SLOVENSKI MANAGERJI IN VODENJE PODJETJA V ČASU GOSPODARSKE KRIZE

Mikolič, Katja

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Title:	SLOVENSKI MANAGERJI IN VODENJE PODJETJA V ČASU GOSPODARSKE KRIZE
Authors:	ID Mikolič, Katja (Author) ID Uršič, Duško (Mentor) More about this mentor...
Files:	MAG_Mikolic_Katja_2013.pdf (3,13 MB) MD5: 5E6F5347E37B8BD55CE22594259FD50F PID: 20.500.12556/dkum/abe7e6f2-f50a-4568-92ea-3f02ec987809
Language:	Slovenian
Work type:	Master's thesis/paper
Typology:	2.09 - Master's Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	Naslov magistrske naloge: »Slovenski managerji in vodenje podjetja v času gospodarske krize« V času gospodarske krize ni lahko biti vodja oz. manager podjetja, saj sodobna podjetniška praksa izkazuje zelo slaba stanja. Stanja kot so: upadanje prodaje, manjša kupna moč, krčenje proizvodnje in/ali storitev, slaba plačilna disciplina, odpuščanje delavcev, slabšanje ugleda podjetja, šibkejša vlaganja v investicije, vstopi mnogih novih konkurenčnih podjetij na naš trg itd. Kljub temu pa bi naj managerjem našteto predstavljalo določen izziv. Vsako takšno gospodarsko stanje je potrebno jemato dovolj resno, da se podjetje ohrani zdravo in se s tem vzdržujejo delovna mesta in ostala pozitiva. Logična posledica bo – narejen velik korak pred konkurenco. Ob pogojih izredno dinamičnega spreminjanja okolja in samega procesa poslovanja, je v ospredju vloga in sposobnost managerja, ki je odločilnega pomena. Manager je tisti, ki mora delovati tako, da podjetje usmerja časovno in prostorsko odprto. Preprosto je potrebno slediti smernicam, ki nam jih narekuje zunanje okolje podjetja in prav tako potrebam v podjetju samem. V nasprotnem primeru nas povozi čas. Velik del, predvsem pa odgovoren del, nosijo managerji. Ti vsekakor niso odgovorni zgolj za dobiček podjetja, opisani izzivi od njih zahtevajo veliko vodstvenih znanj, izkušenj, spretnosti, pozitvnih lastnosti, značilnosti in uporabo managerskih orodij, ki so jim v oporo za lažje premagovanje krize. Naloge, ki jih upravljajo vodje v podjetju, so vse od zaznavanja tržnih trendov, načrtovanja, organiziranja, usmerjanja, kontrole oz. nadziranja, prevzema odgovornosti… Vse z namenom, da se dosežejo ali celo presežejo zastavljeni cilji podjetja. Upravljajo tako s človeškimi kot materialnimi viri v samem podjetju in neizpodbitno dejstvo je, da nova realnost zahteva bistveno nov pogled na svet in vodenje podjetja. Hitre spremembe se ne dajo upravljati s starimi načini vodenja in z rutinerskimi pristopi, zato delo managerja postaja vse bolj zahtevno, predvsem pa nehvaležno. Zakaj nehvaležno? Zato, ker je težko zadovoljiti vse interese udeležencev v podjetju. A tudi temu navkljub, se je potrebno začeti zavedati pomembnosti, da je ravnanje managerjev bistveno, kajti zaposleni oz. podrejeni sledijo nadrejenim. Managerji jim morajo predstavljati dober vzgled, saj bodo zaposleni ravnali v smeri posnemanja managerja. Ambicije in interesi managerjev bi se morale v tem turbolentnem času izražati v ustrezni promociji podjetja ter izdelkov in/ali storitev v njegovem okolju. Pa ne le v smislu oglaševanja, marveč, skozi vodstvo in zaposlene, ki s svojim delovanjem, ustvarja pozitivno sliko oz. podobo podjetja, katero si s tem utrjuje ugled pri zunanjih deležnikih podjetja. Sodobni manager je torej tisti, ki mora slediti uvajanju in izvajanju sprememb. Uspešnost podjetja rezultira delo managerja in vseh zaposlenih, zato bi naj sodobni manager imel čim več vodstvenih lastnosti, značilnosti, znanj in naj bi uporabljal orodja managerja, ki so ključ do uspešnega poslovanja, boljših rezultatov in lažje obvladovanje krize v podjetju. Magistrsko delo je razdeljeno na tri dele in sicer: uvodni del, teoretični in empirični del. Uvodni del zajema opredelitev področja in opis problema, namen in cilje raziskave, temeljne hipoteze, predpostavke in omejitve raziskave ter predvidene metode raziskovanja. Drugi teoretični del zajema štiri poglavja. Prvo poglavje teoretičnega dela opredeljuje krizo v podjetju, razloge za njen razvoj, njene faze in posledice, dobre in slabe strani krize, vrste kriz ter zadnja točka poglavja, kjer se bom navezovala na napake managerja kot ključni notranji vzrok za nastanek krize v podjetju. V tretjem poglavju teoretičnega dela, se bom osredotočila na perečo gospodarsko krizo, na njen nastanek in njene posledice ter značilnosti. Nadalje kakšen vpliv ima gospodarska kriza na mikro nivoju – njen odraz v podjetjih, kjer se kaže v upadu prodaje in prihodkov. V zadnji točki tega poglavja bom govorila o nujnosti ukr
Keywords:	KLJUČNE BESEDE: slovenski managerji, podjetje, vodenje podjetja, gospodarska kriza, obvladovanje krize, managerska znanja, managerske lastnosti, managerske značilnosti, managerska orodja.
Place of publishing:	Poljčane
Publisher:	[K. Mikolič]
Year of publishing:	2013
PID:	20.500.12556/DKUM-40415
UDC:	005
COBISS.SI-ID:	11474460
NUK URN:	URN:SI:UM:DK:SNVZ8NK1
Publication date in DKUM:	22.08.2013
Views:	3498
Downloads:	431
Metadata:
Categories:	EPF
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Secondary language

Language:	English
Title:	SLOVENIAN MANAGERS AND LEADING A COMPANY IN A TIME OF ECONOMIC CRISIS
Abstract:	The title of the master's degree thesis: »Slovenian managers and leading a company in the time of economic crisis«. It is not easy to be a leader or a business manager in the times of economic crisis, as the modern business practices show very poor conditions. Those are declining sales, reduced purchasing power, lowering production and/or services, poor payment discipline, layoffs, deteriorating reputation of the company, the weaker investments in infrastructure, and many new competitive companies entering our market, etc. Nevertheless, everything listed above has to represent a challenge to managers. It is necessary to take any such economic situation seriously enough so that the company maintains healthy and thereby jobs and other positive are maintained. The logical consequence will be that a huge leap ahead the competition will be made. Under the conditions of extreme dynamic change of the environment and business process itself, the role and competences of the manager are crucial. The manager is the one who must act in such a way that he leads the company temporally and spatially opened. The guidelines dictated by the external environment and also the needs of the company itself have to be followed. Otherwise we are run over by time. Managers bear a large part of responsibilities. They are definitely not responsible only for the profits of the company; the challenges described require a lot of managerial knowledge, experiences, skills, positive characteristics, features and use of managerial tools to support them in overcoming the crisis. The functions of the company’s managers are: the perception of market trends, planning, organizing, directing, control or supervision, and taking over the responsibilities, etc. The purpose of their work is to reach or even exceed aims of the company. Managers control both human and material resources within the company itself. The indisputable fact is that the new reality requires a new view on the world and leading a company. Rapid changes cannot be operated with the old leadership styles and routine approaches. Therefore the manager’s work is becoming increasingly more difficult, and especially ungrateful. Why ungrateful? It is difficult to satisfy the interests of all the participants in the company. But despite this, it is necessary to become aware of the importance of the behaviour of managers because employees or subordinates follow their superior. Managers must set a good example, because employees will follow them. In these turbulent times, ambitions and interests of managers should be reflected in the appropriate promotion of the company and the products and/or services in their environment. Not only in terms of advertising, but through the management and employees with their work, and create a positive image of the company to reinforce the reputation with the external company’s stakeholders. The modern manager has to follow the beginning and implementation of changes. Successful company is the result of the work of the manager and all the employees, and for this reason the modern manager has to have many leadership qualities and characteristics. He also has to use managerial tools, which are the key to a successful business, better results and better crisis management in the company. Master's degree thesis is divided into three parts, namely: introduction, theoretical and empirical part. In the introductory part, the definition of the scope and description of the problem, purpose and research objectives, hypotheses, assumptions, limitations of the research and intended research methods are presented. The second theoretical part includes four chapters. In the first chapter of the theoretical part the crisis in the company, the reasons for its development and its consequences, good and bad sides of the crisis, and types of crises are described. In the last section of the chapter, managers’ mistakes as the key internal cause for the crisis in the company are described. In the third chapter of the theoretical part, I focus on the acute economic crisis, its or
Keywords:	Slovenian managers, company, leading a company, economic crisis, crisis management, managerial skills, managerial characteristics, managerial tools.

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