Dvotirni sistem vodenja v slovenskem pravnem redu

diplomsko delo visokošolskega strokovnega študija Organizacija in management delovnih procesov

Jure Kovač (Avtor), Bojan Vavtar (Mentor)

Povzetek

V vsaki delniški družbi skupščini družbe kot »organu lastnikov« pripada hierarhično najvišje mesto v strukturi organov delniške družbe. Toda praksa kaže, da to ni tudi najpomembnejši organ v družbi. Skupščini družbe so pridržane le najpomembnejše lastniške upravljavske pravice, medtem ko je vodenje poslov in nadzor nad vodenjem poslov prenesen na druge organe. Empirični podatki so pokazali, da učinkovit »corporate governance« doprinese k učinkovitosti družb, stabilnemu finančnemu sistemu in blagostanju gospodarstva kot celote. Delniška družba potrebuje dva organa, preko katerih oblikuje in izvršuje svojo voljo, da bi bila opravilno sposobna. Ta organa sta skupščina in organ vodenja. Za obstoj in funkcioniranje družbe ni nujni potreben poseben nadzorni organ, saj je mogoče izvajati nadzor znotraj teh organov. Ta sistem upravljanja imenujemo enotirni sistem in je značilen za ZDA, VB in je prevladujoč v svetu in EU. Če se oblikuje še tretji organ, poseben nadzorni organ govorimo o dvotirnem sistemu. Ta sistem je razvila Nemčija z nadzornim svetom, poleg Slovenije pa so ga prevzele še številne druge države (Avstrija, Poljska, Slovaška, Hrvaška, Madžarska, Estonija, Latvija in Litva). V diplomski nalogi bom v prvem delu predstavil podjetje Petrol d.d. kot eno največjih slovenskih trgovskih družb, največjo slovensko energetsko družbo, največjega slovenskega uvoznika in največje slovensko podjetje po prihodkih. Podjetje spada med velike po številu zaposlenih in številu delničarjev. V drugem delu bom predstavil možnosti upravljanja podjetja, sprva bomo omenili dvotirni model, nato evropsko delniško družbo(SE), ki je bila temelj za uveljavitev enotirnega sistema tako v državah EU kot tudi pri nas. Predstavil bom prednosti in slabosti enega in drugega modela. V zadnjem delu diplome bom poskušal dokazati trditev, da je dvotirni sistem upravljanja bolj primeren, oziroma, da ni potrebe da velike družbe, kot so Petrol, Zavarovalnica Triglav, Krka, Luka Koper in druga velika slovenska podjetja, ki uspešno poslujejo menjajo model upravljanja. S pomočjo intervjuja s predsednikom uprave Petrola, bom poskušal odgovoriti na vprašanje zakaj Petrol ni prešel na enotirni model upravljanja. Svojo nalogo bom zaključil s spoznanjem, da ni idealnega modela upravljanja in da je bistvo uspešnosti podjetja tim ljudi, torej prave osebe na pravem mestu in da sama sprememba brez podrobne študije še ne bo prinesla izboljšave.

Ključne besede

delniška družba;enotirni sistem;dvotirni sistem;

Podatki

Jezik:	Slovenski jezik
Leto izida:	2016
Tipologija:	2.11 - Diplomsko delo
Organizacija:	UM FOV - Fakulteta za organizacijske vede
Založnik:	[J. Kovač]
UDK:	346
COBISS:	7801875
Št. ogledov:	1001
Št. prenosov:	100
Ocena:	0 (0 glasov)
Metapodatki:

Ostali podatki

Sekundarni jezik:	Angleški jezik
Sekundarni naslov:	Two-tier system of corporate governance in Slovenian law
Sekundarni povzetek:	In each joint-stock company annual general meeting (AGM) is »the authority of the owners« - therefore hierarchically highest in the structure of authorities. But practice shows that this is not the most important body in the company. Shareholders at the AGM decides only when it comes to most important owners decisions, meanwhile executive decisions are to be made by other bodies. Empirical data show that effective »corporate governance« contributes to the efficiency of companies, a stable financial system and the prosperity of the economy as a whole. Joint-stock company needs two bodies through which it implements its will. These bodies are the AGM and the management body. For the existence and functioning of a company it is not compelling to have a specific supervisory body, since it is possible to exercise control within already exsisting bodies. This management system is called unitary board system, specific to the US, the UK and is dominant in the world and the EU. If you create a third body, a special supervisory body we are talking about a dual board system. This system was developed by Germany and was as well as Slovenia also taken up by some other countries (Austria, Poland, Slovakia, Croatia, Hungary, Estonia, Latvia and Lithuania). In the first part of my thesis I present company Petrol d.d. which is one of the largest Slovenian trading companies, the largest Slovenian energy company, the largest Slovenian importer and the largest Slovenian company by revenue. The company is considered as large regarding number of employees and number of shareholders. In the second part I will present options for the managing of a company, first dual board regime, then a European Company (SE), which was the basis for the implementation of unitary board regime, both in the EU as well as with us. I will present the pros and cons of both models. In the last part, I will try to prove the statement that the dual board regime is more convenient and there is no need for large companies, such as Petrol, Zavarovalnica Triglav, Krka, Luka Koper and other large Slovenian companies that are operating successfully to change management model. Through an interview with the CEO of Petrol, I will try to answer the question why Petrol has not passed to unitary board regime. In the conclusion I will show that there is no ideal management model and that the essence of the companys performance is a team of people at the right place at the right time and that a single change without detailed studies will not bring improvements.
Sekundarne ključne besede:	joint-stock;one-tier system;two-tier system;
URN:	URN:SI:UM:
Vrsta dela (COBISS):	Diplomsko delo
Komentar na gradivo:	Univ. v Mariboru, Fak. za organizacijske vede
Strani:	31 f.
ID:	9171292