REORGANIZACIJA STORITVENEGA PODJETJA X

• Main Author: Kocmut, Mateja
• Other Authors: Uršič, Duško
• Format: Bachelor Thesis
• Language: Slovenian
• Published: M. Kocmut 2012
• Subjects: Organizacija; organizacijske strukture; vrste organizacijskih struktur; organizacijske spremembe; reorganizacija; razlogi za reorganizacijo; cilj reorganizacije; učinki reorganizacije.; Organization; organizational structure; types of organizational structures; organizational change; reorganization; reasons for the reorganization; the goal of reorganization; the effects of the reorganization.; info:eu-repo/classification/udc/005.7; sami
• Online Access: https://dk.um.si/IzpisGradiva.php?id=37980; https://dk.um.si/Dokument.php?id=50822&dn=; https://plus.si.cobiss.net/opac7/bib/11220764?lang=sl

Podjetja danes delujejo v zelo kompleksnem okolju, ki se mu morajo neprestano prilagajati. Ker pa je danes na trgu zelo močna konkurenca morajo biti podjetja vedno pripravljena na spremembe, ki pa jih morajo pravočasno in učinkovito vpeljati v svoje poslovanje. To pa lahko storijo z procesom reorganizacije. Za reorganizacijo se podjetja odločajo takrat, ko je organizacijska struktura podjetja neprimerna ali pa ko delo ni primerno razporejeno. Z reorganizacijo torej lahko spremenimo hierarhijo odločanja, združimo ali ukinemo oddelke, ter spremenimo odgovornosti oziroma pristojnosti. Tema reorganizacije je aktualna tudi v slovenski javnosti, saj se tudi domača podjetja vse bolj poslužujejo procesa reorganizacije pri spreminjanju svojega delovanja. Z reorganizacijo spreminjamo način odločanja v organizaciji oziroma vanjo vnašamo sistemske spremembe. Za proces reorganizacije se podjetja največkrat odločajo, ko spremenijo svojo vizijo, cilje ali strategije. Te spremembe pa so ponavadi prisotne ob menjavi vodstva, lastništva ali tržnih usmeritev. Praksa je pokazala, da je reorganizacija najlažje izvedljiva, če jo vodi oseba, ki z samo organizacijo med izvajanjem ni neposredno vpletena oziroma je to neka zunanja inštitucija. Med reorganizacijo mora podjetje prilagoditi svoje delovanje, prav tako pa se mora spremeniti stroka in trženjski pristopi. Da pa je proces reorganizacije uspešno in najhitreje izveden morajo v njem sodelovati vsi zaposleni. Zato je priporočljivo zaposlene vključiti v proces reorganizacije tako, da sami podajo predloge za izboljšanje, saj so ravno oni tisti, ki posamezno problematiko najbolje poznajo. Podjetje pa mora upoštevati podane predloge, saj bodo zaposleni le tako tudi bolj motivirani za spremembe. Podjetje se mora zavedati, da je čas vpeljevanja sprememb odvisen predvsem od tega, kako hitro bodo zaposleni sprejeli nova pravila. Proces reorganizacije se konča, ko vsi zaposleni v podjetju začnejo delati po novih pravilih. V diplomskem delu predstavljam podjetje, ki se ukvarja s telekomunikaciji. Podjetje je zaradi vse večjih pritiskov iz okolja zaznalo, da je potrebno spremeniti organizacijsko strukturo, če bodo želeli povečati svojo učinkovitost in optimirat poslovanje. To lahko storijo s procesom reorganizacije. Companies today operate in a very complex environment, which he must constantly adapt. As it is now on the market very strong competition, companies must be always prepared for the changes which must be timely and effectively deployed in their operations. This may be done with the process of reorganization. To reorganize the companies decide when the organizational structure of the company is inappropriate or when the work is scheduled appropriate. With the reorganization so we can change the hierarchy of decision-making, combine or discontinue departments and responsibilities change. Topic reorganization is also relevant in the Slovenian public as well as domestic companies are increasingly turning to the reorganization process. With the reorganization of changing the way decision-making within the organization and are entered into the system changes. For the process of reorganizing the company most deciding when to change their vision, goals and strategies. These changes are usually present when changing the management, ownership or market orientation. Practice has shown that the reorganization may be more feasible if it leads a person to self-organization during the implementation is not directly involved and it is a foreign institution. During the reorganization of the company to adapt its operation, but also must be changed cloves and marketing approaches. In the process of reorganization must be involved all employees. It is recommended that employees involved in the process of reorganization to yourself to make suggestions for improvement, as they are the ones who best know the individual issues. Company must take into account the proposals made, because employees will only be more motivated to change. Company should be aware that the time of implementing changes depend largely on how quickly employees will adopt new rules. Reorganization process ends when all company employees begin work under the new rules. In my research, the company is driven by the increasing pressures from the environment perceived to be changed organizational structure, if they want to increase their efficiency and optimize operations. This can be done with the process of reorganization.