20.500.12556/DKUM-17621 Zaposleni in organizacijska kultura kot ključna dejavnika pri združevanju in prevzemih Employee and organizational culture as a crucial factors in the integration and acquisitions V procesu združevanja in prevzemanja podjetij prihaja do velikih organizacijskih sprememb, ki zadevajo zaposlene in pomembno vplivajo na nadaljnji razvoj in uspešnost podjetja. Uspeh večine prevzemov ne sloni na materialni osnovi, temveč na ljudeh, ki ključno vplivajo na uspeh oz. neuspeh prevzema. Žal pa se v procesu prevzema to področje velikokrat podcenjuje ali celo ignorira kot nepomembno. Model integracije dveh podjetij, ki je predstavljen v tej nalogi in je bil uspešno uporabljen v praksi, temelji na dobrem poznavanju ključnih kadrov ciljnega podjetja, njegove organizacijske kulture ter načina njegovega delovanja, kar je ključnega pomena za uspešno izveden proces integracije po prevzemu. Model je bil zasnovan v podjetju A (prevzemnik) že mnogo pred pričetkom prevzemanja podjetja B (prevzeto podjetje) in je bil v samem procesu integracije dopolnjen. V modelu so navedene številne aktivnosti s področja vodenja človeških virov, ki so bistveno pripomogle k uspešnosti procesa integracije. Mergers and acquisitions process of companies influences on major organizational changes, which affect not only the employees but organisational changes may also have a significant impact on further business success. Neither the material goods nor finances are the factors that could guarantee the success of most acquisitions. Human resources are the ones who have a great influence on the successful or unsuccessful acquisition. Too often, deal makers simply ignore, defer, or underestimate the significance of human resources issues in mergers and acquisitions process. In the master’s thesis is presented the model of integration of two companies. The model of integration has been successfully implemented in the business practice. The model is based on many factors, such as: good knowledge of the company and its organisational structure, organisational culture or personnel. Those factors are crucial for successful integration process after the acquisition. The model, which was complemented during the integration process, was designed in a company A (an acquirer) much earlier than the acquisition of a company B (an acquired company) began. In the model are listed activities in the field of human resource management, which significantly contribute to the success of the integration process. Organizacijska kultura organizacijsko vzdušje združitve in prevzemi zadovoljstvo zaposlenih integracija. Organizational culture organizational climate employee satisfaction mergers and acquisitions integration. true true false Slovenski jezik Angleški jezik Magistrsko delo 2011-03-02 09:09:54 2011-08-30 09:33:10 2022-04-13 09:39:45 2023-12-22 03:39:08 2011 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 6906643 URN:SI:UM:DK:KXAFHE31 MAG_Malensek_Irena_2011.pdf MAG_Malensek_Irena_2011.pdf 1 2D4097769EA11CC0403D66A0A99E57E6 8838594ec60396975701844e00b5b2a4cf6f4a54ff4d1a38154d9d61c5c87dd2 efcc1d71-7c04-11eb-bb7a-00155d0001ca 20.500.12556/dkum/7338f2a3-4d6f-45be-bcf8-c92ffbbf84da https://dk.um.si/Dokument.php?lang=slv&id=22353 Fakulteta za organizacijske vede 0 0 0