Posebnosti politike družinskega podjetja

delo diplomskega seminarja

Abstract

"V družinskem podjetju si stojita nasproti dva močna sistema: družinski in poslovni, ki temeljita na zelo različnih vrednotah, se mešata in povzročata konflikte". (Klebl 2001) Družinska podjetja, ki veljajo za ena izmed najuspešnejših vrst podjetij, pogosto veljajo za uglednejša in močnejša kot podjetja, ki niso družinska. Kot je razvidno iz diplomskega seminarja, sta za tako uspešno podjetje potrebna dobro zastavljena vizija in poslanstvo podjetja ter sama politika podjetja. Delo diplomskega seminarja je razdeljeno na dva dela, na teoretičen del ter na praktičen del. V teoretičnem delu smo opredelili različne poglede in mnenja strokovnjakov, medtem ko smo v praktičnem delu proučili razvoj podjetja Krim d.o.o. iz Ljutomera in njegove politike podjetja. V teoretičnem delu smo izhajali iz MER-ovega modela integralnega managementa. Na tej podlagi smo opredelili posebnosti družinskega podjetja ter posebnosti, ki se pojavijo v sami politiki družinskega podjetja. Ugotovili smo, da je velik poudarek na vrednotah družinskih članov, ki s svojo vpletenostjo v podjetje, prenesejo le te v politiko družinskega podjetja. Že v sami viziji in poslanstvu, ki ga podjetje zasleduje, so vidne glavne želje lastnikov oziroma družine. V sami politiki podjetja pa je viden miks vrednot vseh družinskih članov, pogosto tudi tistih, ki niso aktivno vključeni v poslovanje podjetja. Ugotovili smo, da je strogo ločevanje zasebnega in poslovnega življenja pri lastnikih družinskih podjetij praktično nemogoče. Zaradi tega prihaja do raznovrstnih interesov znotraj podjetja ter velikega vpliva na politiko podjetja s strani družine in njihovih medsebojnih odnosov. Praktični del diplomskega seminarja temelji na razvoju podjetja Krim d.o.o. in njegovi politiki podjetja. Podjetje, ki je v lasti prve generacije, še vedno vodita oče in mati, ki sta tudi ustanovitelja podjetja. V diplomskem seminarju smo proučili aktivnosti potrebne pri planiranju razvoja podjetja na ravni politike podjetja. Našo proučevanje je temeljilo na prvem delu diplomskega seminarja. Po opredeljeni viziji in poslanstvu podjetja, smo s pomočjo raziskovalno-prognostičnih procesov proučili vrednote udeležencev družinskega podjetja, prednosti in slabosti ter priložnosti in nevarnosti družinskega podjetja. Na podlagi dobljenih podatkov smo nato izdelali prognostično obdelavo podjetja in njegove politike. Podali smo še predlog politike podjetja in analizirali skladnost interesov družine s predlogom politike družinskega podjetja.

Keywords

politika podjetja;družinsko podjetje;vrednote;management;modeli;vizija;poslanstvo;

Data

Language:	Slovenian
Year of publishing:	2010
Source:	Maribor
Typology:	2.11 - Undergraduate Thesis
Organization:	UM EPF - Faculty of Economics and Business
Publisher:	[R. Krajnc]
UDC:	334.722.24
COBISS:	10463772
Views:	2255
Downloads:	319
Average score:	0 (0 votes)
Metadata:

Other data

Secondary language:	English
Secondary title:	Particularities of the enterprise policy in family business
Secondary abstract:	“In a family business there are two powerful systems: family and business, which are based on a very different values and their mix often leads to conflicts” (Klebl 2001). Family businesses which are known as one of the most successful types of businesses are often more prestigious and stronger than non-family businesses. As we can see from the paper, two things are needed for such a successful company- good vision and mission combined with the policy of the company. The work of this paper is divided into two parts, the theoretical part and practical part. In the theoretical part, we stated different views and opinions of experts, while the practical part is based on a development of business in a company Krim d.o.o. from Ljutomer and its business policy. In the theoretical part we based our paper on MER model of integration management. On that base, we identified specifics of a family business and specifics that are seen in policy of a family business. We found out that there is a big emphasis on values of family members, who, with their involvement in the company, transfer these values in the family business policy. Already in the vision and mission of the company, that is pursued, there are visible desires of owners and the family. In the business policy we can see a mix of values from all of family members, even those who are not actively involved in the company. We found out, that strict separation of private and business life for owners of family businesses is practically impossible. Therefore, there is a wide range of interests within the company and a major impact on business policy from the family and their personal relations. Practical part of the paper is based on the development of the company Krim d.o.o. and its business policy. The company, which is owned by the first generation, is still led by father and mother, who are also founders of the company. In the paper we examined activities needed for planning the development of a company business policy. Our study is based on the first part of the paper. After the defining business vision and mission, we used research prognostic processes to examine the values of family business participants, companies strengths and weaknesses and its opportunities and threats. Based on the data obtained from the paper, we then made a predictive processing of a company and its policy. At the end we gave our proposal of the business policy and analyzed compliance of family business policy with the interest of family members.
Secondary keywords:	business policy;family values;MER model of integrated management;specifics of family business policy;business vision;business mission;design and selection of business policy;company Krim d.o.o..;
URN:	URN:SI:UM:
Type (COBISS):	Final seminar paper
Thesis comment:	Univ. v Mariboru, Ekonomsko-poslovna fak.
Pages:	53 str.
Keywords (UDC):	social sciences;družbene vede;economics;economic science;ekonomija;ekonomske vede;forms of organization and cooperation in the economy;oblike organiziranja in sodelovanja v gospodarstvu;
ID:	1012506