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Title:Izboljšava kulture podjetja za doseganje ciljev podjetja
Authors:ID Horvat, Sara (Author)
ID Potočan, Vojko (Mentor) More about this mentor... New window
Files:.pdf MAG_Horvat_Sara_2025.pdf (2,98 MB)
MD5: FF767855201B9F0B1F9FA92ECC995672
 
Language:Slovenian
Work type:Master's thesis/paper
Typology:2.09 - Master's Thesis
Organization:EPF - Faculty of Business and Economics
Abstract:Magistrsko delo obravnava povezavo med organizacijsko kulturo in doseganjem strateških ciljev v srednje velikem podjetju iz IT-sektorja skozi model konkurenčnih vrednot. V središču je vprašanje skladnosti med kulturo, ki jo zasleduje vodstvo, in kulturo, ki jo doživljajo zaposleni, saj razhajanja otežujejo uresničevanje zastavljenih ciljev. Analiza vrednot, poslanstva, vizije in poslovnih ciljev z vidika modela konkurenčnih vrednot pokaže poudarek na kombinaciji klanske in tržne kulture, okrepljene z izbranimi elementi ad hoc kulture. Zaposleni dojemajo kulturo podjetja kot dominantno klansko kulturo (33,6), ki jo dopolnjuje tržna kultura (25,6), ob zmerni prisotnosti ad hoc kulture (21,4) in najnižji izraženosti hierarhične kulture (19,4). Primerjava trenutne in želene organizacijske kulture kaže delno skladnost, a tudi razhajanja. Za hitrejše doseganje ciljev je klanska kultura premočna, ad hoc tip kulture premalo izražen, hierarhičnega tipa pa je več, kot bi pričakovali glede na analizo ciljev. Dojemanje kulture se med zaposlenimi, ki delajo hibridno ali na daljavo, ne razlikuje statistično značilno. Največ podpore potrebujejo dimenzije organizacijsko vodenje, management zaposlenih, organizacijsko lepilo in merila uspeha. Ker je klanska kultura že zadostno podprta, smo se osredotočili na priporočila za razvoj in podporo ad hoc kulturi. Priporoča se uskladitev metrik, nagrajevanja in odločanja z izbranimi poudarki, saj kulturna skladnost zmanjšuje trenja in poveča osredotočenost na rezultate.
Keywords:organizacijska kultura, organizacijski cilji, model konkurenčnih vrednot, IT-sektor, klanska kultura, ad hoc kultura
Place of publishing:Maribor
Publisher:S. Horvat]
Year of publishing:2025
PID:20.500.12556/DKUM-95883 New window
UDC:005.73
COBISS.SI-ID:259757059 New window
Publication date in DKUM:03.12.2025
Views:162
Downloads:64
Metadata:XML DC-XML DC-RDF
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:04.11.2025

Secondary language

Language:English
Title:Improving the company's culture to achieve the company's goals
Abstract:The thesis examines the relationship between organizational culture and the achievement of strategic goals in a medium-sized IT company through the Competing Values Framework. The focus is on the congruence between the culture pursued by senior leadership and the culture experienced by employees, since misalignment hinders goal realization. An analysis of values, mission, vision, and strategic business goals indicates an emphasis on a combination of clan and market cultures, reinforced with selected elements of adhocracy. Employees perceive the culture as predominantly clan (33,6), complemented by market (25,6), with a moderate presence of adhocracy (21,4) and the lowest expression of hierarchy (19,4). A comparison of the current and desired cultures shows partial alignment and some gaps: for faster achievement of goals the clan culture is too dominant, adhocracy is underrepresented, and hierarchy is more pronounced than expected given the goal analysis. Perceptions of culture do not differ significantly between hybrid and remote employees. The areas needing the most support are leadership, people management, organizational glue, and success criteria. As the clan culture is already sufficiently supported, the recommendations focus on developing and supporting adhocracy. Alignment of metrics, rewards, and decision-making with the chosen emphases is recommended, as cultural congruence reduces friction and strengthens focus on results.
Keywords:organizational culture, organizational goals, competing values framework, IT sector, clan culture, adhocracy


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