| Sažetak | U današnjem dinamičnom svijetu gotovo da i ne postoje poslovne organizacije imune na krizne situacije. Promjene u životu poslovne organizacije neizbježne su i bez njih ne može biti ni napretka. Mnogi menadžeri nisu spremni za promjene i najčešće zanemaruju prve znakove poslovne krize. Često prikrivaju realno stanje, ograničavaju ih njihove emocije i ne mogu primijeniti nužne mjere kao što su, na primjer, otpuštanje radnika ili zatvaranje proizvodnih linija kojima se ponose kao svojom djecom. Nerijetko se u organizaciji donosi odluka o promjeni menadžmenta, odnosno uvodi se krizni menadžment koji karakterizira intenziviranje sredstava i metoda potrebnih za ovladavanje kriznom situacijom te uvođenje radikalnih mjera poslovnog preokreta. Tema ovoga rada je povećanje mogućnosti uspješnog oporavka poslovne organizacije kroz menadžment promjene i primjenu navedenih sedam faza u odabranom modelu procesa izlaska iz krize. Analizom modela procesa predloženih u radovima raznih autora izgrađen je odabrani model. Taj se model sastoji od faze priznavanja postojanja problema, faze definiranja menadžmenta, faze preuzimanja kontrole, faze evaluacije, faze hitnosti, faze stabilizacije te faze povratka rasta proizvodnje. Navedeni je model samo teoretski okvir, ali postojanje okvira utemeljenog na znanstveno provedenim istraživanjima može biti od neprocjenjive koristi menadžerima u kriznoj situaciji. Nakon uspješnog izlaska poslovne organizacije iz krize nužno je da menadžment provede analizu krize odmah nakon izlaska iz iste. Učenje temeljem svega onoga štose dogodilo u kriznoj situaciji postaje preventivni instrument sprječavanja nove krize, a ako se ona ne može izbjeći trajat će kraće i njene će posljedice biti manje pogubne. |
| Sažetak (engleski) | In regards to organizations, when speaking of crisis, there are nearly none that are immune to it. The changes that occur in the lifetime of an organization are inevitable and without them, no progress may be achieved. Many of the leaders are not ready for the incoming changes and are often negligent of the first signs that announce an upcoming business crisis. They are inclined to keep the actual state of the situation hidden, being limited by emotion and sometimes fail to take necessary action such as terminating staff or product lines of which they take pride in. Oftentimes, a leadership shift is decided upon within the organization in question, which manifests in the form of introducing crisis management which, in turn, means that certain solutions and methods which are necessary for facing the crisis, are intensified. The topic of this paper is the increase of the chance of a successful comeback of an organization through change management and using the seven phases of the chosen exit process model. Using model analysis on processes suggested by various authors, a model has been established. It consists of several phases, the first of which is admitting that there is an existing problem, after which the management definition phase, control takeover phase, evaluation phase, emergency phase, stabilization phase and the regrowth phase are introduced. The aforementioned model is merely a theoretical frame, though it is clear that the existence of that frame based on scientific exploration could be a priceless asset to managers who may find themselves in a crisis situation. After a successful crisis exit attempt has been made, the management must carry out an analysis immediately after the crisis is declared over. Learning from the crisis is a preventive instrument, and even if a future crisis cannot be averted, it will last for a shorter period of time and will also carry lesser negative consequences for the organization. |
