REORGANIZACIJA VELIKEGA POSLOVNEGA SISTEMA

Prelec Bračko, Suzana

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Naslov:	REORGANIZACIJA VELIKEGA POSLOVNEGA SISTEMA
Avtorji:	ID Prelec Bračko, Suzana (Avtor) ID Uršič, Duško (Mentor) Več o mentorju...
Datoteke:	MAG_Prelec_Bracko_Suzana_2013.pdf (3,26 MB) MD5: 5B538E6F239DE394A87F0D7DD337925B
Jezik:	Slovenski jezik
Vrsta gradiva:	Magistrsko delo
Tipologija:	2.09 - Magistrsko delo
Organizacija:	EPF - Ekonomsko-poslovna fakulteta
Opis:	V današnjem, spreminjajočem se in turbulentnem poslovnem okolju je ključnega pomena, da podjetja kot poslovni sistemi spremembe v poslovnem okolju in na trgu, kjer poslujejo, nenehno spremljajo in posledično pripravljajo ustrezni odziv, ki podjetju omogoča začrtano poslovanje in rast. Na ta način si poslovni sistem zagotavlja učinkovito in uspešno gospodarjenje ter želen razvoj poslovanja. V magistrski nalogi smo raziskali organizacijske spremembe kot posledice reorganizacije v velikem poslovnem sistemu ter vpliv učinkov izvedene reorganizacije na poslovanje poslovnega sistema, in sicer na primeru podjetja Telekoma Slovenije. Kot velja za večino podjetij, se tudi Telekom Slovenije srečuje z nenehnimi tržnimi in tehnološkimi spremembami v dinamičnem in konkurenčnem okolju. Zadnje desetletje so se okoliščine, v katerih deluje in posluje, še posebej temeljito spremenile. Obdobje (desetletja) stabilne rasti prihodkov, kar je bila delno posledica monopolnega položaja na številnih trgih in predvsem povpraševanja po klasičnih govornih storitvah, sta v sredini zadnjega desetletja zaznamovala trend naraščanja povpraševanja po internetnih storitvah in izrazit razmah poslovanja in delovanja konkurentov. Pojavili so se novi ponudniki storitev, ki so s ponudbo bolj ali manj uspešno sledili in pridobivali tržni delež. K temu je bistveno pripomogel tudi regulator, ki je z ukrepi za demonopolizacijo trga občutno vplival na pogoje delovanja operaterjev na trgu. Poleg tega je razvoj tehnologij in predvsem navad uporabnikov pripomogel k preusmeritvi fokusa s povsem govornih komunikacijskih storitev na širokopasovne storitve s poudarkom na internetni komunikaciji na masovnem trgu oziroma na personaliziranih storitvah z bistveno višjo uporabnostjo, kompleksnostjo in višjo dodano vrednostjo na področju storitev za poslovne uporabnike. Telekom Slovenije se je kot velik poslovi sistem moral otresti percepcije o togosti in rigidnosti, kar je dosegel z ustreznimi spremembami v svoji organiziranosti oz. organizacijski strukturi skozi leta svojega obstoja. Od leta 2004 je za Telekom Slovenije značilno intenzivnejše prilagajanje organiziranosti razmeram in dogajanjem v njegovem okolju. Zlasti zaostrovanje konkurence, zasičenost telekomunikacijskega trga ter vse večja integracija ponudnikov klasičnih in novih telekomunikacijskih storitev so bili tisti dejavniki, ki so pripeljali do strateško pomembne reorganizacije v Telekomu Slovenije, ki je imela za posledico pripojitev in konsolidacijo poslovanja hčerinske družbe Mobitel k matični družbi Telekom Slovenije julija 2011. Združitev obeh družb v enoten velik poslovni sistem naj bi prinesla številne prednosti, ki bi se navzven odražale predvsem v enotnejšem nastopu Telekoma Slovenije na trgu telekomunikacij z razširjenim naborom storitev in konvergenčnih paketov, navznoter pa v bolj prilagodljivi organizacijski strukturi ter v optimizaciji poslovnih dejavnosti in poslovnih procesov ter vseh vrst stroškov. Z raziskavo smo tako proučili vpliv izvedene reorganizacije na učinkovitost in uspešnost gospodarjenja obravnavanega velikega poslovnega sistema pred in po izvedeni reorganizaciji, na izboljšanje njegove konkurenčnosti v smislu zadržanja ali dviga tržnega deleža nosilnih storitev na trgu telekomunikacij glede na obdobje pred in po izvedeni reorganizaciji ter ne nazadnje na organizacijsko klimo v obravnavanem poslovnem sistemu. Prišli smo do zaključka, da je bil vpliv reorganizacije pozitiven, pri čemer je treba opozoriti, da bodo njeni učinki prišli dejansko do izraza v daljšem časovnem obdobju. Raziskava je namreč bila omejena na relativno kratko obdobje. Temu primerno so tudi učinki izvedene reorganizacije manj izraziti, nedvomno pa so trend obrnili v začrtano smer, predvsem v smislu učinkovitosti kot tudi glede konkurenčnosti in klime obravnavanega poslovnega sistema.
Ključne besede:	Reorganizacija, organizacija, organizacijska struktura, organizacijska sprememba, organizacijska kultura, organizacijska klima, učinkovitost poslovanja, uspešnost poslovanja, konkurenčnost, tržni deleži.
Kraj izida:	[Maribor
Založnik:	S. Prelec Bračko
Leto izida:	2013
PID:	20.500.12556/DKUM-42834
UDK:	005.7
COBISS.SI-ID:	11608860
NUK URN:	URN:SI:UM:DK:TDELFROO
Datum objave v DKUM:	19.12.2013
Število ogledov:	2187
Število prenosov:	354
Metapodatki:
Področja:	EPF
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Vaša ocena:	Ocenjevanje je dovoljeno samo prijavljenim uporabnikom.
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Sekundarni jezik

Jezik:	Angleški jezik
Naslov:	REORGANISATION OF A LARGE BUSINESS SYSTEM
Opis:	In today’s changing and turbulent business environment it is of key-importance that companies as business systems constantly follow changes in the business environment and market, where they operate, and consequently prepare a proper response that enables the company to operate and grow as planned. This way the business system assures effective and successful management and the desired development of business operations. I the thesis we have performed a research of organizational changes as consequences of reorganization in a large business system and the impact of effects of the performed reorganization on the operations of the business system in the case of the company Telekom Slovenije. As with most businesses Telekom Slovenije also faces constant market and technological changes in the dynamic and competitive environment. In the last decade the circumstances, under which Telekom Slovenije functions and operates, have changes especially radically. The period (decades) of stable growth of incomes, which was partially the consequence of monopoly on numerous markets and especially of the demand for traditional voice services, was in the middle of the past decade marked by the trend of growing demand for internet services and outstanding expansion of the operations and activities of competitors. New service providers, who have with their offer more or less successfully compete and gained market share, have appeared. This was also highly influenced by the regulator, who has with measures for demonopolisation of the market heavily impacted the conditions for the business activities of operators on the market. In addition the technological development and the development of user habits have contributed to the swift of the focus from entirely voice based service communication to broadband services with emphasis on internet communication on the mass market or on personalized services with much higher usability, complexity and higher added value in the field of services for business users. Telekom Slovenije as a large business system had to get rid of the perception of stiffness and rigidity, which he has achieved with proper changes in its organization or its organizational structure during the years of its existence. After 2004, for Telekom Slovenije is typical more invasive adaptation of the organization to conditions and activities in its environment. Especially the intensification of the competition, the saturation of the telecommunications market and the growing integration of providers of classic and new telecommunication services were the factors that have led to the strategically important reorganization in Telekom Slovenije, the consequence of which was the annexation and consolidation of the activities of the subsidiary company Mobitel to the parent company Telekom Slovenije in July 2011. The merger of both companies into one unified large business system should have numerous advantages which would externally primarily manifest in a more unified appearance of Telekom Slovenije on the telecommunication market with an extended plate of services and convergence packages and internally in a more flexible organization structure and in the optimization of business activities, business processes and all kinds of costs. With our research we have therefore studied the influence of the performed reorganization on effectiveness and successfulness of the management of the discussed large business system before and after the reorganization, on the improvement of the system’s competitiveness in terms of keeping and expanding its market share in carrying services on the telecommunication market regarding the period before and after the reorganization and on the organizational climate in the discussed business system. We came to the conclusion that the influence of the reorganization was positive, where we have to stress out that its effects will actually come to the fore in a longer period of time. The research was namely limited to a relatively short period. Accordingly are also the effects of the performed organizati
Ključne besede:	Reorganization, organization, organizational structure, organizational change, organizational culture, organizational climate, effectiveness of business operations, successfulness of business operations, competitiveness, market shares.

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