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Title:VPLIV VODENJA NA ORGANIZACIJSKO VZDUŠJE
Authors:ID Hočevar, Žiga (Author)
ID Mayer, Janez (Mentor) More about this mentor... New window
Files:.pdf UNI_Hocevar_Ziga_2011.pdf (1,30 MB)
MD5: C627E3CF9DA365EA50836665EEFC1BB2
PID: 20.500.12556/dkum/5d8e3300-dccb-49c5-9718-eadde47c85e5
 
Language:Slovenian
Work type:Undergraduate thesis
Organization:FOV - Faculty of Organizational Sciences in Kranj
Abstract:Dobro vodenje je bistveno za uspeh vsakega podjetja. Prav tako je za uspeh bistvenega pomena tudi organizacijsko vzdušje, saj le zadovoljni zaposleni, med katerimi vladajo tudi dobri odnosi, lahko delujejo dobro in v prid podjetju. Vodja s svojimi vodstvenimi kompetencami, torej z zgledom, znanjem in védenjem v veliki meri vpliva na organizacijsko vzdušje, na način, kako zaposleni občutijo, doživljajo in vrednotijo organizacijo. V teoretičnem delu diplomskega dela definiramo ključne pojme, kot so organizacijsko vzdušje, zadovoljstvo zaposlenih, vodenje, kompetence vodij, ter dimenzije organizacijskega vzdušja. Nato definiramo še ključne vodstvene kompetence ter pokažemo, kako kompetentno vodenje vpliva na organizacijsko vzdušje. Namen diplomskega dela je dokazati, da se vpliv vodenja na vzdušje od organizacije do organizacije razlikuje. V empiričnem delu to tudi dokažemo, in sicer v primerjavi dveh podjetij. Osnovna hipoteza, ki jo preverjamo s statističnimi domnevami, se glasi 'Vpliv kompetentnosti za vodenje na organizacijsko vzdušje med zaposlenimi se v podjetjih Merkur in Mercator razlikuje'. Za analizo si izberemo določene kompetence, ki jih vključimo v statistične domneve in v anketni vprašalnik, ki ga izpolnijo zaposleni v obeh podjetjih. Statistična analiza anketnih vprašalnikov pokaže, da zaposleni v podjetju Merkur pripisujejo kompetencam vodilnega večji vpliv na organizacijsko vzdušje, kot ga kompetencam svojega vodilnega pripisujejo v podjetju Mercator. Glede na statistično analizo podatkov pa hipoteze v celoti vendarle ne moremo potrditi, saj pri vseh statističnih domnevah ne obstajajo statistično značilne razlike med podjetjema. Statistično pomembne razlike med podjetjema se pokažejo pri kompetencah inovativnost in iniciativnost, motivacija in zavzetost ter medosebni odnosi, zato lahko postavljeno hipotezo pri teh kompetencah potrdimo, zavrnemo pa jo pri kompetencah organiziranost, neposredno vodenje ter komuniciranje in informiranje.
Keywords:organizacijsko vzdušje, dimenzije organizacijskega vzdušja, vodenje, kompetence vodij, zadovoljstvo zaposlenih.
Place of publishing:Kranj
Year of publishing:2011
PID:20.500.12556/DKUM-20638 New window
COBISS.SI-ID:6954515 New window
NUK URN:URN:SI:UM:DK:GXGN53UX
Publication date in DKUM:21.12.2011
Views:2355
Downloads:234
Metadata:XML DC-XML DC-RDF
Categories:FOV
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Secondary language

Language:English
Title:IMPACT OF LEADERSHIP ON ORGANIZATIONAL CLIMATE
Abstract:Good and quality leading is essential for the success of every company. Very important for its success is also the climate in the organization, as only satisfied employees with good interpersonal relationships can do their job well and on behalf of the company. Leader has, with his leading competences, his example, knowledge and behavior, great influence on organizational climate, on the way employees perceive, experience and valuate the organization. In the theoretical part, we define key concepts, which are organizational climate, employee satisfaction, leading, leading competences, organizational climate dimensions. We also define key leading competences and describe how competent leading affects organizational climate. The purpose of this thesis is to prove that the influence of leading on organizational climate is different in various organizations. We prove that in the empirical part with the comparison of companies Merkur and Mercator. Basic hypothesis that we are testing with statistical presumptions is following: The influence of leader’s competences on organizational climate in Merkur and Mercator is dissimilar’. For the analysis we select few specific competences and include them in statistical presumptions and in the questionnaire which is completed by employees of both mentioned companies. Statistical analysis of the questionnaires shows, that in Mercur the influence of leader’s competences on their organizational climate is a bit stronger that in Mercator. But according to the statistical data analysis the basic hypothesis cannot be confirmed in total. Namely statistically significant differences between the companies are not confirmed in all statistical presumptions. Statistically significant differences between the companies are confirmed with the following competences: innovation and initiative, motivation and conquest, as well as with competence interpersonal relationships. Therefore we can confirm our basic hypothesis whit those competences, and reject it with the competences organization, leadership and information.
Keywords:organizational climate, organizational climate dimensions, leading, leading competences, employee satisfaction.


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