NORME V SLOVENSKIH PODJETNIŠKIH SUBJEKTIH S TUJIM LASTNIŠKIM KAPITALOM

Fleischmann, David

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Title:	NORME V SLOVENSKIH PODJETNIŠKIH SUBJEKTIH S TUJIM LASTNIŠKIM KAPITALOM
Authors:	ID Fleischmann, David (Author) ID Ferjan, Marko (Mentor) More about this mentor...
Files:	VS_Fleischmann_David_2010.pdf (428,00 KB) MD5: 7EC90CF5D076FDDDE42FC11C5619D9C0 PID: 20.500.12556/dkum/f9bc2dba-a04e-4b7d-8c7c-635930930348
Language:	Slovenian
Work type:	Undergraduate thesis
Organization:	FOV - Faculty of Organizational Sciences in Kranj
Abstract:	V diplomskem delu bom skušal opisati norme in pravila obnašanja zaposlenih v dveh podjetjih, in sicer v podjetju, kjer sem bil zaposlen - Toyota Adria d.o.o., in v podjetju, kjer sem zaposlen danes - Renault Nissan Slovenija d.o.o. Opisal bom razlike vodenja japonskih in francoskih lastnikov, splošno klimo ter načine komuniciranja in odnose med zaposlenimi v dveh v celoti specifičnih podjetjih s skrajno različno kulturo. Poudarek bom dal predvsem na specifične razlike med podjetjema, ki so posledica različne kulture, in sicer na različni delovni čas, različne delovne navade, predvsem pa na sam pristop k delu, ki je pri omenjenih dveh podjetjih z vseh zornih kotov povsem drugačen. Cilj diplomskega dela je predvsem najti boljše načine dela ter vzpodbudno delovno okolje za zaposlene. Osredotočil se bom na načine kadrovanja in izobraževanja v omenjenih podjetjih ter na podlagi lastnih izkušenj in drugih strokovnih vsebin predstavil dva različna načina dela, s katerima se srečujejo zaposleni v teh dveh podjetjih iz področja avtomobilske industrije. V teoretičnem delu bom predstavil organizacijsko kulturo, ki močno vpliva na uresničevanje strategije organizacije. Le-ta predstavlja trajen sistem vrednot, prepričanj in predpostavk, ki so skupne pripadnikom v določeni organizaciji. Organizacijska kultura te vrednote, prepričanja in predpostavke med seboj povezuje tako, da zaposleni vedo, kako naj se vedejo, hkrati pa omogoča lažje prilagajanje okolju. Najbolj pomembno pri tem pa je zadovoljstvo zaposlenih, saj je prav to najpomembnejši vzrok za prostovoljni odhod zaposlenih iz podjetij. Uvajanje sprememb v podjetje je dolgotrajen in težaven proces, spreminjanje organizacijske kulture pa je še posebej težka naloga, saj je le-ta v podjetju globoko ukoreninjena, zato se sprememba ne more zgoditi čez noč. Na kulturi se odraža vsaka aktivnost, sprememba ali vedenje, vsaka sprememba kulture pa povzroči spremembe na vseh področjih organizacije. Cilj vsakega podjetja, če hoče ostati dolgoročno konkurenčno, mora tako biti podpiranje, nadgrajevanje in spodbujanje dejanj za doseganje ciljev.
Keywords:	organizacija, kultura, vrednote, konkurenčnost
Place of publishing:	Kranj
Year of publishing:	2010
PID:	20.500.12556/DKUM-15785
COBISS.SI-ID:	6801939
NUK URN:	URN:SI:UM:DK:L8ZUNIWF
Publication date in DKUM:	20.01.2011
Views:	2312
Downloads:	162
Metadata:
Categories:	FOV
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Secondary language

Language:	English
Title:	NORMS IN SLOVENIAN COMPANY SUBJECTS WITH FOREIGN CAPITAL STRUCTURE
Abstract:	In the dissertation, I will describe norms and rules of behaving of employees in the base of two companies, where I was working – Toyota Adria d.o.o. and where I’m employed now – Renault Nissan Slovenija d.o.o. I will describe the differences in leading between Japanese and French style, working clime, ways of communication and relationships on two different and specific companies with major cultural difference. I will put intention especially on specific differences, which are the cause of different culture. Those are mainly different time of working, different working habits and especially global way of working, which is not the same from all kind of views. Main goal is to find better work methods and encouraging work environment for employees. I will focus on the methods for personnel and education for the both companies and from the bases of my current experiences and other scientific contents I will present two different styles of work, which are known to the employees of those two companies in automotive industry. In the theoretical part I will present organizational culture, which strongly influences the organizational strategy realization. It represents a permanent system of values, beliefs and assumptions, which are common for members of a certain organization. Organizational culture connects employees in a way, so that they know how to behave and at the same time it enables an easier adaptation to the environment. If all the factors, the most important one is the satisfaction of employees, since the satisfaction is the first and the most common reason for voluntary leaving of working positions. Introducing changes the organizational culture is a particularly hard task, since the culture is very deeply encored, which is why it cannot happen overnight. Each activity is reflected on the culture, each change or behavior causes changes in all areas of organization, in that way it has to be a main goal for each company to encourage, support and upgrade organizational culture constantly towards achieving goals, since it is the foundation for long term competitiveness.
Keywords:	organization, culture, values, competitiveness

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