20.500.12556/DKUM-12732 PROCES ZDRUŽEVANJA/PREVZEMA PODJETIJ - DROGA KOLINSKA PROCESS OF THE COMPANIES' ACQUISITIONS/TAKEOVERS - DROGA KOLINSKA Procesi združitev in prevzemov so v svetu že nekaj desetletij nekaj povsem običajnega in včasih tudi nujno potrebnega. Vse hujša konkurenca na mednarodnem tržišču, skokovito naraščanje pomena intelektualnega kapitala in inovacij, pomena informacij ter razvitih tehnologij postajajo ključni dejavniki v boju za dobiček. V Sloveniji so se tovrstni procesi začeli kmalu po osamosvojitvi in postajali z leti vse pogostejši. Podjetja so se z odpiranjem navzven soočila z globalizacijo, hudo konkurenco in novimi poslovnimi priložnostmi. Dobri menedžerji so se začeli zavedati prednosti skupnega nastopa na trgu, a hkrati tudi težav, ki lahko nastanejo ob združevanju dveh samostojnih entitet. Velik delež (če ne največji) podjetij je ubral drugačno, ustaljeno pot. Neustrezno, dokaj zaprto in enosmerno komuniciranje, ignoriranje organizacijske kulture in želja ter potreb zaposlenih je pripeljalo do številnih težav, posledica katerih je bilo veliko nezadovoljstvo, številna odpuščanja in nenazadnje tudi odhod sposobnih ljudi. Ironija postane še večja, če pridemo do spoznanja, da so prav ti ljudje s svojim znanjem, sposobnostmi in izkušnjami pred tem ogromno prispevali k razvoju in učinkovitosti poslovanja danega podjetja. Še posebej se je to vrstno dogajanje v Sloveniji odrazilo na trgovinskem sektorju, bančnem sektorju, pivovarski industriji in živilski industriji, kjer je bilo za pričakovati, najhujše konkurenčne pritiske. V primeru združitve Droge Kolinske, so se pokazale vse pasti trka organizacijskih kultur in nekaterih napačnih ali preuranjenih odločitev vodstva. Najbolj izpostavljeni problemi, ki so vodili v trk organizacijskih kultur so bili: - boj za oblast med menedžmentom v podjetju, - izguba najboljših strokovnjakov — t.i. beg možganov, - nejasnosti glede pravil in načinov vodenja ter izvajanja procesov, - slabo komuniciranje in - sovražnost med skupinami Prevzemi in združitve vselej prinašajo spremembe in drugačne pristope k opravljanju nalog in doseganju skupnih ciljev. Ključ do uspeha je v integraciji podjetij. V obravnavanem podjetju je še posebno težavo povzročilo lastniško obvladovanje lastnika, ki ni imel jasno zastavljenih ciljev in vizije združenega podjetja, ampak so ga k združevanju in obvladovanju omenjenih družb vodili nekateri drugi apetiti. Acquisition and takeover processes are already for several decades something usual and also sometimes very necessary in the world. Sever competition on international markets, rapidly escalating importance of intellectual capital and innovations, the importance of information and developed technologies are becoming key elements in struggle for profit. Soon after attainment of independence in Slovenia such processes became more frequent. Together with open economy, companies were confronted with globalization, severe competition and new business opportunities. Good managers became aware of the advantages of joined market appearance, but at the same time of the problems, which can arise at merging of to, previously independent entities. Large number (if not the largest) of companies took a different, standard path. Unsuitable and fairly confined and one-way communication, ignoring both the organizational culture and aspirations and needs of employees lead to numerous problems, which as a consequence drew to vast dissatisfaction, dismissal off employees and none the less also the departure of competent people. The irony gets even bigger if we realize that those were the same people that gave enormous contribution to development and business efficiency of the given company with their knowledge, capabilities and experience. In Slovenia such events reflected the most on commercial and banking sectors, “brewery” industry and food-processing industry, where the most competition pressures were to expect. In the case of Droga Kolinska all the traps of organizational culture collision and some wrong or premature management decisions were evident. The most exposed problems, which lead to organizational cultural clashes, were: - power struggle within company management, - loss of best experts – so called brain-trust flight, - vagueness of rules and ways of management and process execution, - poor communication and - hostility between groups. Takeovers and mergers always bring changes and different approaches in task execution and achieving of common goals. The key to success is in integration of companies. In the company at hand, owner’s proprietorship represented a particular problem since he didn’t have clearly set goals and joint company’s vision, but was driven towards merger with some other appetites. proces združevanja in prevzemov trk organizacijskih kultur beg možganov komuniciranje integracija podjetij. merging and takeover process organizational cultures clash brain-trust flight communication integration of companies. true true false [B. Planinšek] Slovenski jezik Angleški jezik Diplomsko delo 2009-12-16 20:52:55 2010-05-19 13:18:32 2022-04-12 07:45:09 2022-04-20 03:12:58 2009 0 Velenje 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 005.5 10222876 URN:SI:UM:DK:BWBEAGSO VS_Planinsek_Borut_2009.pdf VS_Planinsek_Borut_2009.pdf 1 3173F97A39C8DCA409B63CF9D37430AD b463e4288a351ffcc4d3578a09629da773582c157384036e90e342f8e9be0962 bab63418-7c03-11eb-bb7a-00155d0001ca 20.500.12556/dkum/6b9cce44-3f23-4cc7-a31e-6e56bf1508ca https://dk.um.si/Dokument.php?lang=slv&id=12399 Ekonomsko-poslovna fakulteta 0 0 0