USPOSABLJANJE KADROV KOT DEJAVNIK RAZVOJA ORGANIZACIJE

Radonjič, Lara

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Title:	USPOSABLJANJE KADROV KOT DEJAVNIK RAZVOJA ORGANIZACIJE
Authors:	ID Radonjič, Lara (Author) ID Treven, Sonja (Mentor) More about this mentor...
Files:	MAG_Radonjic_Lara_2010.pdf (2,22 MB) MD5: 45D63468055F340523B74EF009693A74 PID: 20.500.12556/dkum/fb743271-c0a3-44fa-a85d-b990ef82cf9d
Language:	Slovenian
Work type:	Master's thesis/paper
Organization:	EPF - Faculty of Business and Economics
Abstract:	Raziskovalnoteoretična zasnova pričujoče magistrske naloge je zahtevala poglobitev v izredno široka, dopolnjujoča se in soodvisna področja, ki jih ni mogoče razumeti brez kompleksnih družbenih sprememb v evropskem prostoru. Analiziranje politike v določenem okolju in obdobju dokazuje, kako pomembno je razumevanje vseživljenjskega usposabljanja, kako pomembno je voditi in usmerjati organizacijo z znanjem in modrostjo, z ustvarjalnostjo. Samo povezanost usvojenega znanja z možnostjo uporabe in nadgradnje le-tega z vseživljenjskim usposabljanjem vodi k razumevanju kompleksnosti ne le ekonomije, temveč sodobne družbe in njene politike. Ali povedano drugače: brez enakomerne rasti znanja ni mogoče ustvarjati socialne kohezije in posledično nadzora nad socialno diferenciacijo. Sodobni čas je prinesel pri oblikovanju družbenih ciljev številne spremembe, ki se kažejo tudi v odnosu med znanjem in usposobljenostjo za delo, torej pri uporabnosti znanja, ki kaže svojo kompetentnost le, če ima učenje oziroma znanje svoj uporabni smisel. Le-tako razumljeno vseživljenjsko usposabljanje bo postalo tisti družbeni dejavnik, ki bo v 3. tisočletju zmanjševal posameznikovo odtujenost, socialno neenakost. Središčno os magistrske naloge predstavljata dve področji: vseživljenjsko usposabljanje in organizacija »kot sistem ljudi, sredstev in virov« (Kralj, 2003, 62). Vseživljenjsko usposabljanje smo opredelili v nalogi kot planiran napor, da bi zaposleni dosegli in si pridobili nova vedenja, nova znanja, ki so povezana z določenim delom. Uspešne bodo danes zgolj tiste organizacije, ki bodo upravljale z znanjem, kar pomeni, da bodo znale znanje vrednotiti, ga poiskati, nadgrajevati in seveda uporabiti. Znanje kot glavni ekonomski kapital je posledica umskega razglabljanja in raziskovanja, zasnovanega na izkušnjah, vednosti in znanosti. Z vidika odločanja v organizaciji pa moramo dodati še pojem modrosti, ki pomeni umno rabo znanja z upoštevanjem različnosti organizacijskih struktur, okolij ter usklajenosti z vseživljenjskim usposabljanjem. Vemo, da je človek neusahljiv vir za ustvarjalno dejavnost in prav zato je ključno poslanstvo menedžerjev v spodbujanju sodelavcev k usposabljanju, k permanentnemu samoizobraževanju. In ko govorimo o kadrih v organizaciji, govorimo tudi o odnosu med ljudmi, lahko pa govorimo tudi o odnosu organizacije do ljudi, kar pomeni pravzaprav odnos odločevalcev do izvajalcev. Taka zasnova obravnavanj kadrov je v nalogi opisana kot avtoritaren pristop, njena sodobna različica, zasnova organiziranosti in organizacijskih odnosov pa mora temeljiti na nehierarhični lestvici, ki uveljavlja demokratično oziroma poliarhično odločanje. In prav to je zasnova ustvarjalnega sodelovanja, ki vključuje z vso odgovornostjo tudi vseživljenjsko usposabljanje posameznika. In prav tako razumljeno in uresničeno vseživljenjsko usposabljanje bo postalo tisti pomembni družbeni dejavnik, ki bo v 3. tisočletju zmanjševal posameznikovo neenakost in odtujenost.
Keywords:	Ključne besede: vizija organizacije, poslanstvo organizacije, struktura, strategija, učenje, izobraževanje, usposabljanje, človeški viri, učeči posameznik, učeča družba, vseživljenjsko učenje, znanje
Place of publishing:	[Maribor
Publisher:	L. Radonjič
Year of publishing:	2010
PID:	20.500.12556/DKUM-13763
UDC:	331.1
COBISS.SI-ID:	10274588
NUK URN:	URN:SI:UM:DK:WB0NYWJ7
Publication date in DKUM:	01.10.2010
Views:	4304
Downloads:	876
Metadata:
Categories:	EPF
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Secondary language

Language:	English
Title:	Human Resources Training as factor of Organisation Development
Abstract:	ABSTRACT The research and theoretical concept of this master’s thesis “Human Resources Training as factor of Organisation Development” is based on a comprehensive examination of a large number of broad, complementary and co-dependent fields of study which cannot be fully comprehended without the awareness of the complexity of social changes in the European arena. The analysis of politics in a particular environment and period of time testifies both to the importance of the understanding of lifelong learning and to the importance of leading and guiding the organisation by knowledge and wisdom, by creativity. Solely the connection of the acquired knowledge with the possibility of its use and upgrading through lifelong training leads to the understanding of the complexities not only of the economy but also of the entire modern society and its politics. In other words, social cohesion and, consequently, the control over social differentiation cannot be established without equal growth of knowledge. The modern era has led to a number of changes in the formation of societal goals. These changes are also exhibited in the relationship between knowledge and the qualifications for work, i.e. the applicability of knowledge. Namely, knowledge applicability or knowledge competency can be achieved only if learning and the resulting knowledge are of use. Therefore, only this type of lifelong training will become the social factor which will lessen the individual’s alienation and social inequality in the third millennium. The core of this master’s thesis consists of two areas, i.e. the lifelong training and the organisation as “the system of people, means and resources” (Kralj, 2003, 62). In the thesis, lifelong training is defined as a planned effort of the employees to attain and acquire new knowings and new knowledge associated with specific work. In today’s society, the successful organisations will be the ones which will be capable of managing knowledge by assessing it, by searching for it, by upgrading it as well as by applying it. As the main economic capital, knowledge is the result of mental pondering and research based on experience, understanding and science. From the viewpoint of decision-making in an organisation, the notion of wisdom, i.e. the rational application of knowledge by taking into consideration the differences of organisational structures, environments and compatibility with lifelong training, should be added. It is well known that a human being is an inexhaustible source of creativity; therefore, the key role of managers is to encourage the employees to become engaged in further training and continuous self-education. The discussion about the employees of an organisation is both the discussion about the relationships between people and the discussion about the attitude of the organisation towards people (i.e. the attitude of decision-makers towards implementers). Such concept of treating human resources in an organisation is defined in this master’s thesis as the authoritative one. However, the modern concept of organisation and organisation relations must be founded on non-hierarchical basis which lays emphasis on democratic or polyarchic decision-making. That is to say, the latter concept is the very concept of creative co-operation which fully includes an individual’s lifelong training. When implemented, only the lifelong training as presented above will become the crucial social factor that will reduce the individual’s inequality and alienation in the third millennium.
Keywords:	organisation’s vision, organisation’s mission, structure, strategy, learning, education, training, human resources, individual as learner, learning society, lifelong learning, knowledge.

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