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ULOGA HORIZONTALNE KOORDINACIJE U LIDERSKI VODENOJ VELIKOJ KOMPANIJI.

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    • Alternate Title:
      THE ROLE OF HORIZONTAL COORDINATION IN LEADERSHIP-DRIVEN LARGE-SCALE COMPANY.
    • Subject Terms:
    • Subject Terms:
    • Abstract:
      During the last twenty-five years, the share that big businesses held in the world economy have doubled. The influence of large-scale organizations on the global business environment has grown intensively. Business success depends on many factors, but effective leadership is of crucial importance. This implies responsible guidance by the top management business decisions (vertical coordination), as well as directing leaders vision by harmonious action of organizational units management structure (horizontal coordination) through the process of plans operationalization managing (equidistant harmonization). The last is characterized as the specificity of leadership in large-scale companies. The analysis given in the paper is based on the challenges of large-scale leadership in the world and Serbia. It is the result of empirical research conducted at the case of a large-scale domestic company with majority foreign capital „Oil Industry of Serbia j.s.c. - Gazprom Neft” (NIS-GN). The main study goal was to identify ways and effects of continuous improvement of the management system to business performance quality. Conclusions which were adopted by using statistical methods might be used as guidelines from good practice experience and applied in leading other, organizational and business, complex structures. It might be a development path in the strategic leading of large-scale leadership capacity in Serbia. [ABSTRACT FROM AUTHOR]
    • Abstract:
      Uticaj velikih kompanija na poslovnu sredinu intenzivno raste. Poslovna uspešnost zavisi od velikog broja faktora, ali je efektivno liderstvo od presudnog značaja. Navedeno implicira, kako odgovorno usmeravanje poslovanja odlukama vrhovnog menadžmenta (vertikalnu koordinaciju), tako i kanalisanje njihovih zamisli usklađenim delovanjem menadžmenta organizacionih podsistema (horizontalnu koordinaciju) kroz proces upravljanja realizacijom planova (equiordinarna harmonizacija). Poslednje navedeno je označeno kao specifičnost liderstva u velikim kompanijama. Analiza data u radu je bazirana na izazovima liderstva u velikim organizacijama u svetu i u Srbiji. Rezultat je empirijskog istraživanja sprovedenog na slučaju domaće kompanije sa većinski stranim kapitalom „Naftna industrija Srbije a.d. - Gazprom Neft” (NIS-GN), sa ciljem identifikacije načina i efekata stalnog poboljšanja sistema upravljanja na kvalitet poslovanja. Zaključci formulisani primenom metoda statistike zaključivanja, iskorišćeni su kao baza za smernice koje, kao iskustva dobre prakse, mogu biti primenjive u vođenju drugih, organizaciono i poslovno složenih kompanija. [ABSTRACT FROM AUTHOR]
    • Abstract:
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