20.500.12556/DKUM-58548 METODE ZA SPODBUJANJE USTVARJALNOSTI V MIKRO PODJETJIH METHODS FOR PROMOTING CREATIVITY IN MICRO COMPANIES Prepričani smo, da najboljše in najkoristnejše ideje za izboljšave delovnega procesa poznajo zaposleni, ki opravljajo ter aktivno sodelujejo v določenem procesu dela in zato vedo, kako ga izboljšati. Ustrezna spodbuda, komunikacija in sodelovanje med vodstvom in zaposlenimi igrajo pomembno vlogo, ko govorimo o tem, zakaj zaposleni določeno stvar naredijo dobro, oziroma zakaj ne. Učinkovite metode in vzvodi, ki povečujejo ustvarjalno razmišljanje v delovnem procesu, so lahko že manjše spodbude in enostavne spremembe, vendar morajo biti zaposlenim predstavljene z ustrezno motivacijo, v delovni proces pa vpeljane pravilno. Vodstvo mora nadgraditi svoja znanja in jih uporabljati tako, da bo pri zaposlenih doseglo premik v razmišljanju od »moram delati kot doslej, ker je to edini način …« k »hočem, tako bo zagotovo boljše, vem, da lahko, in želim…«. V poglavjih 2.- 5. smo preučili teoretične okvirje in sodobne metodološke pristope na temo ustvarjalnosti in inovativnosti. Pozornost smo namenili preučevanju teoretičnih podlag, ki so pomembne za vzpostavljanje ustrezne, ustvarjalno naravnane organizacijske klime. Preučevali smo tako teoretične podlage, kot tudi v praksi uporabljene pristope, s katerimi vodstva uspešnih podjetij pospešujejo ustvarjalno razmišljanje in tako bolj inovativno upravljajo s človeškim potencialom. Poglavje 6. pregledno orisuje načrtovanje, izvedbo in rezultate lastne analize. S pomočjo anketnega vprašalnika smo poskušali s strani relevantnih, v analizo vključenih poslovnih subjektov, pridobiti čim več uporabnih informacij, ki se nanašajo na procese spodbujanja ustvarjalnega razmišljanja sodelujočih v mikro slovenskih podjetjih. Interpretacija podatkov ponuja vpogled v dejansko stanje in izpostavlja nekatere pomembne ugotovitve, ki jih je mogoče uporabiti za izboljšave ali pa jih primerjati s stanjem v večjih podjetjih. V 7., sklepnem poglavju, smo glede na vse ugotovitve predlagali lasten model povezanih metod za sistematično spodbujanje ustvarjalnega razmišljanja zaposlenih in posledično višjo stopnjo inovativnosti v slovenskih mikro podjetjih. Poimenovali smo ga SURZIP MODEL (Sistem za Ustvarjalno Razmišljanje Zaposlenih in Inovativnost Podjetij). We believe that the best and most useful ideas which can be used for improving the work process are only known to the employees engaged and actively involved in the specific work process on daily basis. Therefore, those employees know how to improve it. Appropriate promotion, communication and cooperation between the management and the employees play a very important role when considering why the employees do certain things well and other things not well. Effective methods and levers improving creative thinking in the work process may include even small acts of promotion and simple changes, but they must be presented to the employees with the right level of motivation. In addition, the effect on work process should be properly adjusted. The management must be able to upgrade their skills and use them in such way that the employees will be able to shift up in thinking from: ”I have to work, always the same, because this is the only way…” to “I want this, because it is going to be better this way, I know I can, I would like to…” Chapters from 2 to 5 introduce a view to the examination of the theoretical frameworks and modern methodological approaches in the fields of creativity and innovation. We focused on the study of the theoretical bases important for the formation of an appropriate, creative–oriented organizational climate. We studied both: the theoretical basis as well as practically used approaches by the management of successful companies which are promoting creative thinking in a way to be more innovative in managing human potential. Chapter 6 outlines the design, the implementation and the results of our analysis. On the basis of a prepared questionnaire we tried to gain from a number of micro companies in Slovenia as much relevant data relating to the process of promoting creative thinking as possible. The Interpretation of this data provides an insight into the actual situation and highlights some of the important findings that may be useful for making improvements and also for comparing the conditions in micro companies with those in larger companies. On the basis of what we discovered, we introduced our own model of related methods in the final chapter 7, which can be used to systematically promote creative thinking of employees and consequently achieve a higher level of innovation in the Slovenian micro companies. We named it SURZIP model, which in Slovenian stands for System for Creative Thinking of Employees and Company Innovation. ustvarjalnost ustvarjalno razmišljanje inoviranje mikro podjetja vodenje posameznik skupina motivacija sodelovanje sistem creativity creative thinking innovation micro-companies leadership individual group motivation cooperation system true true false L. Verdnik] Slovenski jezik Angleški jezik Magistrsko delo 2016-04-21 20:32:09 2016-09-12 12:13:27 2022-06-17 03:06:30 2019-07-11 10:43:31 2016 0 [Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 001.895 12481564 URN:SI:UM:DK:CA5FGPEN MAG_Verdnik_Luka_2016.pdf MAG_Verdnik_Luka_2016.pdf 1 5A294DBFB1FFAF8B2CA3D94E5B7D8997 2b3bd2cf100d846fa9928ae2fb5f3a309fa1c89fe703c843e7059d3fa0edcecb a4cca81b-7c0c-11eb-bb7a-00155d0001ca https://dk.um.si/Dokument.php?lang=slv&id=93663 Ekonomsko-poslovna fakulteta 0 0 0