20.500.12556/DKUM-38706 ORGANIZIRANJE IN VODENJE SODELAVCEV V RAČUNOVODSKEM SERVISU IN MOTIVACIJA ORGANISING AND LEADING PERSONNEL AT AN ACCOUNTING FIRM AND MOTIVATION Računovodski oddelek družbe AB d.o.o. zaradi pestrosti dela, procesov, narave dela, stopnje obremenitve nujno potrebuje uvedbo motiviranja. Z vidika Marslove motivacijske teorije zaposleni z delom v računovodskem oddelku družbe AB d.o.o. zadovoljujejo fiziološko potrebo, potrebo po varnosti in delno potrebo po druženju. Potreba po ugledu in spoštovanju ter samopotrjevanju ostajajo delno neizpolnjene. Pozitivno na sodelavce vplivajo dobri odnosi s sodelavci, stabilna in trajna plača ter dolgoročna varnost zaposlitve. Po njihovih opredelitvah so vsi trije načini satisfaktorji. Za večjo učinkovitost pri deli in voljo pa bi se moralo uvesti prijeme, ki motivirajo. Delo bi lahko popestrili z dodatnimi nagradami ali z zamenjavo nalog zaposlenih na podobnih delovnih mestih. Vodstvo družbe AB d.o.o. bi morali biti bolje naklonjeni zadovoljitvi potreb po druženju v prostem času in bi morali organizirati razna srečanja nekajkrat letno. Poleg nadaljnje sproščenosti za delo, tak način motivira zaposlene z občutkom pripadnosti skupini in pomembnosti. Primerov, kjer posamezniki lahko odločajo je malo, saj večina dela poteka po internih smernicah. S priložnostjo sodelovanja pri odločitvah bi omogočili občutek pomembnosti v organizaciji. Družba AB d.o.o. bi morala biti bolje zavzeta za pohvale. Nadrejeni bi lahko samo z nekoliko večjim zanimanjem za potek in rezultate dela, spoznali, kdo pohvalo zasluži in koga je potrebno grajati. Navedeni prijemi bi med zaposlene vnesli veselje, vedrost in boljše ter natančnejše opravljanje dela. Procesi bi se s tem tudi pospešili, kar bi odpravilo kopičenje dela. Motivacija je v računovodskem oddelku družbe AB d.o.o. manjši problem, ki je težko rešljiv, saj je nekatere načine motiviranja kot so udeležba v lastništvu, visoka plača, sodelovanje pri odločitvah, napredovanje in razvoj kariere praktično zelo težko izvajati za vse sodelavce. Udeležba v lastništvu je popolnoma nemogoča, saj je družba AB d.o.o. v lastništvu tuje pravne osebe. Človeški kapital je nemogoče določiti na temelju različnih spremenljivk. Najpomembnejši med njimi je vsekakor pridobitev ustrezno izobraženega kadra, kar zdaleč ne zadošča za učinkovito in uspešno delovanje oddelka, podjetja ali druge organizacije. Gre za to, da morajo biti odgovorni subjekti usmerjeni v prepoznavanje značilnosti osebnosti v organizaciji in morajo skrbeti za njihov nenehen razvoj. Pri tem igra pomembno vlogo učenje, kjer je potrebno razumeti, kako ta proces vpliva na vedenje ljudi, uporabljati spodbude pri učenju in se zavedati prednosti učenja v organizaciji. Pri procesu učenja so bistvene nove ideje, ki doprinesejo k izboljšavam na področju njihovega delovanja. Pomembno na področju organiziranja (planiranja, vodenja, stalnega kontroliranja) in managmenta človeških virov v organizaciji je torej nenehno strmenje k skladnosti ali drugače rečeno, vzajemnosti med kadri na različnih operativnih ravneh, od operativne preko taktične in strateške, vse do vodilne ravni. Due to diversity of the work processes, the nature of work and the level of burden, the accounting department of AB d.o.o. (AB Ltd.) is in urgent need to introduce motivation. In terms of Maslow’s motivational theory, working in the accounting department of AB d.o.o. satisfies the employees’ physiological need, the need for security and partly the need for companionship. The need for reputation, respect and self-validation remains partially unfulfilled. Good relations with colleagues, stable and sustainable earnings and long-term job security have a positive impact on the employees. According to their evaluation, all three can be regarded as satisfying elements. To increase work efficiency and will power, motivational techniques should be introduced. Work could be enriched with additional prizes or by swapping duties of employees in similar positions. The management of AB d.o.o. should be more inclined to meet the employees’ needs for companionship in free time and should organise various gatherings several times a year. This would bring not only increased relaxation for performing tasks, but also a sense of belonging and importance. Cases where individuals may decide are scarce, since most of them handle according to internal guidelines. The opportunity to participate in decision making would allow a sense of importance within the organization. AB d.o.o. should be more keen on praising. The superiors could, merely by showing a slightly greater interest for the work progress and results, get to know who deserves praise and who should be criticized. These approaches would bring joy and serenity among the employees, as well as enable a better and more accurate work process. The processes would also speed up, which would eliminate work accumulation. Motivation in the accounting department of AB d.o.o. poses a minor problem that is difficult to be solved, since some motivation strategies are difficult to be implemented for all employees, such as participation in ownership, a high salary, participation in decision-making, career promotion and development. Participation in ownership is completely impossible, since the company is owned by a foreign legal entity. Human capital is impossible to be determined on the basis of different variables. The most important is certainly the acquisition of adequately trained staff, which by far is not sufficient for efficient and effective operation of the department, company or some other organisation. Responsible persons should focus on identifying the personality characteristics of the organisation and be committed to their continual development. Learning plays an important role in this. It is necessary to understand how learning affects people's behaviour. Learning incentives should be used, and one should be aware of the advantages of learning in the organisation. In the process of learning, new ideas are the essential element towards improvements of the company's operations. In the field of organising (planning, management, continuous control) and managing human resources in an organisation, it is therefore important to continually strive for harmony, or, in other words, reciprocity between staff on different operational levels – from the operational, through the tactical and strategic level, all the way up to the management. računovodski servis sodelavci motivacija vodenje accounting services employes motivation management true true false [J. Pirš Sitar] Slovenski jezik Angleški jezik Diplomsko delo 2012-10-11 13:59:43 2012-11-15 13:24:53 2022-05-04 13:34:43 2021-04-13 03:16:32 2012 0 Mengeš 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 005 11193884 URN:SI:UM:DK:EPVYXZYZ UNI_Pirs_Sitar_Jasna_i2012.pdf UNI_Pirs_Sitar_Jasna_i2012.pdf 1 8866182E54B580D5F5FFA6ED082E5496 8fe706038794f9e17e21f58c4d04822a7dd24a52494250e94d6cfa971e641eb8 8daf83c8-7c08-11eb-bb7a-00155d0001ca 20.500.12556/dkum/380eb594-7cf8-4d94-9d75-916f8f59fcba https://dk.um.si/Dokument.php?lang=slv&id=52005 Ekonomsko-poslovna fakulteta 0 0 0