Grozd kot organizacijski model za razvoj turizma v lokalni skupnosti

Debevc, Iztok

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Title:	Grozd kot organizacijski model za razvoj turizma v lokalni skupnosti
Authors:	ID Debevc, Iztok (Author) ID Kern, Tomaž (Mentor) More about this mentor...
Files:	MAG_Debevc_Iztok_2019.pdf (1,07 MB) MD5: FEB6C86FB572D7345CFF8A594DE5CD53 PID: 20.500.12556/dkum/fc24dc76-1da6-45ff-ae74-39aa341dd687
Language:	Slovenian
Work type:	Master's thesis/paper
Typology:	2.09 - Master's Thesis
Organization:	FOV - Faculty of Organizational Sciences in Kranj
Abstract:	Grozd je sodobna organizacijska oblika medsebojnega povezovanja in deluje na različnih geografskih območjih. V osnovi gre za gospodarsko omrežje, v katero se združujejo podjetja, institucije, druge oblike organizacij in posamezniki, ki želijo prek medsebojnega povezovanja in sodelovanja uresničiti svoje in skupne cilje grozda. Deležniki se združujejo v grozde z dolgoročnimi nameni. Ker vsak izmed njih prispeva znanje in izkušnje s svojega področja, imajo tako vsi večje možnosti za razvoj in napredek ter so tako bolj konkurenčni na lokalnem in globalnem trgu. V lokalni skupnosti Kranjska Gora je prišlo do interesnega združevanja nekaterih deležnikov, ki delujejo na področjih digitalnega marketinga, informacijsko-telekomunikacijske tehnologije, visoko tehnološke infrastrukture, turističnih storitev ter raziskovalne dejavnosti in izobraževanja. Ti želijo z digitalizacijo preoblikovati obstoječi turizem na območju lokalne skupnosti Kranjska Gora. Deležniki so v začetni fazi medsebojnega sodelovanja, zato nimajo vzpostavljene organizacijske oblike, na podlagi katere bi se lahko združevali. Naš namen je bil zato, da v okviru magistrskega dela oblikujemo organizacijski model grozda za razvoj turizma v lokalni skupnosti. Organizacijski model grozda za razvoj turizma v lokalni skupnosti Kranjska smo oblikovali s pomočjo teoretičnih in empiričnih spoznanj. V empiričnem delu smo naredili posnetek in analizo obstoječega stanja organiziranosti deležnikov v turizmu v lokalni skupnosti Kranjska Gora, primerjalno analizo turističnih grozdov iz tujine in oblikovali predlog organizacijskega modela turističnega grozda za lokalno skupnost Kranjska Gora. Organizacijski model grozda oblikujemo po fazah, v okviru katerih je treba določiti vizijo, poslanstvo, cilje, strategijo, organizacijsko obliko in strukturo ter način financiranja. Ugotovili smo, da je najprimernejša organizacijska oblika registriranosti gospodarsko interesno združenje, organizacijsko strukturo pa naj sestavljajo skupščina, nadzorni odbor, upravni odbor in pisarna grozda. Za financiranje grozda je najprimernejša uporaba zasebnih in javnih finančnih sredstev iz različnih virov (članarine, donacije, sponzorstva, prihodki od tržnih in drugih dejavnosti, lokalna, državna in evropska javna sredstva). Zaradi dinamičnega okolja, v katerem deluje grozd, in razvoja dejavnosti je treba preverjati in posledično prilagajati tudi organizacijsko strukturo, za kar je primeren model 7S.
Keywords:	organizacijski model, grozd, turistična destinacija, lokalna skupnost Kranjska Gora
Place of publishing:	Kranj
Year of publishing:	2019
PID:	20.500.12556/DKUM-73888
COBISS.SI-ID:	8135187
NUK URN:	URN:SI:UM:DK:INRHJFSY
Publication date in DKUM:	16.10.2019
Views:	1530
Downloads:	162
Metadata:
Categories:	FOV
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Licences

License:	CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International

Link:	http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:	The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:	26.06.2019

Secondary language

Language:	English
Title:	Cluster as organizational model for development of tourism in local community
Abstract:	A cluster is a modern organizational form of mutual connectedness and operates in different geographical regions. At its core, it is an economic network that brings together companies, institutions, other forms of organizations and individuals who want to realize their personal and mutual goals of the cluster through interconnection and cooperation. The holders merge into clusters with long-term goals. Each of them contributes knowledge and experience from their own field thus ensuring they all have greater opportunities for development and progress, which also makes them more competitive on the local and global market. In the local community of Kranjska Gora, there has been an interesting merger of some holders, which operate in the fields of digital marketing, information and telecommunications technology, high-tech infrastructure, tourist services and research and education. They want to transform existing tourism in the area of the local community of Kranjska Gora using digitalisation. The holders are still in the initial phase of mutual cooperation, which means that they do not yet have an established organizational structure which could serve as the basis for their merger. Thus, our purpose in the master’s thesis was to create an organizational model of the cluster for the development of tourism in the local community. We developed the organizational model of the cluster for tourism development in the local community of Kranjska Gora with the aid of theoretical and empirical findings. In the empirical work, we made a recording and an analysis of the current state of organization of holders in tourism in the local community of Kranjska Gora. Also, a comparative analysis of foreign tourist clusters was conducted and a proposition for the organizational model of the tourist cluster for the local community of Kranjska Gora. The organizational model of the cluster is created through several stages, where the vision, mission, goals, strategy, organizational form and structure and methods of financing need to be properly defined. We have found that the most appropriate organizational form of registry is an economic interest association. The organizational structure should be made up of the assembly, the supervisory board, the board of directors and the cluster office. As far as financing is concerned, the use of private and public funds from various sources (membership fees, donations, sponsorships, revenue from sales and other services, local, state and European public funds) is the most appropriate. Dynamic environment, in which the cluster operates, and the development of the activity ensure that the organizational structure is constantly checked and adapted. The 7S model suits the framework.
Keywords:	organizational model, cluster, tourism destination, local community of Kranjska Gora.

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