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1

Providing the Success of Six Sigma by Proper Project Identification and Selection: Comparison Study between Slovenia and the UK

100%
Gošnik D., Bertoncelj A.
Organizacija
|
2010
|
vol. 43
|
issue 5
224-230
EN
Results of Six Sigma projects are related to company performance. Successful Six Sigma projects increase customer satisfaction and have many other positive effects on organisations. Success of Six Sigma projects is related to key management decision about how to identify potential projects and which projects to select for final implementation. This research is oriented toward the study of tools used in the phase of Six Sigma project identification and criteria used in the phase of Six Sigma project selection. The purpose of this research is to compare results from manufacturing sector in Slovenia and the UK. Results of this study indicate that management within the organisations tend to identify potential Six Sigma projects with the use of different tools, such as: brainstorming (Slovenia and UK.), followed by Critical To Quality tree (UK.), and interviews and customer visits (Slovenia). Further, the results show that the final decision about Six Sigma projects selection in the UK and Slovenia include different criteria, such as: customer benefit (Slovenia and UK), finance impact (UK) and connection to business strategy (Slovenia). Many companies in the UK as well in Slovenia combine the use of tools and balanced selection criteria at the same time.
2

Organizational Mental Map and Conative Competences

100%
Kovač D., Bertoncelj A.
Organizacija
|
2008
|
vol. 41
|
issue 4
127-135
EN
Employees with their knowledge, skills, behavior and personal traits impact the organizational learning. The concept of organizational mental map and conative competences, as inborn underlying characteristic that is influenced by employees being involved as well as endogenous and exogenous factors, is presented. Three Slovene small to mid-sized companies were studied in respect to the individual factors, especially conative competences, of their employees. The study suggests that conative side of mind and thus conative competences can actually influence the organizational learning. What matters in contemporary management practice is how hidden potentials are set free and how they intrinsically motivate employees according to their personal differences in capabilities. As conative competences are inborn and can not be learned but only encouraged, contrary to cognitive competences, it is important to better understand employees' personal traits.
3

Entrepreneurial Conative Component of Competences: the Case of Slovenia

81%
Kovač D., Meško M., Bertoncelj A.
Organizacija
|
2010
|
vol. 43
|
issue 6
247-256
EN
Competitive pressures, globalization and economic growth have brought Slovenian enterprises to enhance the role of entrepreneurial competences. The present paper aims to study conative component of entrepreneurial competences as a crucial part of human capital in Slovenian enterprises. The focus of this paper is any eventual disparity of non-teachable attributes of conative component of competences of Slovene enterpreneuer with learned ones rather than the concept of entrepreneurship itself. Authors seperate entrepreneurial competences into three components: cognitive, affective and conative. The purpose of this study is to assess the entrepreneurial conative traits and to investigate the correlation between different conative components of entrepreneurial competences and compare the results to their job-related self-expetations. The conative component of entrepreneurial competences was measures with the Kolbe A™ Index. The study was conducted with 43 Slovenian entrepreneuers from three different enterprises. Independet sample t-test and Pearson's correlation were used to test research aims. SPSS 16.0 was used to analyse the data. The results show conative components of Slovenian entrepreneurial competences, difference between them and individual's job-related self expectations and that the correlation between conative components exist.
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