20.500.12556/DKUM-21975 URAVNOTEŽENI SISTEM KAZALNIKOV V POSLOVNI BANKI X BALANCED SCORE CARD IN BANK X Dan danes se nahajamo v obdobju hitrih sprememb v okolju, ko so in bodo gospodarske družbe, bolj kot v prejšnjih obdobjih, prisiljene na prilagajanje zahtevam trga in potrošnikov. Zato je danes za vsako gospodarsko družbo toliko bolj pomembno, da ima čim bolj učinkovite poslovne procese, čim boljše informacije o svoji konkurenci in svojih kupcih ter zna čim bolje napovedovati nove trende in preference porabnikov. Spremembe na trgu in v zakonodaji se poznajo v finančnih kazalnikih gospodarske družbe šele po določenem obdobju. Zato je pomembno, da gospodarska družba vzpostavi uravnoteženi sistem kazalnikov, ki lahko že prej zazna spremembe na trgu, spremembe v delovanju podjetja in v njegovih procesih. Uravnoteženi sistem kazalnikov je strateški menedžerski sistem, ki gospodarski družbi poleg spremljanja finančnih rezultatov, sočasno omogoča tudi spremljanje zadovoljevanja potreb potrošnikov, spremljanje učinkovitosti in uspešnosti notranjih procesov družbe ter učinke učenja in rasti. Le tako družba pozna trenutno stanje v katerem se nahaja, učinkovito reagira na spremembe v njenem okolju ter izvaja prave aktivnosti za dosego ciljev in uresničevanje njenega poslanstva in vizije. Omenjeno ima za posledico nižje stroške delovanja gospodarske družbe, zadovoljne komitente, zaposlene in lastnike ter zagotovljen dolgoročni razvoj. Tako je ključen proučevani problem v diplomski nalogi najti rešitve, kako je danes možno na primeru poslovne banke pripraviti predlog možnih strategij ter na tej osnovi določiti predlog uravnoteženega sistema kazalnikov, in sicer s poudarkom na vidiku učenja in rasti. Omenjeno problematiko rešujemo tudi s pomočjo izbora kadrovskega projekta, na podlagi katerega lahko realiziramo določene zastavljene strateške cilje banke. Da določimo možne strategije in kazalnike za določeno banko, pa je potrebno predhodno analizirati stanje na trgu bančnih storitev in napovedati razvoj na tem trgu v prihodnjih letih. V empiričnem delu naloge tako najprej analiziramo obstoječe stanje v proučevani banki, in sicer njene prednosti, slabosti ter priložnosti in nevarnosti. Obstoječe stanje v izbrani banki skušamo prenoviti z uvedbo uravnoteženega sistema kazalnikov, kjer podamo predlog različnih kazalnikov s finančnega, procesnega, tržnega in kadrovskega vidika. Tako predlagamo štirinajst strateških ciljev proučevane banke, za katere predlagamo skupaj enainštirideset meril uresničevanja, ki jih podpremo z ustreznimi kazalniki, kar je lahko koristen primer postavitve uravnoteženega sistema kazalnikov za vsako slovensko gospodarsko družbo. Bistven poudarek diplomskega dela je na vidiku učenja in rasti, kjer podamo predlog strateških ciljev in kazalnikov ter meril uresničevanja, pri čemer konkretneje opišemo vseh enajst izbranih kazalnikov vidika učenja in rasti. Za čim bolj uspešno implementacijo in uresničevanje kazalnikov vidika učenja in rasti predlagamo uvedbo uspešnega kadrovskega projekta »Akademija«, pomen katerega lahko razberemo tudi iz rezultatov izvedene ankete med kadri različnih slovenskih gospodarskih družb, ki jih povzemamo v diplomskem delu. Učinki izvedbe projekta »Akademija« se kažejo na izobraževalnem področju, v poslovnih rezultatih banke, na področju kulture banke v smislu povečanja zaupanja, spoštovanja in izboljšanja medsebojnih odnosov in komunikacije. Učinki se kažejo tudi v izboljšani čustveni inteligenci, ustvarjanju strateškega razmišljanja na vseh ravneh banke, ciljni usmerjenosti in odnosu do dela. Delovanje »Akademije« prispeva k dvigu samozavesti članov in ustvarjanju pozitivne energije v timu ter okolici. Skozi ta projekt se izobrazi številne »ambasadorje« sprememb v banki, ki so željni novega znanja in pomagajo pri razvijanju in spodbujanju spretnosti drugih sodelavcev. Today we are in a period of rapid change in the environment, when the company will be forced to adapt to market requirements and consumer, more than in previous periods. Therefore, it is now for each company important to have the most efficient business processes, to optimize information about their competition and their customers and to know, how to anticipate new trends and consumer preferences. Changes in the market and the legislation are found in the company's financial indicators only after a certain period. It is therefore important, that the company establish a balanced system of indicators, which can detect pre-market changes, changes in the functioning of the enterprise and its processes. Balanced Scorecard is a strategic managerial system, which in addition to monitoring the company's financial results, also allows for simultaneous monitoring of satisfying consumer needs, monitor the effectiveness and efficiency of internal processes and the effects of learning and growth. Only in this way the company knows the current situation in which there is, effectively react to changes in its environment and carry out activities to achieve the right goals and to implement its mission and vision. The mentioned results in lower operating costs of the company, satisfied customers, employees and owners and the long-term development. A key problem studied in the work is to find solutions, how can the commercial bank make a proposal of possible strategies, and on this basis make a proposal to establish a balanced system of indicators, with emphasis on aspects of learning and growth of the bank. To solve these issues we select a human resource project for the bank, which helps the bank to realize its strategic objectives. To determine the possible strategies and indicators for a particular bank, it is necessary to pre-analyze the situation on the market for banking services and anticipate developments in this market in the coming years. In the empirical part of the work we analyze the existing situation in the studied banks, its strengths, weaknesses, opportunities and threats. The current situation in the selected bank we try to recast throuht the introduction of balanced scorecard, where we give a proposal of various indicators form financial, process, marketing and personnel view. Thus, we propose fourteen strategic goals for the bank, for which a total of forty-one implementation of the criteria that support them with appropriate indicators, which may be a useful example of installing a balanced scorecard for each Slovenian company. The essential work is focus on aspects of learning and growth by giving the proposal of strategic objectives and implementation of indicators and criteria for the bank and concrete descriptions of all eleven indicators for the aspects of learning and growth. To maximize the successful implementation and realization of indicators of learning and growth perspective, we propose the introduction of the successful establishment of the project »Academy«. Importance of the this project can be seen from the results of a survey conducted among staff of various Slovenian companies, which are summarized in the work. The effects of the project »Academy« are shown in the educational field, the operating results of banks and in the cultural of the bank (in terms of increasing trust, respect and improve interpersonal relationships and communication). The effects are also reflected in improved emotional intelligence, the creation of strategic thinking at all levels of the bank, targeting and relationship to work. Project »Academy« contribute to raising the confidence of members and creating positive energy in the team and surroundings. Through this project are educated many »ambassadors« of changes in the bank, who are eager for new knowledge and assist in developing and promoting the skills of other colleagues. uravnoteženi sistem kazalnikov strateški cilji vidik učenja in rasti kadrovski projekt razvoj zaposlenih Balanced scorecard Strategic Objectives Learning and growth perspective Project Staff Staff Development true true false Slovenski jezik Angleški jezik Diplomsko delo 2012-01-29 18:46:45 2012-10-29 15:15:46 2022-04-14 11:03:12 2023-12-29 03:24:58 2012 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 7078419 URN:SI:UM:DK:UY0Y1ULD VS_Aver_Goran_2012.pdf VS_Aver_Goran_2012.pdf 1 FEB4CC3AB04666C808AFA17BECFB02F6 0d029d90eb4087d97712baa9ece12cf9227a5df35b1a73862a8904ef32d30ee0 607af126-7c06-11eb-bb7a-00155d0001ca 20.500.12556/dkum/4c600000-df3e-4898-96f4-1102be9a2586 https://dk.um.si/Dokument.php?lang=slv&id=28143 Fakulteta za organizacijske vede 0 0 0