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Title:Agilni management človeških virov in agilni stil vodenja
Authors:ID Ivajnšič, Betina (Author)
ID Šarotar Žižek, Simona (Mentor) More about this mentor... New window
Files:.pdf MAG_Ivajnsic_Betina_2020.pdf (1,61 MB)
MD5: E6CB6062CF0BAA5B01EC19949A1ECB6D
PID: 20.500.12556/dkum/cf9c0a86-89e3-4152-ba45-073e354e8494
 
Language:Slovenian
Work type:Master's thesis/paper
Typology:2.09 - Master's Thesis
Organization:EPF - Faculty of Business and Economics
Abstract:Današnje ekonomsko, poslovno in tehnološko okolje organizacij po celem svetu je izjemno hitro spominja. Organizacije se poskušajo odzivati in prilagoditi na te spremembe, da bi lahko zagotovile svoj obstoj tudi v prihodnosti. Namreč, fleksibilne organizacije imajo boljše možnosti za preživetje. Tradicionalno je agilnost opredeljena kot sposobnost hitrega in enostavnega gibanja. V povezavi s managementom človeških virov pa pomeni agilnost sposobnost prilagajanja in razvoja ljudi in procesov, kar je posledica hitrih in nepredvidljivih sprememb v zunanjem in notranjem okolju organizacije. Agilnost v organizaciji obstaja na individualni, strateški in organizacijski ravni in je danes že postaja del vsakdanjika večine organizacij. Namreč, spodbuja organizacijo, da se nauči na spremembe v okolju gledati kot na priložnosti, se na njih hitro odzove in jih spremeni v lastne koristi, ki ji prinašajo konkurenčno prednost na trgu. Z agilno miselnostjo se organizacije osredotočajo na svoje zaposlene, se lažje soočajo z različnimi izzivi, proces učenja in usposabljanja postane hitrejši ter bolj učinkovit, pa tudi na spremembe se odzivajo hitreje in bolj pozitivno. Agilni pristopi in prakse povečujejo fleksibilnost in avtonomija dela, s nenehnim kroženjem povratnih informacij. Delo poteka v samoorganizirajočih funkcionalnih timih, kjer je odločanje razpršeno med delavce in ni več tako centralizirano kot v preteklosti. Avtonomija poviša stopnjo motivacije, motivirani zaposleni pa so bolj uspešni člani tima, in so se tako pripravljeni tudi učiti in so željni tudi sami izboljšati sebe, svoje znanje in sposobnosti, ter s tem tudi svoje delo. Vodja agilne transformacije v organizaciji je agilni vodja, ki spodbuja, pomaga in vodi ostale skozi novosti agilnosti. Po pregledu literature smo potrdili prvo hipotezo, da v organizaciji lahko vzpostavimo agilni management človeških virov. S preverjanjem druge hipoteze smo ugotovili, da agilni management človeških virov zahteva agilnega vodjo kadrovskega oddelka. Tretja hipoteza pa je preverjala, ali agilni management človeških virov vodi k povečanju uspešnosti v organizaciji. Vse tri postavljene hipoteze smo sprejeli. Ne glede na to pa je pomembno izpostaviti, da je pojem agilnost in agilni management precej novo področje, na katerem še ne ostaja veliko praktičnih primerov in še je vedno v začetnih fazah raziskovanja in obravnave. Vsekakor je to področje, ki ostaja odprt problem in je tako tema za nadaljnjo raziskovanje. Na temelju pregleda dostopne znanstvene in strokovne literature smo oblikovali model agilne transformacije za organizacijo in proces razdelili v tri stopnje, ki so načrtovanje agilne transformacije, implementacija agilne transformacije ter zadnja, analiza in vzdrževanje agilne transformacije.
Keywords:management človeških virov, agilnost, agilni management človeških virov, agilni stil vodenja, agilna transformacija
Place of publishing:Maribor
Publisher:[B. Ivajnšič]
Year of publishing:2020
PID:20.500.12556/DKUM-77116 New window
UDC:005.9
COBISS.SI-ID:36105731 New window
NUK URN:URN:SI:UM:DK:EX6NCRFM
Publication date in DKUM:06.11.2020
Views:1953
Downloads:402
Metadata:XML DC-XML DC-RDF
Categories:EPF
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Licences

License:CC BY 4.0, Creative Commons Attribution 4.0 International
Link:http://creativecommons.org/licenses/by/4.0/
Description:This is the standard Creative Commons license that gives others maximum freedom to do what they want with the work as long as they credit the author.
Licensing start date:17.08.2020

Secondary language

Language:English
Title:Agile human resource management and agile leadership
Abstract:Today’s economic, business, and technological environment of organizations around the world is changing remarkably fast. Organizations are trying to respond and adapt to these changes so that they can make sure of their existence in the future. After all, flexible organizations have better chances of survival. Traditionally, agility is defined as the ability to move quickly and easily. In connection with human resource management, agility means the ability to adapt and develop people and processes, which is the result of rapid and unpredictable changes in the external and internal environment of the organization. Agility in an organization exists on an individual, strategic, and organizational level and is now becoming part of the daily lives of most organizations. Namely, it encourages the organization to learn to look at changes in the environment as opportunities, respond to them quickly and turn them into their own benefits, which brings the organization a competitive advantage in the market. With an agile mindset, organizations focus on their employees, face different challenges more easily, the learning and training process becomes faster and more efficient, and they also respond to changes faster and more positively. Agile approaches and practices increase the flexibility and autonomy of work, with a constant circulation of feedback. The work takes place in self-organizing functional teams, where decision-making is dispersed among workers and is no longer as centralized as in the past. Autonomy increases the level of motivation, and motivated employees are more successful members of the team, and are thus willing to learn and are also eager to improve themselves, their knowledge and skills, and thus their work. An agile transformation leader in an organization is an agile leader who encourages, helps, and guides others through the innovations of agility. After reviewing the literature, we confirmed the first hypothesis that we can set up agile human resource management in an organization. With the second hypothesis, we found that agile human resource management requires an agile leader of the human resources department. With the third hypothesis, we found that agile human resource management leads to increased performance in the organization. Thus, we accepted all three hypotheses. Nevertheless, it is important to point out that the concept of agility and agile management is a new field in which there are not many practical examples yet and it is still in the first stages of research and discussion. Certainly, this is an area that remains an open problem and is thus a topic for further research. In the last chapter, with the help of a review of various literature, we designed a model of agile transformation and divided the process into three stages, which are planning, implementation and the last stage, analysis, and maintenance.
Keywords:human resource management, agility, agile human resource management, agile leadership, agile transformation


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