MODEL UVAJANJA POTNIKOV V PROCES PRODAJE

Valjavec, Uroš

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Title:	MODEL UVAJANJA POTNIKOV V PROCES PRODAJE
Authors:	ID Valjavec, Uroš (Author) ID Ferjan, Marko (Mentor) More about this mentor...
Files:	VS_Valjavec_Uros_2013.pdf (1,21 MB) MD5: 8ACFF3866BFC1EB51B225D9C9BDA1068 PID: 20.500.12556/dkum/c3dd2f11-59d6-4421-90f9-7a37b6a2fbed
Language:	Slovenian
Work type:	Undergraduate thesis
Organization:	FOV - Faculty of Organizational Sciences in Kranj
Abstract:	POVZETEK Kadri so v današnjih zaostrenih gospodarskih razmerah ključni za uspešno in učinkovito realizacijo postavljenih ciljev vsake organizacije. Tisti, ki se tega zavedajo, so na dobri poti, da bodo tudi dolgoročno konkurenčni na trgu. Uspešno uvajanje novih sodelavcev v organizacije se kaže v njihovem zadovoljstvu, ko imajo jasno postavljene cilje in ustrezne pogoje, da zastavljene cilje tudi dosegajo in presegajo. Za dosego tega pa organizacije nujno potrebujejo program uvajanja, nek izdelan proces, s katerim se od prvega dne, od vstopa posameznika v delovno okolje, nove sodelavce tudi sistematično vodi in uvaja. Z diplomsko nalogo smo predstavili vse elemente, ki jih vključujejo programi uvajanja in poskušali pridobiti informacije o primernem načinu uvajanja. Posebno podrobnost smo namenili iskanju pravega načina uvajanja za trgovske potnike in pridobivanju njihovih mnenj o ustreznosti trenutnih načinov in področij, na katerih bi bilo te programe potrebno izboljšati. Z anketo smo pridobili tudi rezultate o neposrednih vodjih potnikov, ki so jih vodili skozi sam proces uvajanja in njihovo medsebojno povezanost ter odvisnost drug od drugega. Z interpretacijo rezultatov ankete smo prišli do spoznanja, da imajo organizacije izdelane modele uvajanja potnikov v proces prodaje, kar kaže na to, da se vlaga v zaposlene in njihov razvoj. Presenetljivo je, da so potniki s trenutnimi programi uvajanja v večini primerov zadovoljni, saj so po končanih uvajalnih programih lahko samostojno pričeli z delom trgovskega potnika. Za ustrezno uvajanje je potrebno izdelati učinkovit sistem uvajanja zaposlenih v organizacijo. Nova zaposlitev, menjava delovnega mesta za novega zaposlenega ni enostavna in predstavlja poseben izziv. Zavedati se je potrebno, da je od vodij, sodelavcev v največji meri odvisno, kako hitro bo dobil občutek, da je postal enakovreden član organizacije in da bo posledično v največji meri prispeval k uspešnosti organizacije.
Keywords:	- uvajanje, - usposabljanje, - vodja, - izobraževanje, - razvoj kadrov
Place of publishing:	Maribor
Year of publishing:	2013
PID:	20.500.12556/DKUM-40082
COBISS.SI-ID:	7180051
NUK URN:	URN:SI:UM:DK:C4FYRXSB
Publication date in DKUM:	03.07.2013
Views:	1986
Downloads:	169
Metadata:
Categories:	FOV
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Secondary language

Language:	English
Title:	INTRODUCTION MODEL OF TRAVELLING SALESMAN IN THE SALES PROCESS
Abstract:	ABSTRACT In the current difficult economic situation human resources are the key to a successful and effective realisation of the set goals in any organisation. Those who are aware of this are on a good way to achieve a long-term competitive presence on the market. What indicates the successful induction of new employees into organisations is their satisfaction when having clearly set goals and the right conditions to achieve as well as to exceed them. In order to achieve this, organisations necessarily need an induction programme, a prepared process for systematic guidance and induction of new employees that begins with the first day in their new working environment. This undergraduate dissertation provides a presentation of all elements in the induction programmes. The aim was also to try to gather information about the appropriate induction method. Special attention was paid to the search of the right induction method for salesmen and to the provision of their opinions about the appropriateness of the current methods and areas in which these programmes should be improved. The survey provided results about the direct supervisors, who were leading the salesmen through the induction process, about their interaction as well as their dependence on each other. The interpretation of these results has shown that organisations have set up models for the induction of salesmen into the sales process. This is a sign that investments are made in employees and their development. Surprisingly, in most cases the salesmen are satisfied with the induction programmes, because after the induction programmes they were able to start working as salesmen on their own. For an appropriate induction it is necessary to build an effective system for inducting employees into the organisation. A new job or moving to a new post is not an easy situation for the new employee, in fact, it is quite challenging. It is important to know that it largely depends on the leaders and co-workers how quickly the new employee will feel as an equal member of the organisation and consequently contribute to its success as much as possible.
Keywords:	- induction - training - leader - education - human resources development

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