Značaj Strateškog Upravljanja za Rast iBB Razvoj Poslovnih Sistema / The Importance of Strategic Management for Growth and Development of Business Systems

• Authors: Zoran Lukić , Amela Mustafić
• Languages of publication: EN

Abstracts

EN

Contemporary conditions of business operating are becoming a growing challenge for the definition of business operating and electing strategies. A special problem for the growing influential factors is being defined in the strategic domains from public sectors. For the aim of high quality elections, the top management of a company needs to be provided with many pieces of proper and up-to-date information. The commercial orientation of a company is a continuative process which has its roots in the possession of information from marketplaces, their interpretations in the mechanisms of companies, as well as in the proper analysis of these information for the aim of making efficient decisions. In the process of creating, the allocations of information in a company and in the reaction of the information collected in such a way, all organizational teams are being involved, as well as all levels of management. All this process is aimed at creating conditions for making a profit in business and also for the maximum satisfaction about clients̕ needs. According to this, the top management has to lead an adequate policy of planning and functioning which includes dynamics among organizational units and an organizational structure which defines and enables marketplace orientation. As a result of the conducting process of all elements from the strategic management, the capacity of a company is developing and represents a prerequisite for gaining competition benefits which are accomplished by customers, employees and company operations. In making business decisions, especially the strategic ones, customers̕ information are used, as well as the information from the surroundings that may have an effect on the activities of a company. From all these statements, it can be concluded that the analysis of customers and keeping up with opportunities and threats (the influence of internal and external factors) enables a market-oriented company to gain competition benefits and, simultaneously, to make conditions for the continuative growth and development.

HR

Savremeni uslovi poslovanja postaju sve veći izazov za definisanje strategija poslovanja i odlučivanja. Poseban problem uticaja sve većeg broja faktora se definiše kod strateških oblasti iz javnog sektora. U cilju kvalitetnog odlučivanja, top menadžment preduzeća mora imati veliki broj kvalitetnih i blagovremenih informacija. Tržišna orijentacija preduzeća je kontinuirani proces koji polazište ima u posjedovanju informacija sa tržišta, njihovoj interpretaciji u mehanizmima preduzeća, te u kvalitetnoj analizi tih podataka u cilju donošenja efikasnih odluka. U procesu stvaranja, alokacije informacija u preduzeću i reakciji na tako prikupljene informacije učestvuju sve organizacione jedinice, kao i svi nivoi menadžmenta. Pri tome je cjelokupan proces okrenut prema stvaranju uslova za profitabilno poslovanje, ali i za maksimalno zadovoljenje potreba potrošača. Top menadžment u skladu sa tim mora da vodi adekvatnu stratešku politiku planiranja i funkcionisanja, koja u sebe uključuje dinamiku među organizacionim jedinicama, te takvu organizacionu strukturu koja određuje i omogućava tržišnu orijentaciju. Kao rezultat procesa provođenja svih elemenata strateškog menadžmenta, razvijaju se sposobnosti preduzeća koje predstavljaju preduslov za ostvarivanje konkurentskih prednosti koje se ostvaruju kod potrošača, zaposlenih i putem poslovanja preduzeća. U donošenju poslovnih, a, posebno, strateških odluka, koriste se informacije o potrošačima, ali i informacije iz okruženja koje mogu uticati na reakciju preduzeća. Iz svega navedenog, može se zaključiti da analiza potrošača i praćenje prilika i prijetnji, odnosno uticaja internih i eksternih faktora, omogućava tržišno orijentisanom preduzeću da ostvari konkurentske prednosti, ali, istovremeno, da stvori sve uslove za kontinuiran rast i razvoj.

Keywords

EN

strateško planiranje; strateško upravljanje; poslovni sistemi; faktori poslovanja; efikasna organizacija; rast i razvoj preduzeća; strategic planning; strategic management; business systems; business factors; efficient organization; the growth and the development of a company

• Publisher: Sciendo
• Journal: ECONOMICS
• Year: 2015
• Volume: 3
• Issue: 1
• Pages: 37-66

Dates

published

2015-06-01

online

2015-07-11

Contributors

author

Zoran Lukić

• Univerzitet u Banjoj Luci, Ekonomski fakultet u Banjoj Luci, Bosna i Hercegovina
• University of Banja Luka, Faculty of Economics Banja Luka, Bosnia and Herzegovina

author

Amela Mustafić

• BH Gas Sarajevo, Bosna i Hercegovina
• BH Gas Sarajevo, Bosnia and Herzegovina

References

• Babić, M. i Lukić, Z. (2009). Management. Ekonomski fakultet Banja Luka.
• Haberberg, A & Rieple, A. (2001). The Strategic Management of Organisations. Financial Times and Prentice Hall.
• Stacey, R. (1997). The Strategic Management and Organizational Dynamics. Zagreb: Mate.
• Stoner, J., Freeman, E. & Gilbert, D. (2002). Management. Beograd: Želnid.
• Šunje, A. (2003). Top-manager of a visionary and strategist. Sarajevo: Tirada.
• Weihrich, H. & Koontz, H. (1998). Management. Mate Zagreb.

Identifiers

DOI

10.1515/eoik-2015-0013