20,509 research outputs found

    Menadžment poslovnih procesa i znanja u hrvatskim poduzećima

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    Contemporary companies function in constantly changing and highly turbulent business environment which is the cause of a constant need for change and learning at individual, group, organizational as well as interorganizational level (61). Organizational learning is considered to be one of the most promising concepts in modern managerial literature. According to de Geus ‘ability to learn faster than your competitors might be the only sustainable competitive advantage you have’ (11). Dimovski (12) provides an overview of previous research and identifies four perspectives on organizational learning. His model manages to merge informational, interpretational, strategic and behavioral approach to organizational learning and defines it as a process of information acquisition, information interpretation and resulting behavioral and cognitive changes, which should in turn have an impact on organizational performance. In recent research, another measurement variable for organizational learning emerged – Information quality (18). Another research topic introduced in this research was determination and evaluation of the business process orientation construct. Although definitions of the business process orientation vary, we adopt the McCormack’s and Johnson’s (2001) definition of process orientation: An organization that, in all its thinking, emphasizes process as opposed to hierarchies with a special emphasis on outcomes and customer satisfaction. McCormack and Johnson (2001) conducted an empirical study to explore the relationship between BPO and enhanced business performance. The research results showed that BPO is critical in reducing conflict and encouraging greater connectedness within an organization, while improving business performance. The more business process oriented an organization, the better it performs both from an overall perspective as well as from the perspective of the employees. The BPO construct describes a four-step pathway for systematically advancing business processes along the maturity continuum (Ad Hoc, Defined, Linked, and Integrated level). Each step builds on the work of the previous steps to apply improvement strategies that are appropriate to the current maturity level. It is important to note that trying to skip maturity levels is counter-productive, since each level builds a foundation from which to achieve the subsequent level. An organization must evolve through these levels to establish a culture of process excellence. The goal of our contribution was to test differences in the way companies learn and perceive their business process orientation in Slovenia and Croatia. During September and October 2005 questionnaires were distributed to Slovenian and Croatian companies with more than 50 employees. In Slovenian case, 203 completed questionnaires were returned (which accounts for 16.5% response rate) while in Croatia 202 completed questionnaires were returned to the research group (which accounts for 11.5% response rate). Received questionnaires from both countries allow us to compare the results and to implicitly test the impact of various country-based factors on the organizational learning phenomena. Using data gathered from two independent samples (Slovenia and Croatia) analysis of variance method and t-test were used in order to get the answer to our research question relating to differences in organizational learning and business process orientation between Slovenian and Croatian companies. Results indicate that Slovenian and Croatian companies differ only in 17 out of 48 items considering organizational learning research – especially in the way they acquire information and the way they perceive behavioral and cognitive changes currently under place. Croatian companies are more outward directed when acquiring information and are witnessing more turbulent changes in their internal as well as external business environment. Nevertheless, there are much more similar traits in the way Slovenian and Croatian companies learn than there are dissimilarities. However, there are some indications that Slovenian companies already bridged the transition period, while majority of Croatian companies still has to cross that bridge. Data analysis considering second part of the research revealed some important aspects of business process orientation in Slovenia and Croatia. It showed that Slovenian companies have reached slightly higher maturity level than Croatian companies, which was not surprising considering Croatian contemporary history. Though statistically significant, the difference is not large and the general state of the BPO in both countries is promising. Still, a lot is left to change and improve in order to transform the companies into process-oriented ones. The investigation also revealed some differences between both counties. Slovenian companies give more emphasis to the quality of process data and have monitoring and control systems in place to assure it. Besides that jobs are more frequently multidimensional and not just simple tasks in Slovenia then in Croatia. This is important aspect of process orientation whereby employees need to be equipped with wide arsenal of knowledge and skills in order to participate in different areas of a process. To realize BPO projects, most companies use different business process modelling/management methods and tools, which integrate components for static and dynamic modelling, measuring and monitoring the performance of the processes, as well as enabling the transformation of business process diagrams into tailor-made applications supporting the execution of workflows. The focus of this paper is to discuss the application of business process oriented concepts in different areas, depending on different projects' objectives and goals. The paper provides the results of a search in literature as well as a summary and comparison of features concerning business process modelling and business process management tools, placing them within an empirically derived framework.menadžment poslovnih procesa, menadžment znanja

    MENADŽMENT I STRATEGIJA

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    Integrated Quality Management Model on the Example of Destination Split

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    Integrated Quality Management (IQM) is argumentative and efficient method proposed by the European Commission to reach and maintain tourist products and services quality in destinations. The paper presents IQM possibilities and phases in Split where tourism could base on events and contents quality and diversity, gastronomic and catering offer or destination cleanliness and ecological acceptability. Split should accept proved quality improvement method and adopt European IQM model. Benchmarking Split with Stockholm, IQM method implementation is suggested for Split to keep its comparative advantages and enable long-term market competitiveness. Adopting IQM method completes value chain of Split tourism, depending on cooperation of all included in tourist activity: local and state authorities, tourism entrepreneurs, local population. Establishing institutional leader as destination management organisation, Split provides cooperation and partnership. Three development scenarios for Split were compared and repositioning suggested on all levels by stressing quality aspect.quality management, destination, benchmarking, partnership

    The influence of human resource management on improvement of business ethics

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    In this paper the importance of practice of human resource management as of a significant driver of business ethics in companies has been considered. The basic premise of the paper is the fact that the company’s main source of unethical behaviour is situated in its people’s activities which further implies that many measures aimed to apply and improve business ethics belong to the domain of human resource management. Based on research results on a sample of 36 enterprises, the paper attempts to answer important questions as: what are the problems regarding business ethics facing human resource experts and to what extent the existing human resource management practices influence the application and improvement of business ethics in Serbian enterprises.Business ethics, human resource management, ethical workplace, employees., Labor and Human Capital, M12, M50,

    Trends in croatian hotel industry

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    Tourism and hotel business is becoming one of the leading industries of the world. Therefore, an increased attention needs to be paid to the study of trends in tourism because they determine the trends in hotel industry. The purpose of the paper is to point out the importance of hotel industry as one of the most important elements of development in tourist economies. The paper aims at introducing the newest trends in modern hotel industry and offering a review of the recent trends of demand and the directions of hotel industry development. The importance of hotel industry on both micro and macro, i.e. global level is increasing. Besides a series of theoretical representations and conclusions, this paper brings some concrete data and examples from practice in hotel management.tourism industry, trends, European Union, perspectiveness, small country

    Ethical challenges of the globalization process

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    Whereas roots of globalization are far reaching, it is primarily a modern age phenomenon. Modern business operation and the world economy are characterized by domination of multinational corporations, strong presence of the government in economy and the long-term tendency towards globalization in manufacturing, trading and consumption in the world. Containing both risks and opportunities, globalization is a problem of manifold nature. For some it means regression and falling into “neocolonialismâ€, the others glorify it. It is logical to ask the following questions: What are the consequences of globalization for governments, nations, companies and individuals? What are the business, social and ethical issues it causes? In one word, is it possible to be ethical, to avoid and correct “bad†and keep “good†consequences of total phenomena as the globalization, and whether it is rewarding in the increasing market competition?Globalization, ethics, strategy of business ethic, corporative responsibility, behavior., Research and Development/Tech Change/Emerging Technologies, A13, F23, M14,

    Važnost korporativnog poduzetništva i ljudskih potencijala te njihov utjecaj na učinkovitost poduzeća

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    Ovim radom prvenstveno je dan teorijski prikaz korporativnog poduzetništva. Povrh toga, rad se dotiče veze između korporativnog poduzetništva i ljudskih potencijala te njihovog sinergijskog utjecaja na učinkovitost zaposlenika i poslovanja suvremenih poduzeća. Prikazane su različite osobine korporativnog poduzetništva, definirane su važnost i faktori koji utječu na razvoj poduzetništva u određenom poduzeću. Također, provedenim istraživanjem nastoje se dokazati hipoteze vezane uz poticanje poduzetničkog načina razmišljanja u poduzećima te utjecaj korporativnog poduzetništva na performanse zaposlenika i ostatka poduzeća. Istraživanje je provedeno na uzorku od 120 namjerno odabranih zaposlenika hrvatskih poduzeća različitih veličina i djelatnosti. Glavni zaključak donesen na temelju istraživanja pokazuje da korporativno poduzetništvo ima pozitivnu vezu s poboljšanim učinkom zaposlenika i poslovanja poduzeća

    SALES ORGANIZATION AND FUNCTIONALITY IN COMPANIES ON THE INDUSTRIAL MARKET IN BOSNIA AND HERZEGOVINA

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    Selling and sales management is a new discipline and its importance is growing since companies are becoming more and more marketing oriented. The problem of modern business is not how to produce but how to sell the product. It means that there is no successful personal sale without effective sales management because more and more products need to be brought closer to the customer in the selling process. In this paper I will focus on one aspect of selling and sales management, sales organization and functionality. There are two methods of sales organization and functionality, empirical method and scientific method. The purpose of my research was to find out if the sales organization and functionality in Bosnia and Herzegovina companies was in accordance with the scientific method or empirical method. Despite the fact that the sources on selling and sales management are mostly focused on B2C (business to customer) market, my research was focused on B2B (business to business) market companies in order to find out if the theoretical aspects on sale and sales management on B2C market are applicable on B2B market. The objects of my research are five leading companies on Bosnian and Herzegovina industrial market.sales management, sales organization, marketing orientation, scientific method, empirical method.

    Market Orientation of Theatres in Bosnia and Herzegovina

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    Market orientation has lately become one of the major research issues in Bosnia and Herzegovina, mainly because of the country transition to market economy. This process requires essential changes in business behavior of organizations which need to become market oriented. Our study measures the level of market orientation of theaters in Bosnia and Herzegovina. We tried to find out up to which level theaters in Bosnia and Herzegovina implement activities known as intelligence generation, intelligence dissemination and responsiveness. Research results show that the level of market orientation is, according to three MARKOR subscales, low. Theaters collect information from their environments and they have a certain process of organizational communication which results in the level of functional compatibility of (re)actions aimed to the market. Nevertheless, the conclusion is that all the analyzed activities are in their early stages of development.market orientation, business behavior

    Primjena vizualnog menadžmenta u proizvodnim poduzećima

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    Tema završnog rada je bio vizualni menadžment s posebnim naglaskom na alatima vizualnog menadžmenta i promjenama koje donosi njegova uporaba u nekom poduzeću ili organizaciji. što se alata tiče vidi se kroz priložene primjere da su oni vrlo raznoliki te da njihova upotreba ovisi o ljudskoj volji i maštovitosti. Drugim riječima, mi sami odlučujemo da li će nam neka slika, dijagram, ljepljiva traka, Lego kockice kao u General Motorsu ili nešto drugo biti od značaja kao alat vizualnog menadžmenta. Govoreći o alatima vizualnog menadžmenta dotaknuo sam se i metode 5S. Metoda 5S ima izrazito vizualnu prirodu, sa jakim utjecajem vizualnog menadžmenta. Metoda 5S govori o organizaciji na radnom mjestu, o čistoći i redu, o disciplini te o konstantom održavanju takvoga stanja. Bitno je dakle da na radnom mjestu nema nereda, da su sve komponente i faktori važni za rad pregledni i na svom određenom mjestu kako bi lakše pojedinac ili skupina mogla funkcionirati
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