{"id":8875,"date":"2023-01-09T09:05:31","date_gmt":"2023-01-09T08:05:31","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=8875"},"modified":"2024-05-13T14:58:04","modified_gmt":"2024-05-13T12:58:04","slug":"podnikova-kultura-a-strategicke-vodcovstvo","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/podnikova-kultura-a-strategicke-vodcovstvo\/","title":{"rendered":"Podnikov\u00e1 kult\u00fara a strategick\u00e9 vodcovstvo"},"content":{"rendered":"<h2>\u00davod<\/h2>\n<p>Z\u00e1kladn\u00fdm cie\u013eom ka\u017ed\u00e9ho podniku je dosiahnu\u0165 prosperitu a \u00faspech. Od tohto cie\u013ea sa odv\u00edja celkov\u00e1 politika, rozhodnutia a v\u0161etky aktivity podniku. Pri zav\u00e1dzan\u00ed strat\u00e9gie v podniku nie je mo\u017en\u00e9 prehliadnu\u0165 v\u00fdznamn\u00e9 faktory vn\u00fatornej sily, ktor\u00fdmi s\u00fa strategick\u00e9 vodcovstvo a podnikov\u00e1 kult\u00fara. Mana\u017e\u00e9ri podnikov si za\u010d\u00ednaj\u00fa uvedomova\u0165, \u017ee pr\u00e1ve spr\u00e1vne vedenie a tie\u017e zos\u00faladen\u00e1 kult\u00fara v podniku m\u00f4\u017eu by\u0165 zdrojom konkuren\u010dnej v\u00fdhody, najm\u00e4 ak s\u00fa zakomponovan\u00e9 do jeho strategick\u00e9ho riadenia.<\/p>\n<h2>1. Strategick\u00e9 vodcovstvo<\/h2>\n<p>Strategick\u00e9 vodcovstvo utv\u00e1ra mor\u00e1lny a hodnotov\u00fd profil podniku. Je to:<em> \u201es\u00fabor hodn\u00f4t, ktor\u00fd otvorene vyzn\u00e1va vrcholov\u00e9 vedenie, je normou pre ostatn\u00fdch pracovn\u00edkov pri plnen\u00ed ich pracovn\u00fdch \u00faloh.\u201c<a href=\"#_ftn1\" name=\"_ftnref1\"><strong>[1]<\/strong><\/a> <\/em> Hodnoty predstavuj\u00fa to, \u010do je pre podnik d\u00f4le\u017eit\u00e9 a d\u00e1vaj\u00fa podniku silu na uskuto\u010d\u0148ovanie jeho poslania. Vodcovstvo sa charakterizuje ako vz\u0165ah medzi jednotlivcom, ved\u00facim a skupinou. <em>\u201eJe to schopnos\u0165 mana\u017e\u00e9ra vies\u0165 skupinu tak, aby bola \u00faspe\u0161n\u00e1.\u201c<a href=\"#_ftn2\" name=\"_ftnref2\"><strong>[2]<\/strong><\/a> <\/em>\u00daspe\u0161nos\u0165 v\u0161ak z\u00e1le\u017e\u00ed na tom, ako obidve strany vz\u00e1jomne spolupracuj\u00fa.<br \/>\nStrategick\u00fd mana\u017e\u00e9r presadzuje ve\u013ek\u00fd po\u010det vodcovsk\u00fdch rol\u00ed:<\/p>\n<ul>\n<li>je zakladate\u013e strat\u00e9gie (kde prejavuje svoju originalitu, kreativitu a intu\u00edciu),<\/li>\n<li>je realiz\u00e1tor strat\u00e9gie (pri realiz\u00e1cii a propag\u00e1cii mus\u00ed vyu\u017e\u00edva\u0165 presvied\u010danie, vytrvalos\u0165 a tie\u017e vynaliezavos\u0165 pri rie\u0161en\u00ed r\u00f4znych konfliktov a probl\u00e9mov),<\/li>\n<li>je administr\u00e1tor (ovl\u00e1da ka\u017edodenn\u00fd chod podniku),<\/li>\n<li>je s\u00fa\u010das\u0165ou kolekt\u00edvu (prira\u010fuje \u010dinnosti zamestnancom &#8211; jeho \u00fa\u010das\u0165 na realiz\u00e1ci\u00ed strat\u00e9gie je v\u0161ak len form\u00e1lna),<\/li>\n<li>\u0161t\u00fdl vedenia (niekedy autoritat\u00edvny typ, inokedy pozorn\u00fd posluch\u00e1\u010d alebo kompromisn\u00fd rozhodovate\u013e \u2013 \u010do z\u00e1le\u017e\u00ed od situ\u00e1cie, cie\u013eov podniku a ich n\u00e1ro\u010dnosti).<\/li>\n<\/ul>\n<p>Aby v\u0161ak mana\u017e\u00e9r vyvolal z\u00e1ujem, mus\u00ed by\u0165 charizmatick\u00e1 osobnos\u0165 s osobn\u00fdm \u010darom, ktor\u00e1 je schopn\u00e1 ovplyv\u0148ova\u0165 jednotlivcov a skupiny prostredn\u00edctvom motiv\u00e1cie, \u010di rozli\u010dn\u00fdch mana\u017e\u00e9rskych techn\u00edk.<br \/>\nVed\u00face roly v pr\u00e1ci strategick\u00e9ho mana\u017e\u00e9ra (implement\u00e1tora strat\u00e9gie):<\/p>\n<ol>\n<li>riadenie poch\u00f4dzkou (sledovanie v\u0161etk\u00fdch udalosti, kontakty, informa\u010dn\u00e9 zdroje, pravideln\u00e1 n\u00e1v\u0161teva zamestnancov),<\/li>\n<li>ovzdu\u0161ie a kult\u00fara podporuj\u00faca strat\u00e9giu (vedenie, presvied\u010danie),<\/li>\n<li>inovat\u00edvnos\u0165 a citlivos\u0165 pre vonkaj\u0161ie zmeny (meniace sa podmienky, vn\u00edmavos\u0165 na pr\u00edle\u017eitosti a hrozby, inova\u010dn\u00e9 n\u00e1pady, podpora podnikate\u013esk\u00e9ho ducha),<\/li>\n<li>ovl\u00e1danie mocensk\u00fdch pomerov (pochopenie mocenskej \u0161trukt\u00fary podniku),<\/li>\n<li>etick\u00e9 spr\u00e1vanie (presadzovanie vzorov etick\u00e9ho spr\u00e1vania),<\/li>\n<li>regul\u00e1cia odch\u00fdlok (korekcie a \u00fapravy).<\/li>\n<\/ol>\n<h2>2. Podnikov\u00e1 kult\u00fara<\/h2>\n<p>V akejko\u013evek skupine \u013eud\u00ed sa vyskytuje s\u00fabor z\u00e1sad, princ\u00edpov, akci\u00ed, ktor\u00fd umo\u017e\u0148uje ma\u0165 pomerne jednotn\u00fd poh\u013ead na realitu. Tento s\u00fabor je ozna\u010dovan\u00fd ako kult\u00fara. Podniky ako spolo\u010densk\u00e9 skupiny tie\u017e rozv\u00edjaj\u00fa svoje individu\u00e1lne a \u0161pecifick\u00e9 kult\u00fary. Podnikov\u00e1 kult\u00fara je s\u00fa\u010das\u0165ou existencie ka\u017edej organiz\u00e1cie. Vytv\u00e1ra sa samovo\u013ene alebo riadene prostredn\u00edctvom vplyvov podnikov\u00e9ho mana\u017ementu. <em>\u201ePodnikov\u00e1 kult\u00fara ovplyv\u0148uje spr\u00e1vanie pracovn\u00edkov vn\u00fatri podniku i vo vz\u0165ahu k vonkaj\u0161iemu prostrediu, prejavuje sa v hodnot\u00e1ch, podnikate\u013esk\u00fdch z\u00e1sad\u00e1ch, etick\u00fdch norm\u00e1ch, pod\u013ea ktor\u00fdch sa spr\u00e1vaj\u00fa ved\u00faci pracovn\u00edci a v\u0161tepuj\u00fa ich svojim podriaden\u00fdm.\u201c<a href=\"#_ftn3\" name=\"_ftnref3\"><strong>[3]<\/strong><\/a><\/em><br \/>\n<a title=\"Podnikov\u00e1 kult\u00fara, subkult\u00fara a kontrakult\u00fara\" href=\"https:\/\/www.euroekonom.sk\/podnikova-kultura-subkultura-a-kontrakultura\/\" target=\"_blank\" rel=\"noopener\">Podnikov\u00e1 kult\u00fara<\/a> je zahrnut\u00e1 v pr\u00edstupoch, \u0161t\u00fdloch rie\u0161enia \u0165a\u017ekost\u00ed, v osobnosti mana\u017e\u00e9rov a v atmosf\u00e9re na pracovisku. Jej s\u00fa\u010das\u0165ou je odovzd\u00e1vanie, oznamovanie, prezentovanie trad\u00edci\u00ed, zvykov, m\u00fdtov a legiend. Ka\u017ed\u00fd podnik m\u00e1 svoju typick\u00fa kult\u00faru, prostredn\u00edctvom ktorej sa odli\u0161uje od ostatn\u00fdch podnikov. V\u00e4\u010d\u0161inou ide o neform\u00e1lne a nep\u00edsan\u00e9 pravidl\u00e1, ktor\u00e9 zdie\u013eaj\u00fa z\u00e1kladn\u00e9 presved\u010denia a v podniku sa osved\u010dili nato\u013eko, \u017ee s\u00fa zamestnancami re\u0161pektovan\u00e9 a pova\u017eovan\u00e9 za platn\u00e9. Kult\u00fara v podniku sa odvodzuje od siln\u00fdch osobnost\u00ed, ktor\u00e9 pozna\u010dili podnik u\u017e v minulosti, no z\u00e1rove\u0148 na \u0148u v\u00fdrazne vpl\u00fdva aj s\u00fa\u010dasn\u00e9 podnikate\u013esk\u00e9 prostredie a tie\u017e zamestnanci. Podnikov\u00e1 kult\u00fara m\u00f4\u017ee v\u00fdznamne pom\u00e1ha\u0165, alebo prek\u00e1\u017ea\u0165 \u00faspe\u0161n\u00e9mu uskuto\u010dneniu strat\u00e9gie. S\u00falad strat\u00e9gie s kult\u00farou sa priaznivo preuk\u00e1\u017ee na snahe a zaujat\u00ed zamestnancov pracova\u0165 v prospech realiz\u00e1cie strat\u00e9gie. M\u00f4\u017ee by\u0165 slab\u00e1 a nejednotn\u00e1 alebo siln\u00e1 a celistv\u00e1, \u010do z\u00e1le\u017e\u00ed pr\u00e1ve od zamestnancov podniku a ich stoto\u017enenia s v\u00edziou, poslan\u00edm, strat\u00e9giou, cie\u013emi, \u010di \u00falohami, ktor\u00e9 sa od nich o\u010dak\u00e1vaj\u00fa. V pr\u00edpade, \u017ee pr\u00e1ca sa poklad\u00e1 len za prostriedok ob\u017eivy a je vysok\u00e1 ned\u00f4vera vo\u010di svojim spolupracovn\u00edkom a nadriaden\u00fdm, ide v\u00e4\u010d\u0161inou o slab\u00fa podnikov\u00fa kult\u00faru. Naopak, ak pracovn\u00edci poznaj\u00fa svoje roly a vedome pracuj\u00fa na ich realiz\u00e1ci\u00ed, m\u00f4\u017eeme hovori\u0165 o s\u00fadr\u017enej a silnej podnikovej kult\u00fare. <em>\u201eTvorca strat\u00e9gie mus\u00ed formulova\u0165 tak\u00fa strat\u00e9giu, ktor\u00e1 je v s\u00falade s hlboko zakorenen\u00fdmi, nemenite\u013en\u00fdmi prvkami podnikovej kult\u00fary. Realiz\u00e1tor strat\u00e9gie je zasa povinn\u00fd po schv\u00e1len\u00ed strat\u00e9gie uvies\u0165 podnikov\u00fa kult\u00faru do tesn\u00e9ho s\u00faladu so strat\u00e9giou a tejto s\u00falad udr\u017eiava\u0165.\u201c<a href=\"#_ftn4\" name=\"_ftnref4\"><strong>[4]<\/strong><\/a><\/em><\/p>\n<h2>3. Prostriedky podnikovej kult\u00fary<\/h2>\n<p>Prostriedky podnikovej kult\u00fary potvrdzuj\u00fa, vyjadruj\u00fa a komunikuj\u00fa si navz\u00e1jom kult\u00farnu podstatu. D\u00f4le\u017eit\u00fdm prostriedkom podnikovej kult\u00fary s\u00fa symboly. S\u00fa to znaky, ktor\u00e9 maj\u00fa v\u00fdznamov\u00fd a z\u00e1rove\u0148 jednoducho pochopite\u013en\u00fd obsah. M\u00f4\u017eu ma\u0165 okrem materi\u00e1lnej podoby aj podobu verb\u00e1lnych symbolov, symbolick\u00fdch jednan\u00ed a \u0161tat\u00fatov\u00fdch symbolov.<\/p>\n<ul>\n<li><strong>Symboly materi\u00e1lnej povahy (artefakty)<\/strong> &#8211; patr\u00ed sem architekt\u00fara budov podniku, vybavenie kancel\u00e1ri\u00ed a v\u00fdrobn\u00fdch priestorov, dizajn v\u00fdrobkov, logo podniku, propaga\u010dn\u00e9 materi\u00e1ly a in\u00e9 zlo\u017eky tvoriace podnikov\u00fd \u0161t\u00fdl.<\/li>\n<\/ul>\n<ul>\n<li><strong>Verb\u00e1lne symboly<\/strong> &#8211; najv\u00fdznamnej\u0161\u00edm prostriedkom prenosu podnikovej kult\u00fary je jazyk, ktor\u00fd je prirodzen\u00fdm n\u00e1strojom \u013eudskej komunik\u00e1cie. Ka\u017ed\u00fd zamestnanec by sa mal nau\u010di\u0165 a osvoji\u0165 si typick\u00fa re\u010d podniku, aby porozumel danej kult\u00fare. Takmer v ka\u017edom podniku sa tvor\u00ed vlastn\u00fd \u017earg\u00f3n, ktor\u00fd odr\u00e1\u017ea identick\u00fd sp\u00f4sob \u017eivota v r\u00e1mci ur\u010ditej profesijnej skupiny.<\/li>\n<\/ul>\n<ul>\n<li><strong>Symbolick\u00e9 jednania<\/strong> &#8211; maj\u00fa podstatn\u00fd v\u00fdznam pre utv\u00e1ranie, spozn\u00e1vanie a upev\u0148ovanie podnikovej kult\u00fary. Symbolick\u00e9 spr\u00e1vanie a konanie m\u00e1 naj\u010dastej\u0161ie podobu cerem\u00f3ni\u00ed, obradov a r\u00f4znych ritu\u00e1lov, ktor\u00e9 predstavuj\u00fa ur\u010dit\u00fd typ zvykov, oby\u010dajov s konkr\u00e9tnym v\u00fdznamom.<\/li>\n<\/ul>\n<ul>\n<li><strong>\u0160tat\u00fatov\u00e9 symboly<\/strong> &#8211; sa pokladaj\u00fa ozna\u010denia funkci\u00ed a materi\u00e1lne v\u00fdhody spojen\u00e9 s v\u00fdkonom, ktor\u00e9 m\u00f4\u017eu silne motivova\u0165 zamestnancov k dosiahnutiu konkr\u00e9tnej funkcie.<\/li>\n<\/ul>\n<p>Kult\u00fara v podniku zah\u0155\u0148a viac oblast\u00ed, ktor\u00e9 by sa mali udr\u017eiava\u0165 v neust\u00e1lom s\u00falade. Konzulta\u010dn\u00fd podnik McKinsey and Co. vytvoril model zn\u00e1my ako s\u00fastava siedmich S, prostredn\u00edctvom ktor\u00e9ho je mo\u017en\u00e9 sk\u00fama\u0165 s\u00falad jednotliv\u00fdch oblast\u00ed v podniku a to medzi:<\/p>\n<ul>\n<li>strat\u00e9giou (s\u00fabor aktiv\u00edt zameran\u00fd na dosiahnutie cie\u013eov podniku),<\/li>\n<li>organiza\u010dnou \u0161trukt\u00farou (organiza\u010dn\u00e1 sch\u00e9ma a pr\u00edlohy, zodpovednosti, rozdelenie,&#8230;)<\/li>\n<li>vyzn\u00e1van\u00fdmi hodnotami (nadraden\u00e9 ciele),<\/li>\n<li>osadenstvom (zamestnanci podniku),<\/li>\n<li>syst\u00e9mami (informa\u010dn\u00e9 syst\u00e9my, v\u00fdrobn\u00e9 procesy, syst\u00e9my kontroly kvality,&#8230;)<\/li>\n<li>zru\u010dnos\u0165ami (schopnosti, ktor\u00fdmi sa vyzna\u010duje podnik ako celok)<\/li>\n<li>a \u0161t\u00fdlom (riadiaci \u0161t\u00fdl vrcholov\u00e9ho vedenia).<\/li>\n<\/ul>\n<table width=\"100%\">\n<tbody>\n<tr>\n<td>Strat\u00e9gia<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<table width=\"100%\">\n<tbody>\n<tr>\n<td>Vyzn\u00e1van\u00e9 hodnoty<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<table width=\"100%\">\n<tbody>\n<tr>\n<td>Zru\u010dnosti<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<table width=\"100%\">\n<tbody>\n<tr>\n<td>Osadenstvo<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<table width=\"100%\">\n<tbody>\n<tr>\n<td>\u0160t\u00fdl<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<table width=\"100%\">\n<tbody>\n<tr>\n<td>Syst\u00e9my<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<table width=\"100%\">\n<tbody>\n<tr>\n<td>Organiza\u010dn\u00e1 \u0161trukt\u00fara<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>Obr\u00e1zok 1 S\u00fastava siedmich S od podniku McKinsey<br \/>\nZdroj: SL\u00c1VIK, \u0160. 2005. <em>Strategick\u00fd mana\u017ement<\/em>. Bratislava : SPRINT, 2005. 395s. ISBN 80-89085-49-0. s. 365.<br \/>\nModel je vytvoren\u00fd na predpoklade, \u017ee t\u00fdchto sedem oblast\u00ed sa mus\u00ed nach\u00e1dza\u0165 v s\u00falade, aby bola implement\u00e1cia strat\u00e9gie \u010do naj\u00faspe\u0161nej\u0161ia. Niekedy je jednoduch\u0161ie pozmeni\u0165, alebo \u00faplne vymeni\u0165 pracovn\u00fd person\u00e1l alebo zalo\u017ei\u0165 nov\u00fd podnik, ako meni\u0165 hlboko v\u017eit\u00fa kult\u00faru, ktor\u00e1 nepodporuje strat\u00e9giu.<\/p>\n<h2>4. Pr\u00edpadov\u00e1 \u0161t\u00fadia<\/h2>\n<p>V s\u00fa\u010dasnosti mo\u017eno u\u017e aj na Slovensku pozorova\u0165 zmeny v pr\u00edstupe podnikov vo\u010di svojim zamestnancom, \u010di z\u00e1kazn\u00edkom. \u010coraz viac je d\u00f4le\u017eit\u00e9 ako sa podnik spr\u00e1va, ak\u00e9 vyzn\u00e1va hodnoty, \u010do pon\u00faka prostrediu a tie\u017e ako komunikuje so z\u00e1kazn\u00edkmi. U\u017e od svojho zrodu si buduje ur\u010dit\u00fa podnikov\u00fa kult\u00faru.<br \/>\nFakulta mana\u017ementu Univerzity Komensk\u00e9ho v Bratislave sa u\u017e dlh\u0161\u00ed \u010das venuje t\u00e9me podnikov\u00e1 kult\u00fara. Prostredn\u00edctvom jej osobn\u00e9ho asistenta sa realizoval prieskum podnikovej kult\u00fary vo vy\u0161e p\u00e4\u0165desiatich firm\u00e1ch na Slovensku. Podie\u013eali sa na \u0148om ve\u013ek\u00e9 i mal\u00e9 podniky, ktor\u00e9 kult\u00faru v podniku vytvorili u\u017e d\u00e1vno, ale aj rozv\u00edjaj\u00face sa podniky a tie\u017e tie, ktor\u00e9 podnikov\u00fa kult\u00faru cielene nevytv\u00e1raj\u00fa.<\/p>\n<ul>\n<li>V\u00fdrazn\u00e1 v\u00e4\u010d\u0161ina z\u00fa\u010dastnen\u00fdch podnikov (79 %) vn\u00edma podnikov\u00fa kult\u00faru ako ve\u013emi v\u00fdznamn\u00fd faktor \u00faspe\u0161nosti podniku.<\/li>\n<li>Takmer v\u0161etky op\u00fdtan\u00e9 podniky (90%) zast\u00e1vaj\u00fa n\u00e1zor, \u017ee podnikov\u00e1 kult\u00fara ovplyv\u0148uje atmosf\u00e9ru v podniku, vz\u0165ahy zamestnancov k spolo\u010dnosti, k jej vedeniu \u010di medzi sebou navz\u00e1jom.<\/li>\n<li>Podniky, ktor\u00e9 u\u017e kult\u00faru \u00faspe\u0161ne zaviedli, s\u00fa presved\u010den\u00e9, \u017ee m\u00e1 vplyv aj na: produktivitu, finan\u010dn\u00e9 ukazovatele, kvalitu v\u00fdrobkov a slu\u017eieb, n\u00e1klady, ale aj etiku, inov\u00e1cie a kreativitu.<\/li>\n<li>Viac ako dve tretiny respondentov tvrdia, \u017ee podnikov\u00fa kult\u00faru mo\u017eno formova\u0165 alebo meni\u0165.<\/li>\n<li>V\u0161etky sk\u00faman\u00e9 podniky relat\u00edvne dobre definovali hlavn\u00fa zodpovednos\u0165 za podnikov\u00fa kult\u00faru, ktor\u00e1 je najm\u00e4 na gener\u00e1lnom riadite\u013eovi a t\u00edme vrcholov\u00e9ho mana\u017ementu. V\u00fdznamn\u00fa \u00falohu hr\u00e1 person\u00e1lny mana\u017e\u00e9r a mana\u017ement ako tak\u00fd.<\/li>\n<li>Odli\u0161n\u00e9 presved\u010denie vyjadrili podniky, ktor\u00e9 sa nezaoberaj\u00fa podnikovou kult\u00farou. Menej ako polovica z nich si mysl\u00ed, \u017ee by zodpovednos\u0165 za jej implement\u00e1ciu a rozvoj niesli na svojich ramen\u00e1ch mana\u017e\u00e9ri firmy.<\/li>\n<li>Takmer v\u0161etci sa zhodli, \u017ee kult\u00fara v podniku sa neformuje a nemen\u00ed zo d\u0148a na de\u0148, z noci na r\u00e1no a jedn\u00fdm pr\u00edkazom &#8211; jej mana\u017eovanie je dlhodob\u00e1 z\u00e1le\u017eitos\u0165 presahuj\u00faca jeden rok.<\/li>\n<\/ul>\n<p>Pr\u00edpadov\u00e1 \u0161t\u00fadia \u201epodnikov\u00e1 kult\u00fara &#8211; v\u00fdrazn\u00fd faktor \u00faspe\u0161nosti firiem\u201c bola vytvoren\u00e1 preto, aby sa pouk\u00e1zalo na mo\u017en\u00e9 k\u013e\u00fa\u010dov\u00e9 faktory \u00faspechu podniku. Naozaj je pravdou, \u017ee podnikov\u00e1 kult\u00fara je jeden z v\u00fdznamn\u00fdch faktorov pre dosiahnutie \u00faspechu. Dnes u\u017e v\u00e4\u010d\u0161ina podnikov spolupracuje pri vytv\u00e1ran\u00ed podnikovej kult\u00fary s extern\u00fdmi poradensk\u00fdmi spolo\u010dnos\u0165ami. V s\u00favislosti s dosiahnut\u00edm cie\u013ea si klad\u00fa \u0161tyri k\u013e\u00fa\u010dov\u00e9 ot\u00e1zky:<\/p>\n<h3>Pre\u010do?<\/h3>\n<p>Pre\u010do d\u00e1va odpove\u010f na ot\u00e1zku, ak\u00fd m\u00e1 pre podnik v\u00fdznam zaobera\u0165 sa podnikovou kult\u00farou. Ukazuje, \u017ee podnikov\u00e1 kult\u00fara je dimenziou podniku a v\u00fdznamne ovplyv\u0148uje dianie v podniku.<\/p>\n<h3>Kedy?<\/h3>\n<p>Kedy identifikuje situ\u00e1cie, v ktor\u00fdch sa treba intenz\u00edvne zaobera\u0165 podnikovou kult\u00farou. Je to najm\u00e4 vtedy, ke\u010f sa uskuto\u010d\u0148uj\u00fa v\u00fdznamn\u00e9 zmeny v podniku alebo jeho okol\u00ed a s\u00fa\u010dasn\u00e1 kult\u00fara nie je pre podnik vhodn\u00e1.<\/p>\n<h3>Kto?<\/h3>\n<p>Kto rie\u0161i ot\u00e1zku zodpovednosti za mana\u017ement podnikovej kult\u00fary. T\u00fato zodpovednos\u0165 m\u00e1 vrcholov\u00e9 vedenie a gener\u00e1lny riadite\u013e, d\u00f4le\u017eit\u00e9 je zainteresova\u0165 aj ostatn\u00fdch k\u013e\u00fa\u010dov\u00fdch zamestnancov.<\/p>\n<h3>Ako?<\/h3>\n<p>Ako ukazuje postup riadenia, ktor\u00fd tvoria z\u00e1kladn\u00e9 f\u00e1zy: anal\u00fdza, formul\u00e1cia, implement\u00e1cia a kontrola. \u0160tvorica k\u013e\u00fa\u010dov\u00fdch ot\u00e1zok a odpoved\u00ed na ne sa pod\u013ea odborn\u00e9ho asistenta m\u00f4\u017ee pou\u017ei\u0165: Ako model &#8211; na z\u00e1kladn\u00e9 zorientovanie sa v problematike mana\u017ementu podnikovej kult\u00fary.<br \/>\nD\u00f4vody, pre ktor\u00e9 sa podniky rozhodli zaobera\u0165 podnikovou kult\u00farou s\u00fa preva\u017ene snaha o zlep\u0161enie vz\u0165ahov so zamestnancami, zlep\u0161enie hospod\u00e1rskych v\u00fdsledkov podniku, tie\u017e v\u00fdraznej\u0161ia a \u00fa\u010dinnej\u0161ia motiv\u00e1cia zamestnancov, ale aj implement\u00e1cia strategick\u00fdch zmien. \u0160t\u00fadia zah\u0155\u0148a ve\u013ea \u010fal\u0161\u00edch inform\u00e1ci\u00ed, ktor\u00e9 spolu vytv\u00e1raj\u00fa obraz o vn\u00edman\u00ed podnikovej kult\u00fary v slovensk\u00fdch podnikoch na za\u010diatku tretieho tis\u00edcro\u010dia. Vypl\u00fdva z nej, \u017ee strategicky vhodn\u00e1 podnikov\u00e1 kult\u00fara vedie k \u00faspe\u0161nosti podniku.<\/p>\n<h2>Z\u00e1ver<\/h2>\n<p>Siln\u00e1 podnikov\u00e1 kult\u00fara pozit\u00edvne ovplyv\u0148uje rozhodovanie, spolupr\u00e1cu, komunik\u00e1ciu, motiv\u00e1ciu, \u00farove\u0148 spolupr\u00e1ce, rie\u0161enie probl\u00e9mov aj ich uskuto\u010dnenie a t\u00fdm u\u013eah\u010duje priebeh a realiz\u00e1ciu riadiacich procesov. Podnikov\u00e1 kult\u00fara d\u00e1va jednotlivcom mo\u017enos\u0165 od\u00f4vodni\u0165 svoje spr\u00e1vanie v nadv\u00e4znosti na hodnoty preferovan\u00e9 v podniku. Na druhej strane mana\u017e\u00e9ri m\u00f4\u017eu vyu\u017ei\u0165 podnikov\u00fa kult\u00faru na podporu tak\u00fdch \u010dinnosti, o ktor\u00e9 maj\u00fa z\u00e1ujem.<\/p>\n<h2>Zoznam pou\u017eitej literat\u00fary<\/h2>\n<h3>Kni\u017en\u00e9 zdroje:<\/h3>\n<p>ANTO\u0160OV\u00c1, M. 2007. <em>Strategick\u00fd mana\u017ement \u2013 u\u010debn\u00e9 texty. <\/em>Ko\u0161ice : Technick\u00e1 univerzita v Ko\u0161iciach, 2007.<br \/>\nSL\u00c1VIK, \u0160. 2005. <em>Strategick\u00fd mana\u017ement<\/em>. Bratislava : SPRINT, 2005. 395s. ISBN 80-89085-49-0.<\/p>\n<h3>Www str\u00e1nky:<\/h3>\n<p><em>Podnikov\u00e1 kult\u00fara a podnikov\u00e1 identita: Z\u00e1kladn\u00fdm kame\u0148om je zdie\u013eanie<\/em> <em>hodn\u00f4t <\/em>(on-line) cit.15.11.2013 dostupn\u00e9 na internete: http:\/\/www.ibispartner.sk<br \/>\n<em>Podnikov\u00e1 kult\u00fara &#8211; v\u00fdrazn\u00fd faktor \u00faspe\u0161nosti firiem <\/em>(on-line) cit.15.11.2013 dostupn\u00e9 na internete: http:\/\/www.sme.sk<br \/>\n<a href=\"#_ftnref1\" name=\"_ftn1\">[1]<\/a> SL\u00c1VIK, \u0160. 2005. <em>Strategick\u00fd mana\u017ement<\/em>. Bratislava : SPRINT, 2005. 395s. ISBN 80-89085-49-0. s. 361.<br \/>\n<a href=\"#_ftnref2\" name=\"_ftn2\">[2]<\/a> ANTO\u0160OV\u00c1, M. 2007. <em>Strategick\u00fd mana\u017ement \u2013 u\u010debn\u00e9 texty. <\/em>Ko\u0161ice : Technick\u00e1 univerzita v Ko\u0161iciach, 2007. s. 67.<br \/>\n<a href=\"#_ftnref3\" name=\"_ftn3\">[3]<\/a> SL\u00c1VIK, \u0160. 2005. <em>Strategick\u00fd mana\u017ement<\/em>. Bratislava : SPRINT, 2005. 395s. ISBN 80-89085-49-0. s. 362.<br \/>\n<a href=\"#_ftnref4\" name=\"_ftn4\">[4]<\/a> ANTO\u0160OV\u00c1, M. 2007. <em>Strategick\u00fd mana\u017ement \u2013 u\u010debn\u00e9 texty. <\/em>Ko\u0161ice : Technick\u00e1 univerzita v Ko\u0161iciach, 2007. s. 79.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u00davod Z\u00e1kladn\u00fdm cie\u013eom ka\u017ed\u00e9ho podniku je dosiahnu\u0165 prosperitu a \u00faspech. Od tohto cie\u013ea sa odv\u00edja celkov\u00e1 politika, rozhodnutia a v\u0161etky aktivity podniku. Pri zav\u00e1dzan\u00ed strat\u00e9gie &hellip; <\/p>\n","protected":false},"author":16,"featured_media":25298,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[551,52],"tags":[159],"class_list":["post-8875","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-podnikam","category-podnikanie","tag-strategia"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Podnikov\u00e1 kult\u00fara a strategick\u00e9 vodcovstvo<\/title>\n<meta name=\"description\" content=\"Pr\u00edpadov\u00e1 \u0161t\u00fadia: Podnikov\u00e1 kult\u00fara a strategick\u00e9 vodcovstvo. Prostriedky podnikovej kult\u00fary. 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