POMEN UPORABE MANAGERSKIH ORODIJ V OBDOBJU KRIZE S PRIMEROM DOBRE PRAKSE

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Title:	POMEN UPORABE MANAGERSKIH ORODIJ V OBDOBJU KRIZE S PRIMEROM DOBRE PRAKSE
Authors:	ID Kašan, Marko (Author) ID Uršič, Duško (Mentor) More about this mentor...
Files:	UNI_Kasan_Marko_2010.pdf (1,57 MB) MD5: AAB045785A9427647859762720ABEBF3 PID: 20.500.12556/dkum/356b5542-4e83-4fb1-b861-2e6a1c05c036
Language:	Slovenian
Work type:	Undergraduate thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	Krize postajajo redni spremljevalec podjetij, zato dobrih managerjev kriza ne bi smela presenetiti. Pri vodenju podjetij, so managerjem v veliko pomoč managerska orodja, z uporabo katerih dosežemo uspešnejše in učinkovitejše poslovanje ter omilitev vplivov krize na podjetje. Prva managerska orodja so se začela po svetu razvijati in uporabljati že leta 1960 in od takrat naprej uporaba in razvoj teh orodij strmo narašča. Slovenska podjetja so managerska orodja začela uvajati z zamikom, zato jih ima večina danes več kot desetletni zaostanek, predvsem pri uporabi 3. generacije managerskih modelov. Veliko slovenskih podjetij bistveno premalo uporablja sodobna orodja, zato so ta podjetja v krizo vstopila nepripravljena in brez rezerv. Izjema pri uporabi sodobnih managerskih orodij je podjetje Trimo d.d., ki se lahko pohvali, da je v sistemih vodenja primerljivo z vodilnimi svetovnimi multinacionalkami. Podjetje Trimo d.d. je eden redkih zmagovalcev globalne krize saj je, v primerjavi s panogo in neposrednimi konkurenti, uspešnejše. Problem slovenskega gospodarstva je bistveno prenizka ustvarjena dodatna vrednost na zaposlenega, zato je sistematično uvajanje in posodabljanje managerskih orodij eden ključnih dejavnikov za uspešnost slovenskega gospodarstva v naslednjih 10 letih.
Keywords:	Kriza, managerska orodja, managerski modeli, pristopi, uspešnost poslovanja, inovativnost, analitska orodja, management kakovosti, neotipljivi viri.
Place of publishing:	Maribor
Publisher:	[M. Kašan]
Year of publishing:	2010
PID:	20.500.12556/DKUM-15934
UDC:	005.3
COBISS.SI-ID:	10438684
NUK URN:	URN:SI:UM:DK:EH8JC2E6
Publication date in DKUM:	24.11.2010
Views:	2703
Downloads:	456
Metadata:
Categories:	EPF
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Secondary language

Language:	English
Title:	THE IMPORTANCE OF USING MANAGEMENT TOOLS IN TIMES OF CRISIS WITH A BEST PRACTICE EXAMPLE
Abstract:	Crises are becoming a regular companion of corporate companies; therefore, a crisis should never catch a good manager off guard. In company management, managerial tools are of great assistance to managers, enabling them to achieve a higher level of business success and better business efficiency, as well as to cushion the effects a particular crisis could impact a company with. The first managerial tools have been developed and introduced as early as 1960. Since then, the utilisation and the development of such tools have both rapidly progressed. Slovenian companies began to implement managerial tools rather late, which is why a vast majority of them trails more than 10 years behind the contemporary norm, most notably when it comes to utilising third-generation managerial models. Many Slovenian companies are applying these modern tools all too infrequently, which is why such companies have entered the economic crisis unprepared and without reserves. The Trimo d.d. Company represents an exception regarding the utilisation of modern managerial tools. It can pride itself on establishing such management systems that made it comparable to the leading global multinational corporations. The fact that the Trimo d.d. Company is more successful than the industrial sector and its direct competitors makes it one of the rare victors of the global economic crisis. The problem of the Slovenian economy is the value added per employee which is substantially to low. That is why implementing and improving managerial tools systematically represents a key factor for the success of the Slovenian economy in the next 10 years.
Keywords:	Crisis, economic crisis, managerial tools, managerial models, approaches, business efficiency, innovativeness, analytical tools, quality management, intangible resources.

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