Stil vodenja in organizacijska energija na furs

Jurše, Martin

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Title:	Stil vodenja in organizacijska energija na furs
Authors:	ID Jurše, Martin (Author) ID Šarotar Žižek, Simona (Mentor) More about this mentor... ID Čančer, Vesna (Comentor)
Files:	MAG_Jurse_Martin_2024.pdf (4,83 MB) MD5: 7EBFD7DCF3E37F55BD10C63927320469
Language:	Slovenian
Work type:	Master's thesis/paper
Typology:	2.09 - Master's Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	Pri doseganju ciljev organizacije, tako v poslovnem kot v javnem sektorju, ima uspešnost zaposlenih pomembno vlogo pri doseganju teh ciljev. Od uspešnosti teh zaposlenih je odvisno uresničevanje načrtov, ki jih oblikujejo in izdajajo vodilni v organizaciji. Cilje, ki jih pričakujeta vodstvo in organizacija, je mogoče doseči, po drugi strani pa, če uspešnost zaposlenih ni dobra, pričakovanja in cilji vodstva in organizacije ne bodo doseženi. Uspešnost kot dejanja ali vedenje, ki so povezana s cilji, ki jih želi organizacija doseči. Če vedenje in dejanja zaposlenih ustrezajo organizacijskim ciljem, bo te cilje lažje doseči, če pa vedenje in dejanja zaposlenih ne ustrezajo organizacijskim ciljem, bo organizacijske cilje težko ali nemogoče doseči. Na uspešnost zaposlenega vplivajo številni dejavniki, in sicer: njegove sposobnosti, osebna motivacija, osebna podpora, prisotnost na delovnem mestu, ter odnos z organizacijo oziroma odnos s podjetjem. Vodenje ima osrednjo vlogo pri upravljanju in je potrebno v vseh organizacijah, da bi preprečili kaos. To vlogo običajno prevzame posameznik, znan kot vodja, njegov pristop pa je odvisen od posebnih okoliščin v organizaciji. Različne razmere zahtevajo različne stile vodenja, vodje pa morajo upoštevati tudi organizacijsko energijo, ki je sila, ki podjetje žene k doseganju njegovih ciljev. Da bi organizacija bila uspešna, mora imeti visoko raven pozitivne energije. V Sloveniji to energijo merimo vsako leto od leta 2016, po začetnih meritvah leta 2006. Na Finančnem uradu Maribor smo ocenili organizacijsko energijo in ugotovili, da v organizaciji prevladuje energija udobne inertnosti. Izračunan je bil indeks organizacijske energije, ki znaša 1,89 točke, kar je nižje od povprečja javnega sektorja ali nacionalne ravni. Ugotovljeno je bilo, da demokratičen stil vodenja ima statistično značilno pozitiven vpliv na prisotnost produktivne energije na FU Maribor, hkrati smo delno potrdili da birokratičen stil vodenja ima statistično značilen negativni vpliv na prisotnost udobnostne energije. Podani so bili ukrepi za dvig produktivne energije. Vodjem je bilo predlagano prilagajanje stila vodenja glede na energetska stanja posameznih sektorjev, sej so nekateri zaposleni zadovoljni s izbranim stilom vodenja njihovega vodje.
Keywords:	Vodenje, stili vodenja, modeli vodenja, organizacijska energija, javni sektor
Place of publishing:	Maribor
Publisher:	M. Jurše
Year of publishing:	2024
PID:	20.500.12556/DKUM-89809
UDC:	005:35
COBISS.SI-ID:	210246403
Publication date in DKUM:	04.10.2024
Views:	149
Downloads:	134
Metadata:
Categories:	EPF
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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:	13.08.2024

Secondary language

Language:	English
Title:	Leadership styles and organizational energy at furs
Abstract:	In achieving corporate objectives, in both the business and public sectors, employee performance plays an important role in achieving these objectives. The performance of these employees is a key factor in the achievement of the plans formulated and issued by the company's managers. The objectives expected by management and the company can be achieved, but on the other hand, if the performance of the employees is not good, the expectations and objectives of management and the company will not be achieved. Performance as actions or behaviours that are related to the goals the organisation wants to achieve. If the behaviour and actions of employees are aligned with organisational goals, these goals will be easier to achieve, but if the behaviour and actions of employees are not aligned with organisational goals, organisational goals will be difficult or impossible to achieve. Individual performance is influenced by a number of factors: individual skills, personal motivation, personal support, presence in the workplace, and relationship with the organisation or the company. Leadership plays a important role in management and is necessary in all organisations to prevent chaos. This role is usually taken on by an individual known as the leader, whose approach depends on the specific circumstances of the organisation. Different situations call for different leadership styles, and leaders must also take into account organisational energy, which is the force that drives a company to achieve its goals. For an organisation to be successful, it needs to have a high level of positive energy. In Slovenia, this energy has been measured annually since 2016, following initial measurements in 2006. At the Maribor Finance Office, we assessed the organisational energy and found that the energy of comfortable inertia dominates the organisation. An organisational energy index was calculated, which is 1.89 points, which is lower than the average of the public sector or the national level. It was found that the democratic leadership style has a statistically significant positive impact on the presence of productive energy at the FU Maribor, while at the same time we partially confirmed that the bureaucratic leadership style has a statistically significant negative impact on the presence of comfort energy. Measures to increase productive energy were given. Managers were suggested to adapt their leadership style according to the energy status of their sectors, and some employees were satisfied with their manager's chosen leadership style.
Keywords:	Leadership, leadership styles, leadership models, organisational energy, public sector.

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