Vol.40, No 4 (2007)

Brigita Skela Savič

Onkološki inštitut Ljubljana, Visoka šola za zdravstveno nego Jesenice

Milan Pagon

UM FOV, UM FVV

Abstract

Background/Purpose: We researched a hypothetical model of factors influencing successful change implementation in fourteen Slovene hospitals for the following independent variables: organizational culture, teamwork, leadership models, informational support for work processes, and hospital organization. The research included dependent variable: current situation of successful change implementation approaches. The results are based on a 9% sample of employees (759 respondents) from three personnel categories (medicine, nursing, non-health care professionals). The results have revealed that teamwork is the independent variable which explained successful change implementation in hospitals most highly. The research has shown that a reform of the management sector in Slovene hospitals is needed in terms of gaining new knowledge and participating in management training programs which also include change implementation.

Anita Trnavčevič

Fakulteta za management Koper

Roberto Biloslavo

Fakulteta za management Koper

Vinko Logaj

Šola za ravnatelje

Boris Snoj

UM EPF

Abstract

Background/Purpose: Over the last decades, national education systems worldwide have been developing strategies and tools with a view to making schools responsive and proactive in rapidly changing and unstable environments. One of the motivation toolsare the mechanisms that steer schools toward market behavior. For this reason, schools should develop a different, marketing culture. The question, however, is whether said schools have developed the marketing culture and how we can asses it. The purpose of this paper is primarily to present the features of the marketing culture in general, secondly, to consider the indicators of the marketing culture and, thirdly, to discuss the findings of the quantitativet study that we conducted in the period from January to May 2006.

Rozana Šuštar

GEA College Ljubljana

Abstract

Background/Purpose: The article discusses possibilities for marketing standardization of Slovenian firms which enables intensive internationalization of business. The survey of Slovenian exporters found out that strategic control over communications and distribution performed by managers is a limiting factor for standardization. Offensive standardization of communications and distribution enables lessening production and sales costs and implements global brand image ensuring an increase in competitive advantages of Slovenian firms in international markets. Slovenian firms do not exploit enough advantages of communication and distribution standardization which at the end of a day increases profits in international markets.

Patrick Vesel

Merkur Naklo

Abstract

Background/Purpose: Direct marketing is a two way communication process for creating interaction with customers with the purpose of information exchange and sales creation. It is also a powerful instrument for establishing and maintaining customers’ relationships. Lately, the concept is gaining in the usage frequency on one side and the extension of methods on the other which is mostly a consequence of technological development. However, due to many employed methods and terms we are dealing with the terminological and definitional chaos. In this respect direct marketing should represent an umbrella term but in practice it is often misconceptualized with narrower terms and methods. Partly this is also due to a fact that direct marketing is only a recent development in the field of marketing. Thus the author tries to define the terminological limits of the main terms and presents the main point of views of discussed concept in the sense of marketing. This is important from the point of view of increased complexity of customers’ needs satisfaction and from the point of view of direct marketing concept positioning within organizations as well. Direct marketing plays an important role in the contemporary business environment – in many cases it is already a complementary if not even the exclusive way of doing business. Thus the numerous variations of direct marketing methods and the expected development of them demand the correct comprehension.

Stanislaw Wrycza

University of Gdansk, Poland

Bartosz Marcinkowski

University of Gdansk, Poland

Abstract

Background/Purpose: UML 2.x version has become an even more complicated and diverse set of graphical techniques than its predecessors. Therefore, system developers propose preparation of its reduced, limited or minimal version called Light UML. This problem has become also a serious challenge for the UML academic teachers. The goal of this paper is the study of specifying the UML 2.x Light version content on the basis of the questionnaire survey registering opinions of 180 university students of the University of Gdansk. After the introduction, the methodological prerequisites of the survey are clarified. Then, the research results are presented and discussed according to seven essential UML diagrams assessment criteria, included in a questionnaire. The final UML 2.x version, resulting from the accomplished survey, is exposed in the last part of the paper.

Eva Jereb

UM FOV

Marko Ferjan

UM FOV

Abstract

Background/Purpose: Good nutrition, along with other vital occupational safety and health issues, is the foundation of workplace productivity and safety. It is well documented that unhealthy foods can lead to obesity and chronic diseases. Many workers consume a significant portion of their daily food consumption away from home. Foods consumed at cafeterias, from vending machines and in other food-service establishments are often not as nutritious or healthy as foods prepared at home. Making healthy food available at work is one way to promote healthy eating. Our paper presents workplace nutrition solutions in different types of Slovenian companies. The study considers: (i) lunch time and breaks, (ii) healthy food at work, coffee, cigarettes, (iii) possibilities of maintaining diets at work, (iv) working ability after lunch and (v) certain social aspects, such as discussion topics during breaks.

Jože Zupančič

UM FOV

Peter Friedl

Gradis skupina G Ljubljana

Abstract

Background/Purpose: It is very difficult to follow the procedures or rules regarding the implementation of the effective organisational structure in the company. The characteristics of the company, business environment or specific project need independent evaluation and analyses. The usage of the quantitative analyses based on half-structured interview shows that the choice of the effective organisational structure in the holding company is a very complex task. The article also explains which organisational structure is most widely implemented and why it is a choice used so widely among Slovenian managers. The article additionally evaluates and analyses the consequences why the specific organisational structure was implemented in a specific case. My research is also based on the analyses if negative reactions of the employees affect the implementation of the specific organisational structure or its withdrawal.

Darko Kovač

CO DA d.o.o. Bled

Andrej Bertoncelj

Carynthia Group d.o.o. Trzin

Abstract

Background/Purpose: Despite the fact that soft success factor, i.e., human capital is becoming more important than economic capital in today’s knowledge society, the assessment of the human contribution to corporate results of enterprises remains thoroughly uncharted. Therefore, financial yardsticks for measuring soft factors efficiency must be created. We have conceived the term “entrepreneurship potential« as we are interested in the unlocked value embedded in poorly managed enterprises. We have presented the model which decomposes management capital as part of human capital into three clusters of management competencies on the individual level (cognitive, conative and behavioral-affective). Cognitive and behavioral-affective competencies are dynamic and could be learned; conative competencies are in its essence inborn. Entrepreneurship potential should be valued in quantitative terms and the improvement increments, such as higher revenues or added value per employees, determine its relative value in added value creation.

Barbara Čater

Univerza v Ljubljani, Ekonomska fakulteta

Abstract

Background/Purpose: This paper focuses on the characteristics of marketing research clients in Slovenia and on their buying behaviour. It analyses past ordering of research information and organizational and individual influences on buying behaviour. Research that was conducted on 150 companies shows that large companies on average do more research measured in absolute terms, while small companies to a relatively greater extent order its research at external providers. The majority of companies build partnerships but almost half of them from time to time look for offers of other providers. Results also show that in small companies members of management board and heads of department work with research agencies while in large companies heads of departments and expert associates do this job.