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Slovenija je pred skoraj dvema desetletjema prešla iz socializma v demokracijo in tržno gospodarstvo. Prehod oziroma tranzicija je s sabo prinesla številne spremembe, ki so močno vplivale na državo v celoti, še posebej pa na delovanje podjetij. Podjetja so izgubila več kot dvajset milijonski trg ter se morala soočiti z močno konkurenco na trgu, kjer vlada boj za preživetje. Na takšne spremembe podjetja niso bila pripravljena. Management je prevzel zahtevno nalogo, in sicer reševanje in vodenje podjetij v tem kriznem času. V delu diplomskega seminarja je najprej predstavljeno, v kakšnih razmerah so delovala podjetja pred osamosvojitvijo Slovenije, kako je potekala osamosvojitev in kaj je prinesel nov čas. V nadaljevanju je predstavljena vloga managerja, ki je imel v tranziciji slovenskega gospodarstva pomembno vlogo. Poudarjeno je sprejemanje odločitev kot eno najpomembnejših nalog managerja, ko govorimo o uspešnosti podjetja. Sprejemanje pravilnih odločitev je odvisno tudi od vrednot managerja, zato jim je namenjeno posebno poglavje. Za tem so opisani še načini vodenja, ki naj bi bili v že omenjenih pogojih najuspešnejši za podjetje. Pomembno poglavje v nadaljevanju seminarja je inovativnost v podjetju, saj imajo visoko razvite države evidentno visoko stopnjo inovativnosti v podjetjih. Tu je predstavljeno, kako lahko managerji vplivajo na povečanje stopnje inovativnosti in inovacijska politika v Sloveniji. Na kocu diplomskega seminarja so prikazani še izsledki ankete, opravljene med posamezniki v običajnem vsakdanjem okolju, odgovarjali pa so na vprašanja o uspešnosti dela slovenskih managerjev, o visokih nagradah, ki si jih izplačujejo in o bivšem sistemu. Almost two decades ago Slovenia made a transition from socialism into democracy and further into market economy. The transition has brought along several changes that influenced the state as a whole, but in the first place the influence is visible in the operation of companies. Businesses lost almost a 20-million-strong market and had to face the competition in a much narrower market, characterized by the fight for survival. However, they were not prepared for such changes. Suddenly, the main task of management was saving and managing companies in the time of crisis. The first part of my graduation paper gives a glance over the operation of Slovenian businesses before Slovenian independence, how the independence process itself was executed, and the evolution afterwards. The second part presents the role of managers who were crucial during the economic transition. The main stress is imposed on decision-making, which is one of primary managerial tasks when it comes to the success of a company. Making the right decisions also depends on the values of a manager, therefore those values have a dedicated section in the paper. Last but not least, the paper gives a description on managing methods that should be the most successful ones under the aforementioned circumstances. An important chapter is also innovations developed by a company, since highly developed countries pride themselves on a consistently high rate of innovations. The paper gives ways for a manager to influence the rate of innovations within their company. At the end of the graduation paper, there are the results of a poll executed among individuals in their everyday environment. The questions were mainly about the professional success of Slovenian managers, the high bonuses they benefit from, and about the former economical system. |
