{"id":9961,"date":"2023-02-12T00:46:16","date_gmt":"2023-02-11T23:46:16","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=9961"},"modified":"2024-05-13T14:57:45","modified_gmt":"2024-05-13T12:57:45","slug":"proces-internej-analyzy","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/proces-internej-analyzy\/","title":{"rendered":"Proces internej anal\u00fdzy"},"content":{"rendered":"

Zmyslom procesu internej anal\u00fdzy je poskytn\u00fa\u0165 metodick\u00fd n\u00e1vod, ako postupova\u0165 od jednoduchej identifik\u00e1cie zdrojov k hlb\u0161iemu pochopeniu strategick\u00fdch schopnost\u00ed podniku. Anal\u00fdza uskuto\u010d\u0148ovan\u00e1 ako proces m\u00e1 nieko\u013eko f\u00e1z s r\u00f4znou mierou rozl\u00ed\u0161enia [1]<\/a>.<\/p>\n

Schopnosti d\u00f4le\u017eit\u00e9 pre podnik ako celok<\/h2>\n

S\u00fa schopnosti, ktor\u00e9 s\u00fa d\u00f4le\u017eit\u00e9 pre podnik ako celok. Zv\u00e4\u010d\u0161a sa t\u00fdkaj\u00fa vyv\u00e1\u017eenosti zdrojov a kombinovania \u010dinnost\u00ed. In\u00e9 hodnotenia sa zaoberaj\u00fa meran\u00edm kvantity a kvality hlavn\u00fdch zdrojov, ako s\u00fa budovy, stroje a \u013eudia. Schopnosti podniku s\u00fa determinovan\u00e9 najm\u00e4 relat\u00edvne samostatn\u00fdmi \u010dinnos\u0165ami, v r\u00e1mci ktor\u00fdch sa navrhuje, vytv\u00e1ra a pred\u00e1va v\u00fdrobok alebo slu\u017eba. Pre ur\u010denie strategickej schopnosti je d\u00f4le\u017eit\u00e9 odhali\u0165 a pochopi\u0165 nielen to, do akej miery sa tieto \u010dinnosti podie\u013eaj\u00fa na tvorbe pridanej hodnoty, ale aj ako navz\u00e1jom s\u00favisia a podporuj\u00fa sa [2]<\/a>.<\/p>\n

Identifik\u00e1cia zdrojov<\/h2>\n

Identifik\u00e1cia zdrojov sl\u00fa\u017ei na ozna\u010denie a triedenie zdrojov, ktor\u00fdmi podnik disponuje na realiz\u00e1ciu a podporu svojej strat\u00e9gie. Hodnot\u00ed sa druh, kvalita a mno\u017estvo zdrojov. Zvy\u010dajne sa \u010dlenia na hmotn\u00e9, \u013eudsk\u00e9, finan\u010dn\u00e9 a nehmotn\u00e9 zdroje. Nemala by by\u0165 obmedzen\u00e1 len na tie zdroje, ktor\u00e9 podnik m\u00e1 zap\u00edsan\u00e9 v svojom majetku. \u00dalohou identifik\u00e1cie je v prvom rade poskytn\u00fa\u0165 komplexn\u00fa a vy\u010derp\u00e1vaj\u00facu invent\u00faru zdrojov. U\u017e v tejto etape je vhodn\u00e9 ozna\u010di\u0165 zdroje, na ktor\u00fdch s\u00fa zalo\u017een\u00e9 kme\u0148ov\u00e9 schopnosti.<\/p>\n

Anal\u00fdza hodnotov\u00e9ho re\u0165azca<\/h2>\n

Anal\u00fdza hodnotov\u00e9ho re\u0165azca<\/a> sk\u00fama s\u00falad a v\u00e4zbu zdrojov so strategick\u00fdm \u00fa\u010delom, na ktor\u00fd maj\u00fa by\u0165 pou\u017eit\u00e9. Presahuje r\u00e1mec predch\u00e1dzaj\u00facej identifik\u00e1cie, preto\u017ee detailne hodnot\u00ed, ako s\u00fa zdroje vyu\u017e\u00edvan\u00e9 a ako navz\u00e1jom spolupracuj\u00fa. Pr\u00ed\u010diny slab\u00e9ho v\u00fdkonu podniku s\u00fa \u010dastej\u0161ie v n\u00edzkom vyu\u017eit\u00ed a slabej koordin\u00e1ci\u00ed, ne\u017e v zdrojoch samotn\u00fdch. Autorom te\u00f3rie anal\u00fdzy hodnotov\u00e9ho re\u0165azca bol Michael Porter<\/a>. M\u00f4\u017ee sa jedna\u0165 o tieto anal\u00fdzy:<\/p>\n

    \n
  1. retrospekt\u00edvna anal\u00fdza<\/strong> \u2013 hodnot\u00ed v\u00fdvoj vn\u00fatorn\u00e9ho prostredia v minulom \u010dase a porovn\u00e1va ho s pr\u00edtomnos\u0165ou. Zaznamen\u00e1va v\u00fdznamn\u00e9 zmeny a m\u00f4\u017ee odhali\u0165 trendy, ktor\u00e9 by inak nemuseli by\u0165 n\u00e1padn\u00e9.<\/li>\n
  2. odvetvov\u00e9 porovnania<\/strong> \u2013 vz\u0165ahuj\u00fa sa na podobn\u00e9 podniky alebo priemern\u00e9 odvetvov\u00e9 ukazovatele. P\u00f4vodne izolovan\u00e1 anal\u00fdza je zasaden\u00e1 do \u0161ir\u0161ieho odvetvov\u00e9ho kontextu, v ktorom sa absol\u00fatne vyjadren\u00e9 veli\u010diny zrelativizuj\u00fa a nadobudn\u00fa re\u00e1lny v\u00fdznam. Vn\u00fatro odvetvov\u00e9 porovnanie prin\u00e1\u0161a jedno nebezpe\u010denstvo, \u017ee analyzovan\u00fd podnik prehliadne skuto\u010dnos\u0165, \u017ee odvetvie ako celok dosahuje slab\u00e9 parametre a je neschopn\u00fd konkurova\u0165 rovnak\u00fdm odvetviam v in\u00fdch krajin\u00e1ch. Mo\u017eno tomu zabr\u00e1ni\u0165, ke\u010f sa porovnanie roz\u0161\u00edri aj do medzin\u00e1rodn\u00e9ho priestoru.<\/li>\n
  3. beanchmarking<\/strong> \u2013 met\u00f3da porovn\u00e1vacej anal\u00fdzy a hodnotenia, ktor\u00e1 sl\u00fa\u017ei na ur\u010denie poz\u00edcie podniku vo vz\u0165ahu ku konkurencii a najm\u00e4 \u0161pi\u010dkov\u00fdm podnikom v odvetv\u00ed, pr\u00edpadne aj mimo odvetvia. Zisten\u00fd rozdiel sl\u00fa\u017ei ako podklad na stanovenie bud\u00facich cie\u013eov. Ciele musia by\u0165 nato\u013eko ambici\u00f3zne, aby vyvolali skuto\u010dn\u00fa v\u00fdrazn\u00fa zmenu, na druhej strane v\u0161ak nesm\u00fa by\u0165 tak\u00e9 n\u00e1ro\u010dn\u00e9, aby boli vopred odmietnut\u00e9 ako nere\u00e1lne, alebo aby p\u00f4sobili v pr\u00edpade nesplnenia demoralizuj\u00faco. S\u00fastre\u010fuje sa najm\u00e4 na odhalenie konkuren\u010dn\u00fdch v\u00fdhod, ktor\u00fdmi disponuj\u00fa podniky v popred\u00ed.<\/li>\n<\/ol>\n

    Vyv\u00e1\u017eenos\u0165 zdrojov<\/h2>\n

    Vyv\u00e1\u017eenos\u0165 zdrojov sa sk\u00fama preto, \u017ee strategick\u00e9 schopnosti podniku s\u00fa \u010dasto oslaben\u00e9 nie v d\u00f4sledku nekvality jednotliv\u00e9ho zdroja alebo niektorej \u010dinnosti, ale kv\u00f4li nespr\u00e1vnemu pomeru alebo nes\u00faladu. T\u00e1to f\u00e1za hodnot\u00ed:<\/p>\n

      \n
    1. mieru vz\u00e1jomn\u00e9ho dop\u013a\u0148ania r\u00f4znych aktiv\u00edt a zdrojov podniku. Sk\u00fama ich pr\u00edbuznos\u0165, protire\u010divos\u0165 alebo nez\u00e1vislos\u0165. Tento druh vyv\u00e1\u017eenosti sa t\u00fdka podnikov, ktor\u00e9 p\u00f4sobia vo viacer\u00fdch podnikaniach a hodnot\u00ed sa portf\u00f3liov\u00fdmi met\u00f3dami.<\/li>\n
    2. vyv\u00e1\u017eenos\u0165 profesnej skladby a osobnostn\u00fdch typov medzi pracovn\u00edkmi podniku, pru\u017enos\u0165 zdrojov vo vz\u0165ahu k neistote v\u00fdvoja vonkaj\u0161ieho prostredia a k riziku z toho vypl\u00fdvaj\u00faceho, na ktor\u00e9 je podnik pripraven\u00fd. Je vhodn\u00e9 ur\u010dite hlavn\u00e9 oblasti neistoty a hodnoti\u0165 s\u00fa\u010dasn\u00fa a po\u017eadovan\u00fa pru\u017enos\u0165 relevantn\u00fdch zdrojov.<\/li>\n<\/ol>\n

      S\u00fahrnn\u00e9 v\u00fdsledky<\/h2>\n

      S\u00fahrnn\u00e9 v\u00fdsledky s\u00fastre\u010fuj\u00fa a syntetizuj\u00fa zistenia predch\u00e1dzaj\u00facich \u010diastkov\u00fdch anal\u00fdz. Odstra\u0148uj\u00fa hrozbu pred\u010dasn\u00fdch a un\u00e1hlen\u00fdch z\u00e1verov z jednotliv\u00fdch anal\u00fdz, poskytuj\u00fa komplexn\u00fd poh\u013ead do h\u013abky vn\u00fatorn\u00e9ho prostredia podniku. Medzi s\u00fahrnn\u00e9 v\u00fdsledky zahr\u0148ujeme:<\/p>\n

        \n
      1. Siln\u00e1 str\u00e1nka<\/strong> \u2013 mo\u017eno si ju predstavi\u0165 ako zru\u010dnos\u0165, schopnos\u0165, hodnotov\u00fd zdroj, predpoklad, potenci\u00e1l, akt\u00edvum, ktor\u00e9 umo\u017enia z\u00edska\u0165 trhov\u00fa v\u00fdhodu v podobe lep\u0161ieho v\u00fdrobku, zvu\u010dnej\u0161ej zna\u010dky, \u0161pi\u010dkovej technol\u00f3gie alebo kvalitnej\u0161ej slu\u017eby z\u00e1kazn\u00edkovi.<\/li>\n
      2. Slabos\u0165<\/strong> \u2013 je nie\u010do, \u010do podniku ch\u00fdba, alebo rob\u00ed slabo alebo nejak\u00e1 podmienka, ktor\u00e1 ho uv\u00e1dza do nev\u00fdhody.<\/li>\n
      3. Konkuren\u010dn\u00e9 v\u00fdhody<\/strong> \u2013 \u010dasto vypl\u00fdvaj\u00fa z integr\u00e1cie nieko\u013ek\u00fdch funk\u010dn\u00fdch oblast\u00ed. Je to vlastne re\u00e1lna schopnos\u0165, skuto\u010dnos\u0165, ktor\u00e1 sa prejav\u00ed nielen v schopnosti v\u00fdrobok navrhn\u00fa\u0165, vyvin\u00fa\u0165, ale aj vyrobi\u0165 a preda\u0165 za najv\u00fdhodnej\u0161ie ceny a vo v\u00e4\u010d\u0161om mno\u017estve ako konkurenti. Znamen\u00e1 z\u00edska\u0165 predstih, preto\u017ee je na trh uv\u00e1dzan\u00fd v\u00fdrobok alebo slu\u017eba, ktor\u00e9 konkurenti nedok\u00e1\u017eu v\u00f4bec poskytn\u00fa\u0165 alebo nedok\u00e1\u017eu poskytn\u00fa\u0165 s rovnocenn\u00fdmi partnermi.<\/li>\n
      4. Kme\u0148ov\u00e9 schopnosti<\/strong> \u2013 vznikaj\u00fa z dvoch navz\u00e1jom sa dopl\u0148uj\u00facich prame\u0148ov, a to podnikov\u00fdch zdrojov a podnikov\u00fdch sp\u00f4sobilost\u00ed. Umo\u017e\u0148uj\u00fa lep\u0161ie zu\u017eitkova\u0165 trhov\u00e9 pr\u00edle\u017eitosti, z\u00edska\u0165 predstih pred konkurenciou a poskytn\u00fa\u0165 z\u00e1kladn\u00fd kame\u0148 na budovanie strat\u00e9gie.<\/li>\n
      5. K\u013e\u00fa\u010dov\u00e1 zranite\u013enos\u0165<\/strong> \u2013 negat\u00edvnou obdobou kme\u0148ovej schopnosti. Slabos\u0165 sa st\u00e1va k\u013e\u00fa\u010dovou zranite\u013enos\u0165ou, ke\u010f je to nevyhnutn\u00e1 schopnos\u0165, ktor\u00e1 podniku ch\u00fdba a ktorou disponuje v\u00e4\u010d\u0161ina konkurentov, pri\u010dom je nevyhnutn\u00e1 pre \u00faspech v danom konkuren\u010dnom prostred\u00ed. Medzi z\u00e1kladn\u00e9 postupy, ktor\u00e9 sa vyu\u017e\u00edvaj\u00fa pri anal\u00fdze intern\u00e9ho prostredia<\/a>, m\u00f4\u017eeme zaradi\u0165 anal\u00fdzu zdrojov podniku a anal\u00fdzu schopnost\u00ed podniku.<\/li>\n<\/ol>\n

        Vyv\u00e1\u017eenos\u0165 zdrojov sa sk\u00fama preto, \u017ee strategick\u00e9 schopnosti podniku s\u00fa \u010dasto oslaben\u00e9 nie v d\u00f4sledku nekvality jednotliv\u00e9ho zdroja alebo niektorej \u010dinnosti, ale kv\u00f4li nespr\u00e1vnemu pomeru alebo nes\u00faladu.
        \n        [1]<\/a> Sak\u00e1l, P. a kol. : Strategick\u00fd mana\u017ement v praxi mana\u017e\u00e9ra<\/em>. Trnava: SP SYNERGIA \u2013 Tripsoft, 2007. ISBN 978-80-89-291-04-5.
        \n        [2]<\/a> Sl\u00e1vik, \u0160. : Strategick\u00e9 riadenie podniku<\/em>. Bratislava: Sprint, 1999. 285 s. ISBN 80-88848-41-5<\/p>\n","protected":false},"excerpt":{"rendered":"

        Zmyslom procesu internej anal\u00fdzy je poskytn\u00fa\u0165 metodick\u00fd n\u00e1vod, ako postupova\u0165 od jednoduchej identifik\u00e1cie zdrojov k hlb\u0161iemu pochopeniu strategick\u00fdch schopnost\u00ed podniku. Anal\u00fdza uskuto\u010d\u0148ovan\u00e1 ako proces m\u00e1 … <\/p>\n","protected":false},"author":17,"featured_media":25206,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[62,553],"tags":[55],"class_list":["post-9961","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-manazment","category-vzdelavam-sa","tag-analyza"],"yoast_head":"\nProces internej anal\u00fdzy<\/title>\n<meta name=\"description\" content=\"Schopnosti d\u00f4le\u017eit\u00e9 pre podnik ako celok. Proces internej anal\u00fdzy. 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