20.500.12556/DKUM-82826 Managementski ukrepi prilagajanja poslovanja v Pošti Slovenije Management measures to adjust operations at the Slovenian post Okolje podjetja je vedno bilo in ostaja izjemno nepredvidljivo. Nikoli se namreč ne ve, kdaj in kako nas lahko kaj presneti, prav zato pa je pomembno, da so se podjetja sposobna prilagajati in hitro odreagirati, še posebej v nepredvidljivih situacijah, v katerih se lahko znajdejo kar »čez noč«. Krize lahko izvirajo iz zunanjega ali pa notranjega okolja podjetja in vplivajo na njegovo poslovanje. Nepričakovana in nenadna kriza je tudi pandemija Covid-19, ki je v svetu terjala nepričakovane in nenadne spremembe na mnogih področjih v naših življenjih, še posebej na področju dela in organizacij. Podjetja so za svoje preživetje na trgu morala upoštevati ukrepe tako države kot pristojnih institucij, poleg tega pa svoje poslovanje organizirati tako, da so utrpela čim manj negativnih učinkov krize. Sprejeti so morala marsikatere ukrepe, s katerimi so prilagodila svoje poslovanje in poskušala omogočiti neprekinjeno prodajo blaga in nudenje storitev. Pomembno je, da ima podjetje ustanovljen krizni management, ki nenehno spremlja okolje ter pripravlja odzive podjetja na morebitne krize. Ugotovili smo, da ima Pošta Slovenije Skupino za odziv na izredne dogodke, ki deluje skladno z Načrtom odziva na izredne dogodke ter ostalimi dokumenti sistema upravljanja neprekinjenega poslovanja. V magistrskem delu smo ugotavljali, kako je Pošta Slovenije delovala pred nastankom krize, ki jo je povzročila epidemija Covid-19 – pri tem smo se omejili na leto 2019, predvsem v smislu managementskega modela, ki smo ga opredelili kot poslovanje podjetja, zastavljene strateške in operativne cilje, organiziranost, upravljanje s človeškimi viri in kontroling (notranja in zunanja revizija) ter delovanje ob pojavu Covida-19, pri čemer smo se omejili na leto 2020 in 2021. Tudi sama namreč občasno delam na pogodbeni pošti Blanca, tako da sem bila deležna ukrepov, ki so jih izvajali med najhujših valov epidemije, ko so se načini poslovanja še posebej zaostrili. Skozi raziskavo in na podlagi lastnih izkušenj dela na pošti med omenjeno krizo smo ugotovili, da je podjetje ob pojavu krize poskrbelo za varnost in zdravje tako zaposlenih kot strank in vseh poslovnih partnerjev, s katerimi so v neposrednem stiku, upoštevalo vse ukrepe in priporočila države in pristojnih institucij, podjetje je tudi izkoristilo državne pomoči, svojo dejavnost korporativnega upravljanja s tveganji (KUT) organizacijsko umestilo v organizacijsko enoto Strategija ter uspešno poskrbelo za učinkovit in nemoten potek izvajanja storitev. Zanimalo nas je tudi, kakšne ukrepe je ob prilagajanju poslovanja sprejel management Pošte Slovenije ob pojavu krize ter ali je bila njihova implementacija v samo poslovanje uspešna in smiselna. Ugotovili smo, da je omenjeno podjetje uspešno implementiralo vse ukrepe, ki smo jih razdelili na ukrepe za zaščito in varnost zaposlenih, ukrepe načrtovanja neprekinjenega poslovanja, ukrepe operativnega spopadanja s kriznimi situacijami, ravnanje z zunanjimi odnosi ter ukrepe glede financ in zagotavljanja likvidnosti, ukrepi pa so bili smiselni in učinkoviti. Če povzamemo, Covid-19 na samo poslovanje Pošte Slovenije ni imelo pretiranega (negativnega) učinka, podjetje pa je uvedlo inovativne ukrepe, s katerimi je zagotavljalo nemoten potek poslovanja. The business environment has always been and remains extremely unpredictable. You never know when and how something can go wrong, and that is why it is important that companies are able to adapt and react quickly, especially in unpredictable situations in which they can find themselves "overnight". Crises can originate from the external or internal environment of the company and affect its operations. The Covid-19 pandemic is an unexpected and sudden crisis, which demanded unexpected and sudden changes in the world in many areas of our lives, especially in the areas of work and organizations. In order to survive on the market, companies had to take into account the measures of both, the state and the competent institutions, and organize their operations in such a way that they suffered as minimal negative effects from the crisis as possible. They had to take many measures to adapt their operations and try to enable the continuous selling of goods and providing their services. It is important that the company has established crisis management, which constantly monitors the environment and prepares the company's responses to potential crises. We found that Pošta Slovenije has an Emergency response team that operates in accordance with the Emergency response plan and other documents of the business continuity management system. In the master's thesis, we determined how Pošta Slovenije operated before the crisis caused by the Covid-19 epidemic – we limited ourselves to the year 2019, mainly in terms of the management model, which we defined as the business of the company, the set strategic and operational goals, organization, human resources management and controlling (internal and external revision) and operation in the event of Covid-19, whereby we limited ourselves to the years 2020 and 2021. I also occasionally work at the Blanca contract post office, so I felt some of the measures that were implemented during the worst waves of the epidemic, when business methods became particularly strict. Through the research and on the basis of my own experience of working at the post office during the aforementioned crisis, we found that when the crisis occurred, the company took care of the safety and health of both, employees and customers and all business partners with whom they are in direct contact, took into account all the measures and recommendations of the state and the competent institutions, the company also took advantage of state help, placed its corporate risk management (CRM) activity organizationally in the Strategy organizational unit and successfully ensured the efficient and smooth flow of services. We were also interested in fiding out what measures were taken by the management of Pošta Slovenije to adjust operations when the crisis occurred and whether their implementation in the operations itself was successful and meaningful. We found that the mentioned company successfully implemented all the measures, which we divided into measures for the protection and safety of employees, business continuity planning measures, measures to operationally deal with crisis situations, dealing with external relations and measures regarding finances and ensuring liquidity, however measures were meaningful and effective. To sum up, Covid-19 did not have an excessive (negative) effect on the operations of Pošta Slovenije, however, the company introduced innovative measures to ensure smooth operations. managementski ukrepi prilagajanje poslovanja Pošta Slovenije kriza managementski model poslovanja management measures business adjustment Slovenian Post crisis management business model true true false V. Stritar Slovenski jezik Angleški jezik Magistrsko delo/naloga 2022-09-05 09:44:28 2022-12-20 16:01:58 2022-12-21 03:10:11 0000-00-00 00:00:00 2022 0 [Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 005.7 134825219 MAG_Stritar_Valerija_2022.pdf MAG_Stritar_Valerija_2022.pdf 1 2895DBB8AF6108D98B4F527AF7A906BE 330171da7ff92c688f84fa9b70e94ecf1f8b4857be1f1837e0339858db75b451 27de7096-7392-11ed-9d3e-00155d000105 https://dk.um.si/Dokument.php?lang=slv&id=164680 Ekonomsko-poslovna fakulteta 0 0 0