Management sodelavcev in vodenje zaposlenih k izidom preko motivacije

diplomsko delo visokošolskega strokovnega študija Organizacija in management kadrovskih in izobraževalnih procesov

David Štupar (Author), Marko Ferjan (Mentor)

Abstract

Podjetja dosegajo cilje s pomočjo zaposlenih preko managementa sodelavcev. Management je predvsem sodelovanje s sodelavci in podrejenimi. Uspešen in prodoren manager se zaveda, da je človek osrednji člen na poti do uspeha in realizacije izidov podjetja. Raziskovali smo, kako z obstoječimi človeškimi viri dosežemo izide podjetja na podlagi motivacije. Osnovno orodje managerjev oz. vodilnih je komunikacija s pomočjo katere lahko ustvarja izredno produktivno, ustvarjalno in zaupanja vredno delovno okolje. Pri tem je potrebno biti pozoren tudi na povratne informacije, kot tudi na način posredovanja le teh. Zanimalo nas je kakšen odnos ima manager do konfliktov, kako jih rešuje. Odnos do konflikta namreč priča o zrelosti, strokovnosti in sposobnosti managerja. Prikazali smo kaj je potrebno paziti pri nagrajevanju zaposlenih, katera načela je smiselno uporabljati, ter kakšne morebitne pasti samo nagrajevanje skriva. Skrivnost uspešnega managementa je zagotovitev zadovoljstva potreb zaposlenih, uspešno vplivanje nanje in predvsem pozitiven pristop in odnos do le teh. Vprašanje vsakega managerja je, kaj zaposlene, ki jih vodi motivira, kakšne vzvode in orodja ima na voljo, ter kako se jim v čim večji meri približati glede prepoznavanja in zadovoljevanja njihovih potreb in ciljev. Pogoj za uspešen iztržek znanj zaposlenih je dobro poznavanje sposobnosti vodenih zaposlenih. V raziskavi smo ugotavljali ali so zaposleni dovolj vključeni pri postavljanju ciljev, ali za opravljeno delo dobijo povratne informacije, so s strani nadrejenega dovolj motivirani, poznajo in razumejo sistem nagrajevanja, ali cilje podjetja dojemajo kot svoje cilje pri delu in ne nazadnje ali zaposleni poznajo metode merjenja uspešnosti. Prikazali smo tudi razlike med želenim in trenutnim stanjem. Ugotovili smo, da zaposleni povratnih informacij ne dobijo v obsegu, kot bi si želeli, vodja zaposlene dokaj uspešno motivira, tudi zaposleni so pri svojem delu visoko motivirani. Raziskava je potrdila, da zaposleni niso vključeni dovolj pri postavljanju ciljev. Zaposleni poznajo in razumejo sistem nagrajevanja, odnos med cilji podjetja in cilji zaposlenih je dosegel srednjo vrednost. Zaposleni ne poznajo dovolj metod za merjenje uspešnosti. Največje razlike med dejanskim in želenim stanjem so se pokazale pri izpolnitev potreb po varnosti, kot imeti zavarovanje pred boleznijo in delovno nezmožnostjo, kot tudi biti zavarovan pred izgubo plače in ekonomske nesreče, ter imeti zanesljivo službo. Navedene potrebe so namreč izpolnjene v izredno nizkih deležih, želje pa so izredno visoke in zaželene. Velike razlike so se pojavile tudi glede vključevanja zaposlenih v postopke odločanja, kar dokazuje, da si zaposleni želijo večje vloge v navedenih postopkih. Vodja ne uporablja aktivnega poslušanja, ne zagotavlja odprto podajanje mnenj in stališč, ter po mnenju zaposlenih ni dovolj samokritičen.

Keywords

management;cilji;motivacija;

Data

Language:	Slovenian
Year of publishing:	2016
Typology:	2.11 - Undergraduate Thesis
Organization:	UM FOV - Faculty of Organizational Sciences
Publisher:	[D. Štupar]
UDC:	005
COBISS:	7626515
Views:	723
Downloads:	85
Average score:	0 (0 votes)
Metadata:

Other data

Secondary language:	English
Secondary title:	Colleague management and goal oriented employee management induced by motivation
Secondary abstract:	Employees contribute to achieving companies' objectives via coworker management. Management is mostly cooperation between coworkers and subordinates. An effective and efficient manager is aware of the fact that a human being is the principal factor in striving for success and realization of company's results. We have researched how to achieve company's results via human resources on the basis of motivation. The basic tool of managers and company leadership is communication, which helps them create a notably productive, creative and trustworthy work environment. However, feedback must not be neglected, as well as the mode of its transmission should not be. We were interested in manager's attitude towards conflicts and in the way they are resolved. Attitude to conflict shows how mature, professional and capable a manager is. We pointed out when to be careful at rewarding employees, which principles to apply and what the possible traps in rewarding are. The secret of successful management is ensuring employees' satisfaction and needs, a successful repercussion, a positive approach and attitude to employees. Every manager is interested in what motivates their employees, what manager's levers and tools are and how to see, acknowledge and satisfy employees' needs and objectives. Knowing employees' skills well contributes to a thriving proceeds of their knowledge. In the research we present the level of employee participation in setting of the objectives, whether employees get feedback for the work done, if their supervisor motivates them sufficiently, whether they know and understand the system of rewarding, if they recognise company's objectives as their own, and whether they know the methods of measuring the effectiveness. We also point out the differences between the desired and the actual state. We learned that employees do not get as much feedback as they would like, the leader motivates employees quite sucessfully and employees are highly motivated at their work. The research showed that employees participate in setting objectives only to a certain degree. Employees know and understand the system of rewarding, the relation between company's objectives and employee objectives reached the middle value. Employees do not know the methods of measuring the effectiveness well enough. The largest discrepancies between the desired and actual state were found in meeting the needs for safety, such as having illness and incapacity insurance, protection against salary loss and economic calamity, and having a stable job. The stated needs are complied with in a very low quota, while wishes are extremely high and desired. Some major discrepancies were also shown in the participation of employees in decision procedures, which points out that employees want a more relavant role in them. The leader does not listen actively, does not grant open opinions and positions on issues stating, and is according to employees not self-critical enough.
Secondary keywords:	management;objectives;motivation;communication;conflict.;
URN:	URN:SI:UM:
Type (COBISS):	Undergraduate thesis
Thesis comment:	Univ. v Mariboru, Fak. za organizacijske vede
Pages:	54 str.
ID:	8776711