diplomsko delo
Nuša Štelcar (Avtor), Zlatko Nedelko (Mentor)

Povzetek

Uspeh podjetja je odvisen od samega vodje, njegovih stilov ter motivacije, ki jo prenaša na svoje zaposlene. Ker nobena organizacija ne more delovati brez dobrih zaposlenih, še posebej spodbujamo skupinsko delo, pri katerem so zaposleni produktivnejši in bolj motivirani, pomembno vlogo pa predstavljajo tudi odnosi med zaposlenimi ter odnosi med zaposlenimi in vodjo. Ključ uspeha prav tako predstavlja komunikacija, ki se oblikuje v podjetju, kar nato posledično vpliva tudi na komuniciranje in uspeh s tujimi organizacijami. Poslovanje s tujimi organizacijami pa zahteva veliko znanja na področju medkulturnega poslovanja oziroma vodenja ter komuniciranja, saj lahko le tako računamo na dober uspeh v poslovanju s to organizacijo. Zato je dobro, da se o kulturi, iz katere prihajajo ljudje, s katerimi nameravamo skleniti kak posel, dobro pozanimamo oziroma jo preučimo, da ne povzročimo nepotrebnih konfliktov pri poslovanju. Pozanimamo se torej o stilu vodenja, ki se ga poslužujejo v dani kulturi, poznati moramo načine motiviranja zaposlenih ter prakticiranje skupinskega dela v določeni kulturi, preučimo verbalno in neverbalno komuniciranje, formalno in neformalno ter razlike, ki se pojavljajo pri odnosu vodja–podrejeni in obratno. Na podlagi tega, bomo s pomočjo izbranih primerjalnih kriterijev prišli do želenih razlik, ki jih je treba pri poslovanju poznati. Diplomsko delo temelji na razlikah poslovanja s Slovenijo, Kitajsko, Francijo in Ameriko. Na podlagi izbranih kriterijev bomo lahko na koncu razbrali, na katerih področjih so si države podobne in v čem se razlikujejo oziroma katere razlike med njimi je smotrno poznati, če poslujemo z izbrano državo. Očitne razlike opazimo že pri stilu vodenja med Slovenijo in ostalimi državami, saj je vodenje v Sloveniji večinoma usmerjeno v timsko delo in medsebojno sodelovanje, kjer je vodja sicer avtoriteta, ampak vseeno deluje kot del ekipe, ki spodbuja odprto komunikacijo. Nasprotno je pri ostalih državah, zlasti Kitajski, ki sicer izrecno deluje v timih, vendar temelji na strogi hierarhiji. Podobno velja za Francijo in Ameriko, kjer je velik pomen na strogi avtoriteti in njenem vzdrževanju. Velika razlika se kaže tudi v motiviranju pri Kitajcih, kajti slednje najbolj motivirajo prehrambni izdelki, ki jih dobijo glede na položaj v podjetju. Takšen način motiviranja bi v Sloveniji, Franciji in Ameriki veljal za precej slabega. Med omenjenimi tremi državami pa se da opaziti kar precej podobnosti v motiviranju zaposlenih. Te se kažejo v denarnih nagradah, raznih ugodnostih, izobraževanjih, pohvalah ipd.

Ključne besede

vodenje;stili vodenja;motivacija;komuniciranje;kultura;mednarodne primerjave;

Podatki

Jezik: Slovenski jezik
Leto izida:
Tipologija: 2.11 - Diplomsko delo
Organizacija: UM EPF - Ekonomsko-poslovna fakulteta
Založnik: N. Štelcar
UDK: 005:331.101.3
COBISS: 208703235 Povezava se bo odprla v novem oknu
Št. ogledov: 0
Št. prenosov: 0
Ocena: 0 (0 glasov)
Metapodatki: JSON JSON-RDF JSON-LD TURTLE N-TRIPLES XML RDFA MICRODATA DC-XML DC-RDF RDF

Ostali podatki

Sekundarni jezik: Angleški jezik
Sekundarni naslov: Leadership in different cultures - a comparison of Slovenia, France, China and America
Sekundarni povzetek: The success of a company depends on the manager, his styles and the motivation that he transmits to his employees. Because no organization can function without good employees, we especially encourage teamwork in which employees are more productive and motivated, and employee-leader relationships play an important role. The key to success is also the communication that is formed within the company, which in turn affects communication and success with foreign organizations. Doing business with foreign organizations, however, requires a lot of knowledge in the field of intercultural business or management and communication, because only in this way can we count on good success in doing business with only this organization. Therefore, it is good to study the culture with which we intend to do business, so as not to cause unnecessary conflicts in our business. Therefore, we need to learn about the leadership style used in that culture, we need to know the ways of motivating employees and practicing teamwork in a particular culture, we need to study verbal and non-verbal communication as well as formal and informal communication, and we need to study the differences that occur in the manager-employee relationship and vice versa. Based on this, with the help of selected comparative criteria, we will arrive at the desired differences that need to be known in business. The thesis is based on the differences of business with Slovenia, China, France and America. From the criteria we will finally be able to understand in which areas the countries are similar and where the differences stand out, which you need to know if you are doing business with the selected country. Obvious differences can already be seen in the leadership style between Slovenia and the other countries, as leadership in Slovenia is mostly oriented towards teamwork and mutual collaboration, where the leader is an authority but still acts as part of the team, encouraging open communication. In contrast, in the other countries, especially China, teamwork operates under a strict hierarchy. The same applies to France and the United States, where a clear, strict authority is maintained. A significant difference is also evident in employee motivation in China, where food products are a key motivator, distributed based on one's position in the company. This method of motivation would be considered quite poor in Slovenia, France, and the United States. Among these three countries, there are noticeable similarities in employee motivation, such as monetary rewards, various benefits, training opportunities, and praise.
Sekundarne ključne besede: leadership;leadership styles;manager;motivation;communication;culture;Slovenia;China;France;America;
Vrsta dela (COBISS): Diplomsko delo/naloga
Komentar na gradivo: Univ. v Mariboru, Ekonomsko-poslovna fak.
Strani: 1 spletni vir (1 datoteka PDF (IV, 42 str.))
ID: 24962170