20.500.12556/DKUM-13333 PRESOJA IZHODIŠČ ZA PRENOVO POSLOVNIH PROCESOV V HČERINSKIH DRUŽBAH Assessment of the Basis for the Business Process Reengineering in Subsidiaries Dinamično, turbulentno okolje in pritiski na globalnem tržišcu silijo podjetja, njihove procese in organiziranost k nenehnemu prilagajanju in izboljševanju. Če želi podjetje ohraniti svoj obstoj, se mora prilagoditi zahtevam okolja in navedenim trendom. Svoje poslovanje mora podrediti vedno vecjim zahtevam strank, kar lahko doseže s kratkimi dobavnimi roki, učinkovitimi in fleksibilnimi procesi ter kvalitetnim servisom strank. Pogosto pa se izkaže, da podjetje vsega tega ne more izpolniti z obstoječim načinom poslovanja, temveč je treba sprejeti odločitev za spremembe. Sodobne managementske teorije podjetju omogočajo celo vrsto možnih sprememb. Vsi sodobni trendi, pristopi, koncepti in orodja managementa skušajo ohranjati in povečati konkurenčnost ter pripraviti delovanje podjetja na spremembe v okolju. Med najbolj razširjene managementske koncepte sodijo celovito obvladovanje kakovosti (TQM), učeča se organizacija, procesno usmerjen management (reinženiring), standardi in norme ISO 9000, inoviranje organizacije in drugi. Težka naloga managementa vsakega podjetja je odločitev, kateri managementski koncept izbrati, kdaj je primeren čas in kakšna je verjetnost, da bo prinesel pričakovane rezultate. Na osnovi predstavitve več managementskih konceptov je v magistrskem delu izpostavljen koncept prenove poslovnih procesov podjetja kot najprimernejši pristop k spremembam v obravnavanem podjetju. Gre za način izboljševanja delovanja podjetij in drugih organizacij, pomeni pa analiziranje in spreminjanje celotnega poslovnega procesa. Ker ta zasnova zahteva korenite spremembe v poslovanju organizacij, morajo biti pred njenim zacetkom izpolnjeni nekateri pogoji. Vodstvo organizacije mora najprej zavreči neuporabna (uveljavljena) pravila in postopke, ki jih je upoštevalo pri dosedanjem poslovanju. Po drugi strani je treba opustiti tudi neprimerna organizacijska in izvedbena načela. Šele tedaj je mogoce začeti vnovično načrtovanje organizacijske združbe (Kovacic 2004, 34). Pridobljena teoretična znanja so v magistrskem delu preverjena v praktičnem delu, kjer na primeru največje slovenske zavarovalnice preučujemo prenovo poslovnih procesov v praksi ter izpostavljamo izhodišča za prenovo poslovnih procesov v hčerinskih družbah, kar je osrednja tema magistrskega dela. V prihodnje je pričakovati nadaljnji razvoj managementskih konceptov, ki obravnavajo tudi dejavnike oblikovanja, udejanjanja in preverjanja vizije, strategij in strateških ciljev, ki so za uspešnost in konkurenčnost vedno bolj odločilni, medtem ko je kakovost izdelkov in storitev že sama po sebi umevna. A dynamic, turbulent environment and global market pressures force companies, their processes, and their organization into continuous adjustments and improvements. If the company wants to preserve its existence, it has to adjust to the requests of the environment and to aforesaid trends. It has to submit its operating activities to the increasing customer demands, which can be achieved with short dates of delivery, effective and flexible processes and quality customer services. It often shows up, that all these cannot be carried out with the existing operating mode, but a decision for changes has to be accepted. Contemporary management theories enable a company to use several possible changes. All contemporary trends, approaches, concepts and tools of management try to preserve and increase competitiveness and to prepare companies on environmental changes. Among most spread management concepts we range the total quality measure (TQM), learning organization, process directed management (re-engineering), ISO 9000 standards, organizational innovations and others. In every company it is a hard management decision, which concept to choose, to decide for the right timing and to foresee the probability of expected results. Presenting several management concepts in this Master's Thesis the concept of business process reengineering of a company has been set out as the most appropriate approach towards changes in the chosen company. It is a matter of functioning improvement in companies and other organizations, and it means analyzing and changing of whole working process. As this approach demands thorough changes in the organizations' operating activities, some conditions have to be fulfilled prior its beginning. The organization management has to reject the useless (established) rules and procedures, taken into account within previous operating. On the other hand also unsuitable organizational and execution principles have to be dropped. Only then the new planning of organizational corporation can be started (Kovačič 2004, 34). Gained theoretical knowledge has been checked up in the practical part of the Master's Thesis, where upon the example of the Slovenian biggest insurance company we study the renewal of business processes in practice, and put out the starting-point of business processes reengineering in subsidiary enterprises, being the main topic of this Master's Thesis. In the future we can expect further development of management concepts, dealing also with factors of forming, giving effect and checking of visions, strategies and strategic aims, being more and more important for the successfulness and competitiveness, while the quality of products and services already goes without saying. globalizacija spremembe zavarovalništvo razvoj podjetja managementski koncepti management spreminjanja prenova poslovnih procesov hčerinske družbe globalization changes insurance company development management concepts management of changing business process reengineering subsidiary enterprises true true false M. Kurent Slovenski jezik Angleški jezik Magistrsko delo/naloga 2010-03-04 21:22:59 2026-08-11 09:47:05 2026-08-12 03:16:03 2026-08-13 03:06:58 2010 0 [Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 005.44 10274076 URN:SI:UM:DK:UGPYXJLV MAG_Kurent_Mateja_2010.pdf MAG_Kurent_Mateja_2010.pdf 1 A7C15317891102EAFFEBB48A2320BAF6 8f07cf7a32743d26493de3feff016fcdb48507b2df0f6132f356b457bf869b5d e10015f7-7c03-11eb-bb7a-00155d0001ca https://dk.um.si/Dokument.php?lang=slv&id=13437 Ekonomsko-poslovna fakulteta 0 0 0