VLOGA MANAGEMENTA SPREMEMB V RAZVOJU PROCESNE ZRELOSTI ORGANIZACJE

Cebek, Tanja

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Title:	VLOGA MANAGEMENTA SPREMEMB V RAZVOJU PROCESNE ZRELOSTI ORGANIZACJE
Authors:	ID Cebek, Tanja (Author) ID Potočan, Vojko (Mentor) More about this mentor...
Files:	MAG_Cebek_Tanja_2014.pdf (1,45 MB) MD5: C26B5765BDE2E5D55936CC2B7B857B42
Language:	Slovenian
Work type:	Master's thesis/paper
Typology:	2.09 - Master's Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	Podjetja so vsakodnevno izpostavljena spremembam v okolju, ki jih je vedno težje predvideti in nadzorovati. Podjetja so tako postavljena pred zahtevo po sprotnem, nenehnem in učinkovitem prilagajanju spremembam. Konkurenčnost ni več odvisna le od stroškovne učinkovitosti in kakovosti proizvodov, temveč vedno bolj od prilagodljivosti proizvodnje in odzivnosti podjetij. Odgovor na zahtevo po prilagodljivosti, odzivnosti, prožnosti, inovativnosti ter učinkovitosti in uspešnosti je procesna organiziranost podjetij, ki s poudarkom na optimizaciji in prilagajanju procesov omogoča poslovanje, usmerjeno h kupcu. Z željo po preživetju in razvoju se podjetja srečujejo z zahtevo po prenovi poslovanja z namenom doseganja čim večje učinkovitosti poslovnih procesov. Procesna organiziranost podjetja omogoča doseganje velike stopnje odzivnosti na spremembe, vendar pa je učinkovita le takrat, ko ima tak sistem delovanja podporo vseh zaposlenih. Za uspešno uvajanje sprememb skrbi management sprememb, ki je odgovoren za planiranje, vodenje in kontroling sprememb ter za vključitev in motivacijo vseh zaposlenih. Kadar so zaposleni pripravljeni žrtvovati čas in potrebno energijo za dosego novih ciljev, je sprememba uspešno uvedena. Procesno delovanje zahteva plosko procesno organiziranost, zaupanje med sodelujočimi v podjetju, podjetnost, inovativnost, prenos odločanja in odgovornosti, nenehno učenje in prenos znanj med zaposlenimi. Skladnost med navedenimi vidiki vpliva na stopnjo procesne zrelosti podjetja, pri čemer večja skladnost pomeni višjo stopnjo procesne zrelosti, večjo prilagodljivost spremembam ter večjo učinkovitost in uspešnost poslovni procesov ter podjetja. Procesna organiziranost podjetja ni zgodba, ki se z reorganizacijo zaključi. Managerji morajo nenehno motivirati in spodbujati zaposlene, da se lahko ohranja procesno delovanje podjetja. Če sodelujoči v timu izgubijo zagon in vodenje ter odločanje ponovno prevzame management, je procesno delovanje podjetja ogroženo. Po drugi strani pa procesno delovanje zaposlenih prinaša razvoj in stopnjevanje procesne zrelosti podjetja na višjo raven. Model raziskave procesne zrelosti, ki ga bomo uporabili v nalogi, podjetjem pomaga oceniti stopnjo procesne zrelosti, v kateri se nahaja. Ugotovitve na podlagi modela lahko management podjetja izkoristi ter poišče rešitve in ukrepe za lastni razvoj in napredek.
Keywords:	organizacija, procesna organiziranost, poslovni proces, prenova poslovnih procesov, zrelost procesne organizacije, stopnja zrelosti procesne organizacije, management sprememb, organizacijske spremembe, model organizacijske zrelosti, vidiki organizacijske zrelosti podjetja.
Place of publishing:	Maribor
Publisher:	[T. Cebek]
Year of publishing:	2014
PID:	20.500.12556/DKUM-46842
UDC:	005.4
COBISS.SI-ID:	11917084
NUK URN:	URN:SI:UM:DK:M2BUZZVC
Publication date in DKUM:	28.01.2015
Views:	2158
Downloads:	377
Metadata:
Categories:	EPF
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Secondary language

Language:	English
Title:	THE ROLE OF CHANGE MANAGEMENT IN THE DEVELOPMENT PROCESS MATURITY OF THE ORGANIZATION
Abstract:	Every day, companies experience changes in their environment that are getting harder to predict and control. They are confronted with the demand of simultaneous, constant and efficient adapting to change. Competitiveness no longer depends on cost efficiency and product quality alone – it depends increasingly on the adaptability and responsiveness of company’s production. The demand for adaptability, responsiveness, flexibility, innovation, efficiency and effectiveness can be met through process-focused organisation, which based on optimisation and process adaptation, enables buyer-oriented operation. In their ambition for survival and development, companies are confronted with the demand for business refurbishment in order to achieve the maximum level of business process efficiency. Process-focused organisation enables a high level of responsiveness to change, but its efficiency depends on the support of all employees. Changes can be implemented effectively through change management, which plans changes, manages and controls them as well as involves all employees and motivates them. Once employees are willing to sacrifice their time and the required energy to achieve new goals, a change has been implemented successfully. Process-focused operations require flat process-focused organisation, trust among all participants in the company, ambition, innovation, transfer of decision-making and responsibility, constant learning and transfer of knowledge among employees. Compliance of these aspects influences the level of process maturity in an organisation. Higher compliance represents higher level of process maturity, higher adaptability to change and higher efficiency and effectiveness of business processes and the company. Process-focused organisation in a company is not completed once the reorganisation is done. Managers have to keep motivating and encouraging employees to maintain process-focused operations. If team members lose their motivation and if the decision-making role goes back to management, process-focused operations in the company are endangered. When all employees continue to operate in a process-focused way, the process maturity in the organisation is brought to a higher level. The research model of process maturity used in this thesis will help companies evaluate their level of process maturity. Corporate management will be able to use these findings to identify the right solutions and measures for their development and progress.
Keywords:	organisation, process-focused organisation, business process, business process refurbishment, process maturity of an organisation, level of process maturity in an organisation, change management, organisational changes, organisational maturity model, aspects of organisational maturity in a company.

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