evolved early SOPO based maturity levels.
Keywords:self-organisation, self-management, business processes, BPO, process organizations, self-managed teams, self-organised groups, self-organised process organisations, SOPO, IT services, sustainable organisations, "bottom-up" management, knowledge management


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