OBLIKOVANJE ORGANIZACIJE ZA MEDNARODNO OKOLJE

• Main Author: Semenič, Peter
• Other Authors: Nedelko, Zlatko
• Format: Master Thesis
• Language: Slovenian
• Published: [P. Semenič] 2015
• Subjects: mednarodno okolje; okolje organizacije; oblikovanje organizacije; strategija; organizacijska struktura; international environment; organization environment; organization development; the strategy; the level of international development; organizational structure; info:eu-repo/classification/udc/005.7; sami
• Online Access: https://dk.um.si/IzpisGradiva.php?id=54121; https://dk.um.si/Dokument.php?id=80688&dn=; http://www.cobiss.si/scripts/cobiss?command=DISPLAY&base=cobib&rid=12106780&fmt=11

Naloga poslovati mednarodno je za mednarodno organizacijo in njen management postala izjemno kompleksna. Iz mednarodnega okolja izhaja omenjena kompleksnost. Kompleksnost mednarodnega okolja v magistrski nalogi obravnavamo preko razlik med državami. Razlike med državami pa izhajajo iz različnih političnih, ekonomskih in pravnih sistemov. Mednarodna organizacija se na mednarodno poslovno okolje ter na razlike, ki izhajajo iz mednarodnega poslovnega okolja odziva preko strategij za udejstvovanje organizacije v mednarodnem poslovnem okolju ter preko strukturnega dizajna. Strategije za udejstvovanje organizacije v mednarodnem poslovnem okolju ter strukturni dizajn pa sta v organizaciji tesno povezana z namenom uspešnega ter učinkovitega delovanja organizacije v mednarodnem poslovnem okolju. Poslovno širjenje ter povezovanje mednarodne organizacije v mednarodno poslovno okolje se odraža v strategiji globalizacije njenega poslovanja. Za organizacijo v današnjem poslovnem okolju pa je značilno, da brez omenjenega v večini primerov ne more dosegati poslovne učinkovitosti izvajanja poslovnih aktivnosti, ker je današnja globalna ekonomija preveč prepletena. Dogodek v eni državi vpliva na dogajanje v drugih državah. Specifične strategije mednarodne organizacije pa pri tem lahko strnemo v dve ključni razsežnosti. Prva razsežnost specifičnih strategij mednarodne organizacije se nanaša na konfiguracijo aktivnosti organizacije, druga razsežnost specifičnih strategij mednarodne organizacije pa se nanaša na koordinacijo izvajanja aktivnosti. Tako glede koordinacije, kot tudi glede konfiguracije se dana organizacija srečuje z množico opcij, ki pa se nanašajo na izbiro med manjšo in večjo stopnjo koordinacije ter na izbiro med večjo razpršenostjo ter koncentracijo aktivnosti organizacije. Konkurenčno prednost strategije tovrstne organizacije pa ravno določa omenjeni odnos koordinacije in konfiguracije aktivnosti. Zunanji in notranji vplivni dejavniki vplivajo na uspešno izbiro in rabo organizacijske strukture v mednarodni organizaciji. Zunanji vplivni dejavniki imajo svoj izvor v mednarodnem okolju organizacije, notranji vplivni dejavniki pa imajo svoj izvor v sami mednarodni organizaciji. Hkrati pa je za organizacijo značilno, da ne more postati mednarodno naravnana v trenutku. Preko nekaj stopenj internacionalnega razvoja organizacije se določena organizacija razvije iz domačo naravnane v mednarodno naravnano. Pri omenjenem procesu pa ima organizacija na voljo nekaj različnih načinov ter zasleduje različne poti. Na podlagi naštetega pa organizacije zasledujejo različne strategije za udejstvovanje organizacije v mednarodnem poslovnem okolju, na izbor in vpeljavo določenega tipa strategije pa v osnovi vpliva pritisk na stroške organizacije ter pritisk po lokalni odzivnosti organizacije. Strategije za udejstvovanje organizacije v mednarodnem okolju pa precej določajo organizacijo obliko mednarodne organizacije. The task of doing business internationally has become extremely complex for the international organization and its management. The complexity arises from the international environment. In the master thesis the complexity of the international environment is discussed through differences between countries. The differences between countries result from different political, economic and legal systems. The international organization responds to the international business environment and to the differences, arising from the international business environment, with strategies to engage the organization in the international business environment as well as through structural design. Strategies to engage the organization in the international business environment and the structural design are closely linked in the organization, with the intention of successful and efficient functioning of the organization in the international business environment. Business expansion and integration of the international organization in the international business environment is reflected in the strategy of globalizing its operations. Since today’s global economy is too intertwined, it is typical for the organization in today’s business environment, that, in most cases, without the previously mentioned, it is not able to achieve business efficiency in executing business activities. An event in one country affects the events in other countries. The specific strategies of the international organization can be summed up in two key dimensions. The first dimension of the specific strategies of the international organization relates to the configuration of the organization's activities, the second dimension of the specific strategies of the international organization relates to the coordination of the activities. Both in terms of coordination, as well as the configuration, the given organization is faced with a number of options that relate to the choice between the smaller and the bigger degree of coordination and the choice between greater diversification and concentration of the organization's activities. Strategies competitive advantage of such organization is determined by the relationship of coordination and activity configuration. External and internal influencing factors affect the successful selection and use of the organizational structure in the international organization. External influencing factors have their origin in the international environment of the organization, internal influencing factors have their origin in the international organization itself. At the same time it is typical for the organization that it cannot become internationally oriented instantly. Through several steps of international organization’s development a specific organization develops from a domestic-oriented to internationally oriented. In the above mentioned process the organization has a few different ways available and pursues different paths. On this basis the organizations pursue different strategies to engage the organization in the international business environment. The pressure on the organization costs and the pressure on the organization’s local response have a basic impact on the selection and introduction of a certain type of strategy. Strategies to engage the organization in the international environment considerably determine the shape of international organization. Depending on the degree of international organization’s development and according to the chosen strategy to engage the organization in the international environment, we have chosen the appropriate organizational structure for the performance of organizations in international environments.