20.500.12556/DKUM-13714 ORGANIZACIJSKO VZDUŠJE V PODJETJU X ORGANISATIONAL CLIMATE IN COMPANY X V času neizprosnega konkurenčnega boja, boja za obstanek na trgu in preživetje, v mnogih organizacijah pozabljajo na kvaliteto in temu primerno organizacijo delovnega življenja. Vzdušje, pogojeno s kvaliteto delovnega življenja, je eden od pomembnih dejavnikov, ki vplivajo na uspešnost poslovanja. Le zadovoljen delavec bo dolgoročno storil vse, kar lahko. Za dobro počutje na delovnem mestu še zdaleč niso dovolj samo lepi in dobro opremljeni prostori. Pomembna je identifikacija posameznika s podjetjem, zavest, da dobro dela zase, za druge in za podjetje, občutek, da sta mu omogočena osebna rast in razvoj, da dela sam in vendar skupaj z vsemi drugimi, da je zaželen, pomemben in potreben. Vsak zaposleni si ustvari svojo subjektivno sliko o podjetju, v katerem je zaposlen. Vzdušje v organizaciji pa je odvisno od podobe zaposlenih o lastnem podjetju. Odvisno je od tega, kakšno je mnenje zaposlenih o lastnem delu, organiziranosti dela, nagradah, načinu vodenja, medsebojnih odnosih ter počutju v organizaciji. Preprosto povedano je vzdušje v organizaciji skupno ime za način vedenja ljudi in zaznavanje medsebojnih odnosov. Če so ti odnosi pozitivno zaznani, se oblikuje ustvarjalno vzdušje, v nasprotnem primeru pa lahko pride do nezadovoljstva, konfliktov ter s tem posledično do slabših rezultatov poslovanja. Namen diplomskega dela je predstaviti pojem organizacijskega vzdušja v organizaciji s teoretičnega vidika, ter s pomočjo rezultatov, ki smo jih dobili v okviru raziskave, pomagati vodstvu podjetja X pri sprejemanju odločitev, ki so pomembne za dobro počutje zaposlenih. V tem diplomskem delu, ki je sestavljeno iz štirih poglavij, je v prvem delu — uvodu predstavljen osnovni namen in cilj dela ter predmet obravnave. V drugem delu je predstavljen in obdelan teoretični vidik organizacijskega vzdušja, njegovih dimenzij ter vpliv na zaposlene in organizacijo. V empiričnem delu so predstavljeni rezultati ankete na podlagi vprašalnika, namenjenega za merjenje organizacijskega vzdušja. V zadnjem delu — sklepu so podane ugotovitve, dobljene pri izdelavi tega dela, ter sklepne misli avtorja. Na kratko predstavimo še ugotovitve, do katerih smo prišli z našo diplomsko nalogo. Ugotovili smo, da so zaposleni z najvišjo oceno ocenili kategoriji »Inovativnost in iniciativnost« ter »Medosebni odnosi«. Zaposleni so priznali, da se zavedajo nujnosti nenehnih sprememb in so zato pripravljeni vložiti dodaten trud, da se storitve podjetja izpopolnjujejo. Na inovativnosti in iniciativnosti je bilo s strani podjetja očitno tudi največ poudarka, saj je povprečna vrednost odgovorov doživela glede na vse kategorije največji napredek. Čeprav so bili medosebni odnosi ocenjeni najvišje od vseh kategorij, pa smo opazili, da so se po fazi reorganizacije nekoliko poslabšali. Najbolj je upadlo medsebojno zaupanje med sodelavci. V motivaciji zaposlenih je bil opazen drugi največji padec srednje ocene glede na obdobje pred reorganizacijo in sedanjim trenutkom, kar nam da jasno vedeti, da je proces reorganizacije zelo slabo vplival na njihovo motiviranost. Najslabše pa so ocenili trditev, da je zaposlitev v podjetju varna, kar nam lahko da vedeti, da se rahlo bojijo za svoje delovno mesto. »Pripadnost organizaciji« je kategorija, ki je doživela največjo negativno razliko v odgovorih »prej« in »sedaj«. Torej zaposleni ne čutijo pripadnosti podjetju v isti meri, kot so to že v preteklosti. Kot največji vir učenja so zaposleni izpostavili svoje sodelavce, saj menijo, da se od njih največ naučijo, tarnajo pa nad možnostmi za dodatno izobraževanje. Zaposleni menijo, da ima podjetje jasno opredeljeno poslanstvo, vendar so mnenja, da ga ne poznajo dovolj dobro in da vodstvo z njimi ne sodeluje v dovolj veliki meri, ko le-to oblikuje. Cilj reorganizacije je bil predvsem optimiziranje delovnih procesov, tako da nas nizka srednja vrednost odgovorov nekako preseneča, saj smo pričakovali, da se bo na tem področju izboljšalo največ stvari. During times of unrelenting competition in the market, where organizations struggle to succeed and survive, quality and adequate organization of working life are forgotten by many organizations. The working atmosphere, based on working life, is one of the most important factors which influence the success of making business. In the long term, only a happy worker will give his best. Nice and furnished offices are not enough to feel good at work. It is important that the individual is identified within the company, that he is aware that he works well for himself, others and for the company itself. Also, that he has the feeling that he can grow personally and develop, to not only work alone but also with others, and that he is wanted, important and needed. Each employee creates an image about the company in which he works. The working atmosphere in the organization depends on the image the employees have of their company. It depends on the employee’s opinion of his work, work organization, rewards, management, relationships and feeling in the organization. To put it plainly, work atmosphere in the organization is a common name for way of people behaving and perception of relationships. If these relations are positive they create a creative environment, but they can also lead to dissatisfaction, conflicts and end with bad results. The purpose of this thesis is to present the organizational atmosphere in the organization from a theoretical point of view. And to put to use the results collected while researching, to help the management in company X to make decisions that are important for employees to feel happy. This thesis is divided in 4 chapters. In the first chapter, The introduction, the basic intention and purpose of this research will be presented. In the second chapter we will present the theoretical point of view of organizational atmosphere, its dimensions and influence on employees and the organization. In the empirical chapter, the results of the survey based on questions to measure the organizational atmosphere will be introduced. In the last chapter, conclusions based on the results and final thoughts of the author will finish the thesis. Let us make a quick resume of the findings we came to with our work. The employees gave the highest grade to categories “Innovation and initiative” and “Interpersonal relationships”. They admitted they are aware of the need of changes and are willing to give bigger effort to improve company’s service. Apparently the company made the biggest emphasis on innovation and initiative as the average grade had the biggest improvement of all categories. Although interpersonal relationships received the highest grade we saw that after the reorganization the relationships got a bit worse. The biggest impact it had on the confidence the employees had between them selves. Motivation faced the biggest drop in the average grade comparing period before and after the reorganization. This gives us a clear indication the reorganization had a negative impact on employee’ motivation. The lowest grade they assigned to safeness in the company. This is a clear indicator the employees are afraid for their jobs. "Membership to the organization" is a category that has experienced the largest negative difference in the answers "before" and "now". So employees do not feel the company belonging to the same extent as they have in the past. As the largest source of learning they stated their co-workers. They are unhappy with the opportunities for further education. Employees feel that the company has clearly defined mission, but they believe that they do not know it well enough and that the management does not cooperate with them in the process of development. The aim of the reorganization was mainly to optimize the work processes so low mean responses are somewhat surprising because we expected in this area to face the biggest improvement. When comparing the answers "before" and "now" we see that the difference is very small, and that the reorganization the organization of work • organizacijsko vzdušje • dimenzije organizacijskega vzdušja • motivacija • zadovoljstvo zaposlenih • Organizational atmosphere • Dimensions of organizational atmosphere • Motivation • Employee’ satisfaction true true false Slovenski jezik Angleški jezik Diplomsko delo 2010-04-17 13:01:48 2010-06-01 10:13:25 2022-04-12 11:25:44 2023-12-16 03:27:14 2010 0 Kranj 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 6662419 URN:SI:UM:DK:EKYQRNNL UNI_Janez_Ales_2010.pdf UNI_Janez_Ales_2010.pdf 1 6FB33740C2D93E7EB59957B9C6031575 0d878e2edac7bc0297530c8f7b3de88e511457b757a301272e448be38bddbc0c f97d1df1-7c03-11eb-bb7a-00155d0001ca 20.500.12556/dkum/bff5f1a6-7bc1-4835-94c2-843c06d9a11f https://dk.um.si/Dokument.php?lang=slv&id=14088 Fakulteta za organizacijske vede 0 0 0