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Title:ORGANIZACIJSKO VZDUŠJE V JAVNEM ZAVODU
Authors:ID Čeh, Tanja (Author)
ID Mayer, Janez (Mentor) More about this mentor... New window
Files:.pdf UNI_Ceh_Tanja_2011.pdf (1,35 MB)
MD5: 306723E66CE3489EE4AB27B65E61662C
PID: 20.500.12556/dkum/9fe5dbf8-cb26-4616-9778-63bcc7b7ab68
 
Language:Slovenian
Work type:Undergraduate thesis
Organization:FOV - Faculty of Organizational Sciences in Kranj
Abstract:Organizacijsko vzdušje je za vsako organizacijo zelo pomembno. Vzdušje v organizaciji je odvisno od zadovoljstva zaposlenih na delovnem mestu, organiziranosti dela, načinu vodenja, medosebnih odnosov, nagradah in željah glede njihovega dela, kariere in izobraževanja. V teoretičnem delu smo bolj podrobno spoznali organizacijsko vzdušje, zgodovino ter dimenzije organizacijskega vzdušja, prav tako smo predstavili organizacijsko kulturo ter razlike med organizacijskim vzdušjem in kulturo ter motivacijo za delo. V tem delu smo podrobno predstavili javni zavod in njegovo zgodovino, organiziranost javnega zavoda in dejavnosti vsakega centra javnega zavoda. V raziskovalnem delu smo s pomočjo anketnega vprašalnika izmerili organizacijsko vzdušje znotraj zavoda. Zanimalo nas je predvsem, če prihaja do bistvenih razlik med centri znotraj zavoda. Z analizo vprašalnika, katero smo izvedli s pomočjo programa Microsoft Excel in statističnega programa SPSS, smo sprejeli ali zavrnili naše hipoteze. Od začetnih 12 postavljenih hipotez smo 4 hipoteze zavrnili in 8 sprejeli. Ugotovili smo, da so pripadnost organizaciji, medosebni odnosi, organiziranost, komuniciranje in informiranje ter nagrajevanje v vseh centrih enaka, se pravi, da ne prihaja do bistvenih razlik med njimi. Strokovna usposobljenost in učenje, vodenje ter razvoj kariere pa se med centri razlikujejo. V predlogih za izboljšave smo predvsem izpostavili najslabše tri dimenzije, katere so bile, komuniciranje in informiranje, razvoj kariere in nagrajevanje. Pri komuniciranju in informiranju smo predlagali, da bi se redno sklicevali sestanki, na katerih bi bili prisotni tako zaposleni kot tudi direktorica zavoda in predstojnik centra. Pri razvoju kariere bi vodilni morali več pozornosti polagati predvsem željam in sposobnostim zaposlenih po dodatnem izobraževanju. Ker je zaradi recesije prišlo do tega, da je država ukinila še edino denarno nagrado, kot so nagrade uspešnosti, bi vodilni morali več pozornosti polagati nematerialni motivaciji in na ta način dvigniti raven organizacijskega vzdušja na višji nivo. Po našem mnenju bi takšno ali podobno raziskavo lahko izvajali vsako leto ali na dve leti in bi s pomočjo dobljenih rezultatov predhodnega obdobja in tistega obdobja poskusili izboljšati organizacijsko vzdušje.
Keywords:- Organizacijsko vzdušje - Organizacijska kultura - Motivacija za delo - Anketni vprašalnik
Place of publishing:Maribor
Year of publishing:2011
PID:20.500.12556/DKUM-18277 New window
COBISS.SI-ID:6912275 New window
NUK URN:URN:SI:UM:DK:6S8ZE97H
Publication date in DKUM:02.09.2011
Views:1886
Downloads:173
Metadata:XML DC-XML DC-RDF
Categories:FOV
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Secondary language

Language:English
Title:ORGANIZATIONAL CLIMATE IN THE PUBLIC SECTOR
Abstract:Organizational climate is very important to any organization. It depends on the satisfaction of employees in the workplace, the organization of work, mode of management, interpersonal relations, awards and wishes regarding the work, career and education of the employees. In the theoretical part we discovered organizational climate, its history and dimension in more details. We also presented the organizational culture and the differences between the organizational climate and culture and the motivation to work. We made a detailed presentation of a public institution and its history, organization and the activities of each centre in the theoretical part as well. In our research work we used a questionnaire to measure the organizational climate within the institution. We were interested especially if there are significant differences between the centres within the institution. The analysis of the questionnaires, which was carried out using Microsoft Excel and SPSS statistical program, has confirmed or disproved our hypotheses. From the initial 12 hypotheses we disproved 4 and confirmed 8. We found that the belonging to an organization, interpersonal relations, organization, communication, informing and rewarding in all centres are equal, so there are no significant differences between them. Qualifications, learning, leadership and career development vary among the centres. Among the proposals for improvement we particularly highlighted three most unsuccessful dimensions; communication and informing, career development and rewarding. With communication and informing we suggested meetings, occurring on a regular basis, where employees, the manager of the institution and the head of the centre would be present. With career development more attention should be paid to employees abilities and wishes for education. As a consequence of recession the state abolished rewards for successfulness, therefore more attention on immaterial motivation should be drawn as a way of raising the level of organizational climate. According to our opinion this or similar research could be carried out every year or every two years and with the comparison of the results we could try to improve the organizational climate.
Keywords:- Organizational climate - Organizational culture - Motivation to work - Questionnaire


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