No public access
master's thesis
Organizacija i analiza poslovanja društva Elektropromet d.d.

Karlo Šamu (2015)
University North
University centre Varaždin
Department of Business Economics
Metadata
TitleOrganizacija i analiza poslovanja društva Elektropromet d.d.
AuthorKarlo Šamu
Mentor(s)Anica Hunjet (thesis advisor)
Abstract
Poduzetnici na temelju poslovne ili poduzetničke ideje pokreću tvrtke i postaju dio tržišta. Da bi svaki poduzetnik nastupao na tržištu i uspješno nudio svoje proizvode ili usluge potrebno je odabrati i kreirati organizaciju preko koje će ostvariti svoje ciljeve. Svaka organizacija mora imati jasnu viziju, misiju, kao i ciljeve te strategiju kojom će ostvariti ciljeve. Organizacija mora utjecati na unutarnje čimbenike koji su prisutni, ali isto tako mora se prilagođavati i vanjskim čimbenicima da bi se razvijala i uspješno poslovala. Ako organizacija, odnosno tvrtka uđe u krizu potrebno je poznavanje njenih simptoma, ne bi li se tvrtka uspješno nosila s krizom i nastavila poslovanje. Postoje razne teorije o tome što je poslovna kriza te koji su njezini uzroci i simptomi. Svaki menadžer treba biti upoznat s definicijom i oblicima poslovne krize, a isto tako mora konstantno pratiti promjene na tržištu, rad konkurencije i političke promjene. Također, mora imati napredno poznavanje upravljanja financijama i znanje iz kontrolinga te stalno pratiti rad zaposlenika i promjene troškova poslovanja. Menadžment tvrtke Elektropromet d. d. nije bio dovoljno educiran ili zainteresiran da promijeni poslovanje tvrtke, što je rezultiralo konstantnim smanjenjem prihoda i sve slabijim poslovnim rezultatima te se nije prilagodio tržišnim promjenama. Tvrtka je kroz razdoblje od 2003. do 2004. godine ostvarivala sve lošije rezultate, a kroz razdoblje 2005. i 2006. godine i osjetan gubitak te se nije uspješno oporavila i izašla iz krize. Restrukturiranje koje je trebalo riješiti probleme tvrtke nije izvršeno u potpunosti te je Elektropromet d. d. sveden na tek nekoliko zaposlenika i posluje isključivo od najma preostalih poslovnih prostora. Razlog neuspjeha nalazi se i u činjenici da je velik dio zaposlenika negirao stvarne probleme te su se nadali da će se oni sami riješiti. Detaljnom analizom financijskih rezultata poslovanja dolazi se do jasnih pokazatelja lošeg upravljanja iz kojih je vidljivo da su uzroci i simptomi poslovne krize bili vidljivi svima koji su ih željeli vidjeti te se kvalitetnim programom izlaska iz krize Elektropromet d. d. mogao izvući i nastaviti uspješno poslovanje.
KeywordsEntrepreneur organization business crisis management in crisis restructuring
Committee MembersTanja Kesić (committee chairperson)
Goran Kozina (committee member)
Anica Hunjet (committee member)
GranterUniversity North
Lower level organizational unitsUniversity centre Varaždin
Department of Business Economics
PlaceKoprivnica
StateCroatia
Scientific field, discipline, subdisciplineSOCIAL SCIENCES
Economics
Organization and Management
Study programme typeuniversity
Study levelgraduate
Study programmeBusiness Economics; specializations in: Tourism and International Trade
Study specializationTourism and International Trade
Academic title abbreviationmag. oec.
Genremaster's thesis
Language Croatian
Defense date2015-03-12
Parallel abstract (English)
Each entrepreneur needs a business idea to start a company. To be able to offer products and service, each entrepreneur must define and create an organization through which his goals could be achieved. Each organization needs a clear vision, mission, goals and strategy how to achieve those goals. Organization must be able to control internal factors and also must be able to adapt to external factors in order to achieve growth and sustainability. If a company wants to keep the market share when facing crisis, symptoms must be recognized in time. There are various theories explaining what business crisis is, and what are the causes or symptoms of crisis. Every Manager should be familiar with the definition and forms of business crisis, must be aware of market changes, competition progress and political changes. Manager, also must have advanced knowlege in finance management and controlling experience, and also has to monitor employees and costs changes. Management of Elektropromet d.d. was undereducated or maybe disinterested to make business changes, which led to constant decrease in revenue and increasingly weaker business results, without adjustment to market changes. Over a period from 2003 up until 2004, company results were getting worse each year, and over a period from 2005 up until 2006, they had a significant loss, which resulted with failure to recover and cope with crisis. Corporate restructuring was not completed and Elektropromet d.d. was reduced to few employees, and rent of remaining business premises became the core business. Cause of failure was also the fact that most of employees denied real problems and hopped that they will be resolved by themselves. During detailed analysis od financial results it is clear that poor management is the cause of business crisis, that the simptoms were visible to everybody who wanted to see them, and with a quality program for crisis management Elektropromet d.d. could have managed to prevail and operate successfully.
Parallel keywords (Croatian)poduzetnik organizacija poslovna kriza upravljanje u krizi restrukturiranje
Resource typetext
Access conditionNo public access
Terms of usehttp://rightsstatements.org/vocab/InC/1.0/
URN:NBNhttps://urn.nsk.hr/urn:nbn:hr:122:378515
CommitterJasna Kosić