{"id":10983,"date":"2023-03-23T05:21:35","date_gmt":"2023-03-23T04:21:35","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=10983"},"modified":"2024-05-13T14:57:20","modified_gmt":"2024-05-13T12:57:20","slug":"organizacna-struktura-obchodnej-firmy","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/organizacna-struktura-obchodnej-firmy\/","title":{"rendered":"Organiza\u010dn\u00e1 \u0161trukt\u00fara obchodnej firmy"},"content":{"rendered":"<h2>Organiza\u010dn\u00e1 \u0161trukt\u00fara<\/h2>\n<p>Organiza\u010dn\u00e1 \u0161trukt\u00fara (O\u0160) je mechanizmus, ktor\u00fd sl\u00fa\u017ei na koordin\u00e1ciu a riadenie aktiv\u00edt \u010dlenov organiz\u00e1cie. Zmyslom organiza\u010dnej \u0161trukt\u00fary podniku je rozdelenie pr\u00e1ce medzi \u010dlenov organiz\u00e1cie a koordin\u00e1cia aktiv\u00edt tak, aby boli zameran\u00e9 na <a href=\"https:\/\/www.euroekonom.sk\/ciele-v-organizacii\/\">dosahovanie organiza\u010dn\u00fdch cie\u013eov<\/a>.<br \/>\n<strong>Organiza\u010dn\u00e1 \u0161trukt\u00fara umo\u017e\u0148uje:<\/strong><\/p>\n<ul>\n<li><a href=\"https:\/\/www.euroekonom.sk\/financie\/financna-analyza\/analyza-efektivnosti-podniku\/\">efekt\u00edvnu \u010dinnos\u0165 organiz\u00e1cie<\/a> a vyu\u017eitie zdrojov,<\/li>\n<li>sledovanie aktiv\u00edt organiz\u00e1cie,<\/li>\n<li>prisp\u00f4sobenie zmen\u00e1m v okol\u00ed,<\/li>\n<li>pridelenie zodpovednosti za jednotliv\u00e9 oblasti \u010dinnosti organiz\u00e1cie \u010dlenom a skupin\u00e1m \u010dlenov,<\/li>\n<li>koordin\u00e1ciu \u010dinnost\u00ed r\u00f4znych zlo\u017eiek organiz\u00e1cie a r\u00f4znych oblast\u00ed \u010dinnost\u00ed,<\/li>\n<li>soci\u00e1lne uspokojenie \u010dlenov, ktor\u00ed pracuj\u00fa v organiz\u00e1cii.<\/li>\n<\/ul>\n<p><strong>Pri tvorbe O\u0160 sa rie\u0161ia 2 ot\u00e1zky:<\/strong><\/p>\n<ul>\n<li><strong>organiza\u010dn\u00e1 diferenci\u00e1cia \u010dinnost\u00ed<\/strong> \u2013 spo\u010d\u00edva v tom, \u017ee celkov\u00e1 \u00faloha organiz\u00e1cie sa roz\u010dlen\u00ed na \u00fatvary. Pozn\u00e1me:\n<ul>\n<li><strong>vertik\u00e1lna diferenci\u00e1cia<\/strong> \u2013 vertik\u00e1lna de\u013eba pr\u00e1ce, po\u010det \u00farovn\u00ed a stup\u0148ov riadenia.<\/li>\n<li><strong>horizont\u00e1lna diferenci\u00e1cia<\/strong> \u2013 horizont\u00e1lna de\u013eba pr\u00e1ce s jedn\u00fdm ved\u00facim &#8211; rozp\u00e4tie riadenia.<\/li>\n<\/ul>\n<\/li>\n<li><strong>organiza\u010dn\u00e1 integr\u00e1cia<\/strong> \u2013 znamen\u00e1 zla\u010fovanie, zjednoten\u00fa koordin\u00e1ciu jednotliv\u00fdch \u00fatvarov organiz\u00e1cie.<\/li>\n<\/ul>\n<h2>Typy organiza\u010dn\u00fdch \u0161trukt\u00far<\/h2>\n<p>V s\u00fa\u010dasnosti sa stret\u00e1vame s nasledovn\u00fdmi organiza\u010dn\u00fdmi \u0161trukt\u00farami:<\/p>\n<ul>\n<li>jedoduch\u00e1<\/li>\n<li>funkcion\u00e1lna<\/li>\n<li>objektov\u00e1<\/li>\n<li>divizion\u00e1lna<\/li>\n<li>holdingov\u00e1<\/li>\n<li>sie\u0165ov\u00e1<\/li>\n<\/ul>\n<h3>Jednoduch\u00e1 organiza\u010dn\u00e1 \u0161trukt\u00fara<\/h3>\n<p>Organiz\u00e1cia je spravidla neform\u00e1lna, mimoriadne pru\u017en\u00e1 a dynamick\u00e1. Majite\u013e realizuje v\u0161etky \u010dinnosti. Mnoh\u00e9 firmy v tejto f\u00e1ze aj kon\u010dia svoj \u017eivotn\u00fd cyklus. \u00daspe\u0161n\u00fd, ktor\u00fd pre\u017eij\u00fa kr\u00edzu (pre\u0165a\u017eenie, zvy\u0161uj\u00faci po\u010det prev\u00e1dzok), pokra\u010duj\u00fa \u010falej.<\/p>\n<h3>Funkcion\u00e1lna organiza\u010dn\u00e1 \u0161trukt\u00fara<\/h3>\n<p>Firma je rozdelen\u00e1 na jednotliv\u00e9 \u00faseky pod\u013ea r\u00f4znych funk\u010dn\u00fdch oblast\u00ed. <strong>Naj\u010dastej\u0161ie odborn\u00e9 \u00faseky:<\/strong><\/p>\n<ul>\n<li><strong>Predaj<\/strong> &#8211; mana\u017e\u00e9r je zodpovedn\u00fd za cel\u00fa oblas\u0165 organiz\u00e1cie a riadenia obchodnej prev\u00e1dzky. Jeho kompetencie: spolu\u00fa\u010das\u0165 na tvorbe ro\u010dn\u00e9ho pl\u00e1nu obratu, n\u00e1kupu, z\u00e1sob, pracovn\u00edkov, organiz\u00e1cia obchodnej prev\u00e1dzky, preson\u00e1lne zabezpe\u010denie, komplexn\u00e1 kontrola.<\/li>\n<li><strong>Marketing<\/strong> &#8211; mana\u017e\u00e9r zostavuje <a href=\"https:\/\/www.euroekonom.sk\/marketing\/marketingove-planovanie\/marketingovy-plan\/\">marketingov\u00fd pl\u00e1n<\/a>, <a href=\"https:\/\/www.euroekonom.sk\/marketing\/vyskum-trhu\/\">v\u00fdskum trhu<\/a>, koordinuje vyu\u017e\u00edvanie marketingov\u00fdch n\u00e1strojov, sleduje spotrebite\u013esk\u00fd dopyt.<\/li>\n<li><strong>Ekonomika a financovanie<\/strong> &#8211; ide o finan\u010dn\u00e9 zabezpe\u010denie marketingov\u00fdch z\u00e1merov, pl\u00e1nov, mana\u017e\u00e9r sa star\u00e1 o finan\u010dn\u00fa rovnov\u00e1hu firmy, \u0161tatistiku, ekonomick\u00fa kontrolu.<\/li>\n<li><strong>Logistika<\/strong> &#8211; mana\u017e\u00e9r pre logistiku vykon\u00e1va s\u00fabor \u010dinnost\u00ed t\u00fdkaj\u00facich sa materi\u00e1lno \u2013 technickej z\u00e1kladne firmy, rozvoj obchodnej siete a obeh tovaru, \u00fadr\u017ebu a opravy, informa\u010dn\u00fd syst\u00e9m obehu tovaru.<\/li>\n<li><strong>Personalistika<\/strong> &#8211; mana\u017e\u00e9r zodpoved\u00e1 za <a href=\"https:\/\/www.euroekonom.sk\/ludske-zdroje-v-podniku\/\">person\u00e1lne riadenie podniku<\/a>, vzdel\u00e1vanie, v\u00fdcvik pracovn\u00edkov, realiz\u00e1ciu soci\u00e1lneho programu at\u010f.<\/li>\n<\/ul>\n<p>Niektor\u00e9 \u010dinnosti sa m\u00f4\u017eu efekt\u00edvnej\u0161ie zabezpe\u010dova\u0165 cez <a href=\"https:\/\/www.euroekonom.sk\/outsourcing-v-distribucii-a-logistike\/\">outsourcing<\/a>, napr. pr\u00e1vne slu\u017eby, person\u00e1lne aktivity, marketingov\u00e9 v\u00fdskumy, upratovacie slu\u017eby. Funkcion\u00e1lna O\u0160 je typick\u00e1 pre stredn\u00e9 a v\u00e4\u010d\u0161ie podniky. Umo\u017e\u0148uje vyu\u017e\u00edva\u0165 de\u013ebu pr\u00e1ce a \u0161pecializ\u00e1ciu pracovn\u00edkov na ur\u010dit\u00fa odborn\u00fa \u010dinnos\u0165, \u010do pom\u00e1ha zv\u00fd\u0161i\u0165 produktivitu pr\u00e1ce firmy. Funkcion\u00e1lna O\u0160 v\u00fdborne funguje, ke\u010f je presne stanoven\u00e1 pr\u00e1vomoc a zodpovednos\u0165 jednotliv\u00fdch pracovn\u00edkov a ke\u010f sa podnik nach\u00e1dza v pokojnom prostred\u00ed. V premenlivom prostred\u00ed, a ke\u010f je potrebn\u00e9 vytvori\u0165 \u010fal\u0161ie riadiace medzi\u010dl\u00e1nky sa st\u00e1va riadenie niekedy pomal\u00fdm a \u0165a\u017ekop\u00e1dnym. Rie\u0161en\u00edm m\u00f4\u017ee by\u0165 objektov\u00e1 O\u0160, ktor\u00e1 vyu\u017e\u00edva vecn\u00fa de\u013ebu pr\u00e1ce.<\/p>\n<h3>Objektov\u00e1 organiza\u010dn\u00e1 \u0161trukt\u00fara<\/h3>\n<p>Ide o vytv\u00e1ranie organiza\u010dn\u00fdch celkov pod\u013ea t\u00fdchto krit\u00e9ri\u00ed:<\/p>\n<ul>\n<li>pod\u013ea geografick\u00fdch oblast\u00ed, v ktor\u00fdch podnik p\u00f4sob\u00ed,<\/li>\n<li>pod\u013ea sortimentn\u00fdch skup\u00edn,<\/li>\n<li>pod\u013ea typov prev\u00e1dzkov\u00fdch jednotiek,<\/li>\n<li>pod\u013ea vecne odl\u00ed\u0161en\u00fdch \u010dinnost\u00ed.<\/li>\n<\/ul>\n<p><strong>Hospod\u00e1rske stredisk\u00e1 (HS)<\/strong><br \/>\nAk m\u00e1me hovori\u0165 o hospod\u00e1rskych stredisk\u00e1ch, musia by\u0165 dodr\u017ean\u00e9 tieto podmienky:<\/p>\n<ul>\n<li>HS mus\u00ed ma\u0165 merate\u013en\u00e9 vstupy aj v\u00fdstupy,<\/li>\n<li>je hodnoten\u00e9 pod\u013ea dosiahnut\u00e9ho hospod\u00e1rskeho v\u00fdsledku,<\/li>\n<li>poskytovan\u00e9 v\u00fdkony medzi HS sa z\u00fa\u010dtov\u00e1vaj\u00fa vo vn\u00fatropodnikov\u00fdch cen\u00e1ch<\/li>\n<\/ul>\n<p><strong>Existuj\u00fa 2 typy hospod\u00e1rskych stred\u00edsk:<\/strong><\/p>\n<ul>\n<li><strong>Prev\u00e1dzkov\u00e9 stredisk\u00e1 (PS)<\/strong> \u2013 PS sa m\u00f4\u017ee sta\u0165 maloobchodn\u00e1 jednotka, ve\u013ekoobchodn\u00fd sklad, stredisko dopravy, stredisko opr\u00e1v \u010di \u00fadr\u017eby; zria\u010fuj\u00fa sa pod\u013ea \u010dinnost\u00ed. B\u00fdva probl\u00e9m ur\u010di\u0165 mieru samostatnosti a pr\u00e1vomoci pre ved\u00faceho prev\u00e1dzkov\u00e9ho strediska &#8211; tento probl\u00e9m sa t\u00fdka n\u00e1kupu a predaja. N\u00e1kup sa vykon\u00e1va trojak\u00fdm sp\u00f4sobom:\n<ul>\n<li>Centralizovane &#8211; n\u00e1kup zabezpe\u010duje centr\u00e1lny \u00fatvar.<\/li>\n<li>Decentralizovane &#8211; ka\u017ed\u00e1 jednotka si nakupuje sama tovar.<\/li>\n<li>Kombinovane<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p>Vo v\u0161eobecnosti mo\u017eno poveda\u0165, \u017ee ved\u00faci PS nerozhoduj\u00fa o strategick\u00fdch ot\u00e1zkach, ale m\u00f4\u017eu rozhodova\u0165 o taktick\u00fdch a operat\u00edvnych ot\u00e1zkach.<\/p>\n<ul>\n<li><strong>N\u00e1kladov\u00e9 stredisk\u00e1 (NS)<\/strong> \u2013 NS m\u00f4\u017ee by\u0165 marketingov\u00e9 oddelenie alebo cel\u00e9 vedenie podniku, nezais\u0165uj\u00fa hospod\u00e1rsky v\u00fdsledok, ale sleduje sa pri nich iba neprekro\u010denie pl\u00e1novan\u00fdch n\u00e1kladov.<\/li>\n<\/ul>\n<h3>Divizion\u00e1lna organiza\u010dn\u00e1 \u0161trukt\u00fara<\/h3>\n<p>Podnik sa rozdel\u00ed na men\u0161ie \u010dasti vytvoren\u00edm div\u00edzi\u00ed. Div\u00edzie m\u00f4\u017eeme \u010dleni\u0165 tak ako pri HS: pod\u013ea geografick\u00fdch oblast\u00ed, sortimentn\u00fdch skup\u00edn, distribu\u010dn\u00fdch kan\u00e1lov a vecne odli\u0161n\u00fdch \u010dinnost\u00ed. Na rozdiel od hospod\u00e1rskeho strediska m\u00f4\u017eu ma\u0165 div\u00edzie aj v\u0161etky potrebn\u00e9 spr\u00e1vne \u00fatvary. Divizion\u00e1lny sp\u00f4sob organiz\u00e1cie vedie k poloauton\u00f3mnym jednotk\u00e1m, ktor\u00fdch ved\u00faci je porovnate\u013en\u00fd k ved\u00facemu mal\u00e9ho podniku. Jedin\u00fd rozdiel je v tom, \u017ee vedenie firmy rozhoduje o diverzifika\u010dnej strat\u00e9gii, alok\u00e1cii zdrojov, o v\u00fdbere segmentov trhu, teritori\u00e1lnom smerovan\u00ed n\u00e1kupu a predaja. Ved\u00faci rozhoduje o strat\u00e9gii prenikania na trh a n\u00e1strojoch na jej realiz\u00e1ciu. Z\u00e1kladn\u00fd zmysel div\u00edzi\u00ed je v tom, \u017ee sa spreh\u013ead\u0148uje podnikate\u013esk\u00fd \u00faspech jednotliv\u00fdch div\u00edzii\u00ed a ve\u013emi jasne deklaruje, ak\u00fd podiel maj\u00fa jednotliv\u00e9 div\u00edzie na celkovom zisku.<br \/>\n<strong>V\u00fdhody tejto organiz\u00e1cie:<\/strong><\/p>\n<ul>\n<li>Zni\u017euje za\u0165a\u017eenie najvy\u0161\u0161ieho vedenia.<\/li>\n<li>Zabezpe\u010duje preuk\u00e1zate\u013enos\u0165 v\u00fdsledkov.<\/li>\n<li>Div\u00edzie s\u00fa pomerne uzavret\u00e9 a navz\u00e1jom od seba nez\u00e1visl\u00e9, nevy\u017eaduje sa koordin\u00e1cia.<\/li>\n<li>Umo\u017e\u0148uje decentraliz\u00e1ciu rozhodovania v organiz\u00e1cii.<\/li>\n<li>V\u00fdchova ved\u00facich pracovn\u00edkov.<\/li>\n<\/ul>\n<p><strong>Nev\u00fdhody:<\/strong><\/p>\n<ul>\n<li>M\u00f4\u017eu sa sta\u0165 tak nez\u00e1visl\u00fdmi, \u017ee bud\u00fa p\u00f4sobi\u0165 proti z\u00e1ujmom podniku ako celku.<\/li>\n<li>Ved\u00faci m\u00f4\u017eu uprednostni\u0165 kr\u00e1tkodob\u00e9 v\u00fdnosy pred dlhodob\u00fdmi.<\/li>\n<li>Vysok\u00e9 administrat\u00edvne v\u00fddavky, duplicituj\u00fa sa \u0161t\u00e1bne funkcie.<\/li>\n<\/ul>\n<h3>Holdingov\u00e1 organiza\u010dn\u00e1 \u0161trukt\u00fara<\/h3>\n<p>Holdingov\u00e1 organiza\u010dn\u00e1 \u0161trukt\u00fara ozna\u010duje zoskupenie hospod\u00e1rskych subjektov, v ktorom jeden subjekt ovl\u00e1da prostredn\u00edctvom kapit\u00e1lovej \u00fa\u010dasti ostatn\u00e9 subjekty. Ovl\u00e1daj\u00faci subjekt = matersk\u00e1 spolo\u010dnos\u0165, ovl\u00e1dan\u00e9 spolo\u010dnosti = dc\u00e9rske spolo\u010dnosti. Holdingov\u00e1 \u0161trukt\u00fara sp\u00e1ja v\u00fdhody decentraliz\u00e1cie operat\u00edvneho riadenia so synergick\u00fdmi efektmi kapit\u00e1lov\u00e9ho zoskupenia a jeho riadenia ako celku. <a href=\"https:\/\/www.euroekonom.sk\/formy-vstupu-na-zahranicny-trh\/\">Holdingy<\/a> sa vytv\u00e1raj\u00fa v r\u00f4znych odvetviach.<br \/>\n<strong>Existuj\u00fa r\u00f4zne druhy holdingov:<\/strong><\/p>\n<ul>\n<li><strong>Tradi\u010dn\u00fd holding<\/strong> &#8211; ovl\u00e1daj\u00faca spolo\u010dnos\u0165 (holder) s\u00e1m bezprostredne podnik\u00e1.<\/li>\n<li><strong>\u010cist\u00fd (finan\u010dn\u00fd) holding<\/strong> &#8211; nevykon\u00e1va vlastn\u00fa v\u00fdrobn\u00fa a obchodn\u00fa \u010dinnos\u0165, ale spravuje majetkov\u00e9 podiely dc\u00e9rskych spolo\u010dnost\u00ed, zameriava sa na strategick\u00e9 riadenie, finan\u010dn\u00fa politiku. Pr\u00edjmom s\u00fa dividendy z jej majetkov\u00fdch podielov v dc\u00e9rskych spolo\u010dnostiach.<\/li>\n<li><strong>Strategick\u00fd riadiaci holding<\/strong> &#8211; s\u00fastre\u010fuje sa na vytv\u00e1ranie holdingovej strat\u00e9gie, posudzovanie strat\u00e9gi\u00ed dc\u00e9rskych spol. a ich koordin\u00e1ciu, strategick\u00e9 pl\u00e1novanie, financovanie, kontrolu, person\u00e1lnu a da\u0148ov\u00fa problematiku.<\/li>\n<li><strong>Operat\u00edvny riadiaci holding<\/strong> &#8211; m\u00e1 siln\u00fd riadiaci vplyv na holdingov\u00e9 zlo\u017eky, bezprostredne riadi aj niektor\u00e9 operat. \u010dinnosti.<\/li>\n<\/ul>\n<p><strong>Holding m\u00f4\u017ee by\u0165:<\/strong><\/p>\n<ul>\n<li>jednostup\u0148ov\u00fd (matersk\u00e1 \u2013 dc\u00e9rske spol.) alebo<\/li>\n<li>dvojstup\u0148ov\u00fd (matersk\u00e1 \u2013 dc\u00e9rske \u2013 vnukovsk\u00e9 spol.)<\/li>\n<\/ul>\n<p><strong>V\u00fdhody holdingu:<\/strong><\/p>\n<ul>\n<li>Kapit\u00e1lov\u00e9 prepojenie<\/li>\n<li>Ovplyv\u0148ovanie spr\u00e1vania in\u00fdch podnikov<\/li>\n<li>Mo\u017enos\u0165 zahrani\u010dnej kapit\u00e1lovej \u00fa\u010dasti<\/li>\n<li><a href=\"https:\/\/www.euroekonom.sk\/ekonomika\/agrarna-ekonomika\/monopol-oligopol-konkurencia-a-maximalizacia-zisku-podniku-v-podmienkach-roznych-typov-trhovej-konkurencie\/\">Lep\u0161ie konkuruje na trhu<\/a><\/li>\n<li>Lep\u0161ia rezistencia vo\u010di riziku<\/li>\n<li>Mo\u017enos\u0165 diverzifik\u00e1cie<\/li>\n<\/ul>\n<p><strong>Nev\u00fdhody holdingu:<\/strong><\/p>\n<ul>\n<li>Zlo\u017eitej\u0161ie presadzovanie v\u00f4le materskej spolo\u010dnosti cez predstavenstv\u00e1, konate\u013eov, \u010di valn\u00e9 zhroma\u017edenia dc\u00e9rskych spolo\u010dnost\u00ed<\/li>\n<li>Netransparentnos\u0165<\/li>\n<li>Bari\u00e9ry pre finan\u010dn\u00e9 transfery<\/li>\n<li>Bari\u00e9ry pre operat\u00edvne pr\u00edkazy<\/li>\n<\/ul>\n<h3>Sie\u0165ov\u00e1 organiza\u010dn\u00e1 \u0161trukt\u00fara<\/h3>\n<p>V\u00e4\u010d\u0161inou nie s\u00fa hlavn\u00fdm typom organiza\u010dn\u00fdch \u0161trukt\u00far. Sie\u0165ov\u00fa \u0161trukt\u00faru buduj\u00fa si mal\u00e9 firmy a stredn\u00e9 podniky aby sa br\u00e1nili expanzii ve\u013ek\u00fdch nadn\u00e1rodn\u00fdch spolo\u010dnost\u00ed a spolu vytv\u00e1raj\u00fa podnikate\u013esk\u00e9 siete. Vznikaj\u00fa na z\u00e1klade koopera\u010dn\u00fdch doh\u00f4d medzi podnikmi (v\u00fdrobn\u00fdmi, obchodn\u00fdmi, dopravn\u00fdmi). Podstatou je, \u017ee v podobe siete, hviezdice s\u00fa prepojen\u00e9 a spolo\u010dne sa delia na podnikate\u013eskom \u00faspechu na trhu. Umo\u017e\u0148uj\u00fa viac v\u00fdhod, medzi nimi napr\u00edklad zn\u00ed\u017eenie n\u00e1kladov, zv\u00fd\u0161enie \u0161pecializ\u00e1cie de\u013eby pr\u00e1ce, r\u00fdchlej\u0161ie zav\u00e1dzanie noviniek, rozdelenie rizika a pod.<\/p>\n<h2>Zdroje<\/h2>\n<p>\u010cIHOVSK\u00c1, V. &#8211; MATU\u0160OVI\u010cOV\u00c1, M. &#8211; HVIZDOV\u00c1, E. 2012. Mana\u017ement obchodn\u00fdch organiz\u00e1ci\u00ed. Bratislava: Vydavate\u013estvo EKON\u00d3M, 2012. 302 s. ISBN 978-80-3473-4.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Organiza\u010dn\u00e1 \u0161trukt\u00fara Organiza\u010dn\u00e1 \u0161trukt\u00fara (O\u0160) je mechanizmus, ktor\u00fd sl\u00fa\u017ei na koordin\u00e1ciu a riadenie aktiv\u00edt \u010dlenov organiz\u00e1cie. Zmyslom organiza\u010dnej \u0161trukt\u00fary podniku je rozdelenie pr\u00e1ce medzi \u010dlenov &hellip; <\/p>\n","protected":false},"author":21,"featured_media":25189,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[62,553],"tags":[],"class_list":["post-10983","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manazment","category-vzdelavam-sa"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Organiza\u010dn\u00e1 \u0161trukt\u00fara obchodnej firmy<\/title>\n<meta name=\"description\" content=\"Typy organiza\u010dn\u00fdch \u0161trukt\u00far: jedoduch\u00e1, funkcion\u00e1lna, objektov\u00e1, divizion\u00e1lna, holdingov\u00e1 a sie\u0165ov\u00e1 organiza\u010dn\u00e1 \u0161trukt\u00fara.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, 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