{"?xml":{"@version":"1.0"},"edm:RDF":{"@xmlns:dc":"http://purl.org/dc/elements/1.1/","@xmlns:edm":"http://www.europeana.eu/schemas/edm/","@xmlns:wgs84_pos":"http://www.w3.org/2003/01/geo/wgs84_pos","@xmlns:foaf":"http://xmlns.com/foaf/0.1/","@xmlns:rdaGr2":"http://rdvocab.info/ElementsGr2","@xmlns:oai":"http://www.openarchives.org/OAI/2.0/","@xmlns:owl":"http://www.w3.org/2002/07/owl#","@xmlns:rdf":"http://www.w3.org/1999/02/22-rdf-syntax-ns#","@xmlns:ore":"http://www.openarchives.org/ore/terms/","@xmlns:skos":"http://www.w3.org/2004/02/skos/core#","@xmlns:dcterms":"http://purl.org/dc/terms/","edm:WebResource":[{"@rdf:about":"http://www.dlib.si/stream/URN:NBN:SI:doc-35PTTHHV/f728f53a-8cf9-4f99-a9d8-db671b821e9a/PDF","dcterms:extent":"379 KB"},{"@rdf:about":"http://www.dlib.si/stream/URN:NBN:SI:doc-35PTTHHV/afb59b4f-f40e-4703-a678-ce7963cbb04e/TEXT","dcterms:extent":"46 KB"}],"edm:TimeSpan":{"@rdf:about":"2009-2025","edm:begin":{"@xml:lang":"en","#text":"2009"},"edm:end":{"@xml:lang":"en","#text":"2025"}},"edm:ProvidedCHO":{"@rdf:about":"URN:NBN:SI:doc-35PTTHHV","dcterms:isPartOf":[{"@rdf:resource":"https://www.dlib.si/details/URN:NBN:SI:SPR-MX6W7YD8"},{"@xml:lang":"sl","#text":"Mednarodno inovativno poslovanje"}],"dcterms:issued":"2012","dc:creator":"Verle, Karmen","dc:format":[{"@xml:lang":"sl","#text":"številka:2"},{"@xml:lang":"sl","#text":"letnik:4"},{"@xml:lang":"sl","#text":"Ilustr."}],"dc:identifier":["ISSN:1855-6175","COBISSID_HOST:70096641","URN:URN:NBN:SI:doc-35PTTHHV"],"dc:language":"sl","dc:publisher":{"@xml:lang":"sl","#text":"Doba Epis"},"dc:subject":[{"@xml:lang":"sl","#text":"informacijska družba"},{"@xml:lang":"en","#text":"management"},{"@xml:lang":"sl","#text":"menedžment"},{"@xml:lang":"sl","#text":"poslovna uspešnost"}],"dcterms:temporal":{"@rdf:resource":"2009-2025"},"dc:title":{"@xml:lang":"sl","#text":"Uspešnost podjetja, struktura organiziranosti in kompetence managerjev| Company Performance, Organisation Structure and Manager Competencies|"},"dc:description":[{"@xml:lang":"sl","#text":"Nowadays, modern management and managers are put to a big test. Old formulas for strategies, organization, measurement of effectiveness and management do not work anymore. The world economic crisis is not only financial, political and social but a crisis of management as well. Globalization, new economy, technological discoveries, changes in values, permanent development, greater and greater competition and demanding clients, empowermented and educated human resources present a new challenge for management and managers. All this asks for new set of skills, abilities and knowledge of management. The work of managers does not any more consist of only controlling and supervising but of searching for new challenges and opportunities, linking, consulting, delegating, motivating and teaching the employees in order for them to recognize the meaning of their work and the goals of the organization as a whole and in this way become more innovative and creative. Therefore, the emphasis on the so-called managerial competences, meaning values, knowledge and skills modern managers should possess, especially in the area of dealing with people, is greater and greater. In the research we present the significance and the role of the competences of the leading Slovene managers and their connection to modern forms of organization. We present the results of the quantitative research carried out among 102 leading managers in Slovenemiddle and big companies. We have been establishing statistical connection and influence of managerial competences on the choice of an organizational structure and the effectiveness of a company, which we measuredwith added value. We have focused on the significance and the role of the so-called soft managerial skills. With the model especially prepared for this purpose and the set hypotheses and their confirmation we have called attention to the important influence of managerial competences on the structure of organization, the influence of modern, horizontal form of organization on the effectiveness and growth of a company on the market, whichenables reaching higher added value, as well as the direct influence of managerial competences on the effectiveness of a company. Theoretical and practical findings of the research are of importance for all dealing with planning, organization, management and control in companies and other organizations"},{"@xml:lang":"sl","#text":"Sodobni management in managerji so danes na veliki preizkušnji. Stare formule o strategijah, organiziranju, merjenju uspešnosti in vodenju ne delujejo več. Svetovna gospodarska kriza ni samo finančna, politična, socialna, temveč tudi kriza managementa. Globalizacija, nova ekonomija, tehnološka odkritja, spremembe vrednot, trajnostni razvoj, vedno večja konkurenčnost in zahtevni odjemalci ter opolnomočeni in izobraženi človeški viri predstavljajo nov izziv za management in managerje. Vse to zahteva nov niz veščin, sposobnosti in znanja managementa. Delo managerjev ni več samo kontroliranje in nadziranje,temveč iskanje novih izzivov in priložnosti, povezovanje, svetovanje, delegiranje, motiviranje in učenje zaposlenih, da bodo ti prepoznali smisel svojega dela in cilje organizacije kot celote ter tako postali bolj inovativni in kreativni. Zato je vedno večji poudarek na t. i. managerskih kompetencah, ki pomenijo vrednote, znanje in veščine, ki bi jih naj imeli sodobni managerji, še zlasti na področju ravnanja z ljudmi. V raziskavi predstavljamo pomen in vlogo kompetenc vodilnih slovenskih managerjev ter njihovo povezanost s sodobnimi oblikami organiziranosti. Podajamo izide kvantitativne raziskave, ki smo jo opravili med 102 vodilnimi managerji v slovenskih srednje velikih in velikih podjetjih. Ugotavljali smo statistično povezanost in vpliv managerskih kompetenc na izbiro organizacijske strukture in uspešnost podjetja, ki smo jo merili z dodano vrednostjo. Pri tem smo se osredotočili na pomen in vlogo ŽmehkihŽ vodstvenih veščin, t. i. soft skills. Z modelom, ki smo ga oblikovali v ta namen in postavljenimi hipotezami ter njihovo potrditvijo, smo opozorili na pomemben vpliv managerskih kompetenc na strukturo organiziranosti, vpliv sodobne, horizontalne oblike organiziranosti na uspešnost in rast podjetja na trgu, ki omogoča doseganje večje dodane vrednosti, kakor tudi neposredni vpliv managerskih kompetenc na uspešnost podjetja. Teoretične in praktične ugotovitve iz raziskave so koristne za vse tiste, ki se ukvarjajo z načrtovanjem, organiziranjem, vodenjem in nadzorovanjem v podjetjih in drugih organizacijah"}],"edm:type":"TEXT","dc:type":[{"@xml:lang":"sl","#text":"znanstveno časopisje"},{"@xml:lang":"en","#text":"journals"},{"@rdf:resource":"http://www.wikidata.org/entity/Q361785"}]},"ore:Aggregation":{"@rdf:about":"http://www.dlib.si/?URN=URN:NBN:SI:doc-35PTTHHV","edm:aggregatedCHO":{"@rdf:resource":"URN:NBN:SI:doc-35PTTHHV"},"edm:isShownBy":{"@rdf:resource":"http://www.dlib.si/stream/URN:NBN:SI:doc-35PTTHHV/f728f53a-8cf9-4f99-a9d8-db671b821e9a/PDF"},"edm:rights":{"@rdf:resource":"http://creativecommons.org/licenses/by-nc/4.0/"},"edm:provider":"Slovenian National E-content Aggregator","edm:intermediateProvider":{"@xml:lang":"en","#text":"National and University Library of Slovenia"},"edm:dataProvider":{"@xml:lang":"sl","#text":"DOBA Fakulteta za uporabne poslovne in družbene študije Maribor"},"edm:object":{"@rdf:resource":"http://www.dlib.si/streamdb/URN:NBN:SI:doc-35PTTHHV/maxi/edm"},"edm:isShownAt":{"@rdf:resource":"http://www.dlib.si/details/URN:NBN:SI:doc-35PTTHHV"}}}}