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Title:VZPOSTAVLJANJE DINAMIČNOSTI PODJETJA S POUDARKOM NA RAZVOJU DIFERENCIRANIH KULTUR
Authors:ID Šinko, Ines (Author)
ID Belak, Jernej (Mentor) More about this mentor... New window
Files:.pdf MAG_Sinko_Ines_2012.pdf (1,96 MB)
MD5: F04D7560ED699CCC3F6C0D2A672CCB55
PID: 20.500.12556/dkum/f64a5c26-9a15-48f1-a85e-f8c0e6cf3d27
 
Language:Slovenian
Work type:Master's thesis/paper
Typology:2.09 - Master's Thesis
Organization:EPF - Faculty of Business and Economics
Abstract:Potreba po vse večjem in nujnem prilagajanju podjetij glede sprememb, ki se dogajajo zunaj njih ter posledično tudi v njih samih, ogroža njihovo dinamičnost. Okolje podjetja je vse bolj nepredvidljivo, hitreje spremenljivo, bolj dinamično ter izpostavljeno višji stopnji tveganj. Ne le trenutni pogoji in zahteve, temveč tudi bodoči trendi so tisti, ki silijo (bodo silili) podjetja v spremembe. Dinamika ni le nuja za preživetje, temveč gre tudi za uspešnost podjetja. Na dinamiko podjetja, namreč zakaj in kako podjetje raste, se spreminja, stagnira, vpliva veliko število različnih dejavnikov. Dinamiko podjetja nam do določene mere omogoča razumeti kultura podjetja. Kultura ima pomembno vlogo pri podpori strategije, vizije, politike ter ciljev in ne nazadnje, ko gre za izvajanje načrtovanja, organiziranja, vodenja in nadzorovanja. V tem kontekstu je odločilnega pomena, ali je kultura (tudi klima) sistema ustrezna. Informacija o stanju kulture (tudi klime) je ena najdragocenejših informacij o stanju podjetja in o njegovem dejanskem ali potencialnem uspehu (Mihalič 2008, 106). Pomen dinamičnosti podjetja in z njo povezana kultura torej še zdaleč nista zanemarljivi, zato smo v magistrski nalogi želeli raziskati dinamičnost proučevanega podjetja s poudarkom na razvoju diferenciranih kultur. Raziskavo smo izvedli na primeru podjetja Dom Danice Vogrinec Maribor, ki je javni zavod. Pot raziskovanja nas je vodila od teoretičnih izhodišč, pridobivanja informacij in podatkov o proučevanem podjetju preko raziskovanja življenjsko-razvojnega cikla proučevanega podjetja po metodologiji avtorjev Pümpin in Prange (1995) in ugotavljanja odnosa Doma do temeljnih vrednot z uporabo metodologije avtorjev Garcίa-Marzá (2005) in Morris et al. (2002); ugotavljali smo prav tako prevladujočo kulturo (Cameron in Quinn, 1999) ter njeno moč po avtorjih Belak (2009) in Thommen (2003), analizirali odstopanja dejanskega stanja podjetja od ciljnega stanja dinamičnosti (Pümpin in Prange, 1995) in prišli do analiz, ugotovitev in podaje ukrepov za vzpostavljanje ciljne dinamičnosti, še posebej za področje razvoja diferenciranih kultur. Ukrepi za imenovano področje se dotikajo ravni normativnega, strateškega in operativnega managementa.
Keywords:življenjsko-razvojni cikel podjetja, odnos podjetja do temeljnih vrednot, tip kulture podjetja, moč kulture podjetja, dinamičnost podjetja, razvoj diferenciranih kultur, normativni, strateški in operativni management.
Place of publishing:Maribor
Publisher:[I. Šinko]
Year of publishing:2012
PID:20.500.12556/DKUM-38553 New window
UDC:005.4
COBISS.SI-ID:11317276 New window
NUK URN:URN:SI:UM:DK:GIUTUXWR
Publication date in DKUM:30.01.2013
Views:2358
Downloads:470
Metadata:XML DC-XML DC-RDF
Categories:EPF
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Secondary language

Language:English
Title:ESTABLISHMENT OF THE DYNAMIC ENTERPRISE WITH THE EMPHASIS IN DEVELOPMENT OF DIFFERENTIATED ENTERPRISE CULTURE
Abstract:The need of being permanently better adaptable to changeability occurring outside the companies and, therefore, in themselves endangers their being dynamic. The general environment of a company is gradually getting unpredictable, quickly changeable, more dynamic and risky. Not just momentary conditions, but the future trends themselves are forcing (and will force) the companies to be ready for changes. The dynamics is not only a matter of survival; it is important for a company‘s being successful. There are a number of different facts influencing the dynamics of a company, i.e. how and why a company grows, changes, or is in decline. It is the culture of a company which helps, to a certain degree, to understand dynamics of a company. The culture plays an outstanding role in supporting the strategy, vision, policy and goals as well as helps perform planning, organizing, running and supervising a company. From such a point of view, it is of a decisive importance whether the culture (including the atmosphere) is an appropriate one or not. The information referring to the situation of the culture (and the atmosphere) belongs to the most precious information about the state in a company, revealing its actual or potential success (Mihalič 2008, 106). The significance of the dynamics of a company and its culture is, therefore, far from being negligible, so we wanted, in the present Master’s thesis, to analyze the dynamics of the company researched into, the development of the differentiated cultures being especially emphasized. The company researched on was Dom Danice Vogrinec Maribor, which is a public institution. The route of the research itself started at theoretical points, obtaining information and data referring to the company researched into, and analyzing life-developing cycle of this company according to Pümpin and Prange’s methodology (1995); we were also finding out the relation of the company to the basic values according to Garcίa-Marzá (2005) and Moris and others’ (2009) methodology; we were ascertaining the predominant culture (Cameron in Quinn, 1999) and its power according to Belak (2009) and Thommen (2003), analyzing the deviation of the actual situation of the company from its goal position of dynamics (Pümpin in Prange, 1995); finally, we analyzed, ascertained, and expressed the measures in order to reinstate the goal dynamics stressing the development of differentiated cultures. The measures for the area being mentioned are in touch with the level of the normative, strategic and operative management.
Keywords:life-developing cycle of the company, relation of a company to basic values, culture type of a company, culture power of a company, dynamics of a company, development of differentiated cultures, normative, strategic and operative management.


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