IZHODIŠČA ZA SPREMINJANJE ORGANIZACIJE V PROIZVODNEM PODJETJU

• Main Author: Rataj, Brigita
• Other Authors: Uršič, Duško
• Format: Master Thesis
• Language: Slovenian
• Published: B. Rataj 2015
• Subjects: organizacija; organiziranje; organizacijske spremembe; uvajanje organizacijskih sprememb; Kurt Lewinov model; Kotterjev in Cohenov model; organization; organize; organizational change; introduction of organizational change; Kurt Lewin's model; Kotter and Cohen model; info:eu-repo/classification/udc/005.7; Osnova; sami
• Online Access: https://dk.um.si/IzpisGradiva.php?id=43685; https://dk.um.si/Dokument.php?id=62307&dn=; https://plus.si.cobiss.net/opac7/bib/11958300?lang=sl

Med današnjim poslovnim okoljem in organizacijo poteka nenehna dinamična interakcija in uspešnejša je tista organizacija, ki se hitreje odziva in hitreje vpliva kot konkurenti. Spreminjanje je zato potrebno dojemati kot izziv in priložnost, ne kot nepotreben napor in tveganje (Tavčar 1997, 59). Cilj naloge je prikazati pomen nekaterih ključnih izhodišč pred in med uvedbo reorganizacije v podjetju z namenom, da bi se izognili težavam pri uvajanju organizacijskih sprememb in bi se izvedba reorganizacije čim bolj približala pričakovanjem. Magistrsko delo je sestavljeno iz dveh delov. Teoretični del vsebuje pojasnitev pojmov organizacija in organiziranost podjetja (s poudarkom na organski organizacijski strukturi), pregled izhodišč in opredelitev organizacijskih sprememb, poiskane vzroke, ki lahko vplivajo na uspešnost uvajanja organizacijskih sprememb, in proučitev Lewinovega modela organizacijskega preoblikovanja ter Kotterjevega in Cohenovega modela uvajanja sprememb. Empirični del zajema obravnavo obstoječe organizacijske strukture, prikaz izhodišč za spreminjanje organizacijske strukture ter pripravo izhodišč za potencialno uvajanje organizacijskih sprememb z uporabo navedenih modelov za izbrano proizvodno podjetje. S pomočjo ankete smo za izbrano proizvodno podjetje preverjali dve hipotezi. Hipoteze, da se bo večina zaposlenih upirala organizacijskim spremembam zaradi možnih neugodnih ekonomskih posledic, presenetljivo nismo mogli potrditi. Prav tako nismo mogli v celoti potrditi druge hipoteze, s katero smo preverjali, ali so zaposleni, ki niso zadovoljivo informirani o procesu uvajanja organizacijskih sprememb, manj motivirani za uvajanje organizacijskih sprememb. S pomočjo obeh hipotez in rezultatov ankete smo za izbrano proizvodno podjetje pridobili dragocene informacije. Več kot 70 % vseh anketirancev namreč meni, da so v podjetju potrebne organizacijske spremembe, iz česar je razvidno, da zaposleni sami kličejo po spremembah. Za izbrano proizvodno podjetje smo opredelili izhodišča za spreminjanje organizacijske strukture. Eno izmed izhodišč je tudi zbirni model Lewina ter Kotterja in Cohena. Model z enostavnimi in predvsem razumljivimi koraki odgovorne izvajalce sprememb usmerja na pot pravilnega in uspešnega uvajanja organizacijskih sprememb, pri čemer je poudarek na komunikaciji z vsemi zaposlenimi v podjetju. Uvajanje in utrjevanje organizacijskih sprememb temelji na Lewinovem tristopenjskem modelu organizacijskega preoblikovanja (odmrznitev, preoblikovanje, zamrznitev), ki smo ga povezali z modelom vodenja sprememb po Kotterju in Cohenu: poudariti nujnost, sestaviti vodilni team, ustvariti vizijo in strategije, jih učinkovito sporočiti, odstraniti ovire, ki zavirajo ukrepanje, doseči kratkoročne uspehe, spodbujati spremembe val za valom, dokler delo ni opravljeno, in končno ustvariti novo kulturo, da se novo vedenje zakorenini. Magistrsko delo lahko služi kot osnova za pripravo na uvajanje organizacijskih sprememb tako v podjetjih kot tudi vseh ostalih organizacijah. S podanimi ključnimi izhodišči za učinkovito in uspešno uvajanje organizacijskih sprememb bi se lahko izvajalci izognili marsikateri težavi pri uvajanju organizacijskih sprememb. Če bo magistrsko delo bralcu preprečilo vsaj eno težavo pri uvajanju organizacijskih sprememb, odgovorilo na vsaj eno njegovo vprašanje ali ga ob branju usmerilo k rešitvi svojih težav, je namen tega dela vsekakor dosežen. There is a constant dynamic interaction between the current business environment and organization. The organization with faster response and influence than the competition is the one that is more successful. Change must thus be seen as challenge and an opportunity instead of unnecessary effort and risk (Tavčar 1997, 59). The goal of the thesis is to present the value of some key starting points before and during the introduction of reorganization in a company with the purpose to avoid problems when introducing organizational changes and to bring the realization of the reorganization as close to the expectations as possible. This Master's thesis comprises two parts. The theoretical part includes explanation of concepts like organization and organizational structure (with emphasis on organic organizational structure), overview of starting points and definition of organizational changes, found patterns that might influence the success of organizational change introduction, and a study of Lewin’s model of organizational restructuring, and Kotter and Cohen’s model of change introduction. The empirical part comprises discussion of an existing organizational structure, presentation of starting points for changing the organizational structure and preparation of starting points for potential introduction of organizational changes by using the mentioned models for the selected production company. With the help of a survey we tested two hypotheses for the company. We were surprisingly unable to confirm the hypothesis that most of the employees would fight the organizational changes due to possible negative economic consequences. We were also unable to entirely confirm the second hypothesis with which we were checking whether the employees that were not sufficiently informed about the process of introducing organizational changes are less motivated for change introduction. With the help of both hypotheses and survey results we gathered valuable information about the selected company. More than 70 % of all respondents believe that organizational change is needed in the company which is a sign that the employees themselves strive for change. For the selected production company we defined starting points for changing the organizational structure. One of the starting points is also Lewin’s, and Kotter and Cohen’s collective model. The model guides the change implementers with simple and most of all clear steps to the path of correct and successful introduction of organizational changes with an emphasis on communication with all employees of the company. The introduction and enhancement of organizational changes are based on Lewin’s three-step model of change management (unfreeze, change, refreeze), which we linked to the model of change management according to Kotter and Cohen: emphasize urgency, form a leading team, create a vision and strategies, efficiently communicate them, remove obstacles that prevent action, set short-term goals, encourage changes gradually until the work is done, and finally, create new culture to anchor the changes. The Master's thesis can serve as the basis for setting up the introduction of organizational changes in companies and other organizations. With provided key starting points for efficient and successful introduction of organizational changes the implementers could avoid numerous problems when introducing organizational changes. If this thesis helps the reader to prevent at least one problem, answers at least one of his questions or guides him to a solution to his problems, the goal of this work is achieved.