1. Peter Harmath, Природно-математички факултет Бања Лука, Zimbabwe
ABSTRACT
Each region can be characterized with specific managerial attitudes towards organizational questions, processes and measures of development but especially towards organizational problems. In the case of commonwealth countries the questions of organizational development seems to be based on a highly comprehensive and historically continual social and economical development process versus what happened in the majority of Western Balkan Countries (WBC) but especially in Serbia.
In the last two decades the Serbian enterprises have run into plenty of organizational problems connected with building or establishing market economy. This advancing process makes the problems more and more comparable with current problems of e.g. common wealth countries. The necessary transition processes cause a continual need for monitoring the change. Without a clearly defined approach for monitoring the organizational change processes, now it has become very hard to create the right vision of change needed for further reorganization in Serbian enterprises.
The aim of this work is to offer a brief overview of typical problems of Serbian enterprises at the time of performing of organizational change. The study is based on collected and aggregated cases of problems those that can be considered as “typical inside the process of reorganization”. The article involves two fairly similar patterns of considering and benchmarking the change process obstacles. These two approaches differ by the authors, in time and place but not in the way of thinking.
As a result it was recognized that there are much more possibilities to diagnose the causes of mistaken change processes. They can be sorted e.g. according to behavioral, structural and contextual origin. Many discrepancies can be found between the undertaken measures and the exactly needed solution of the real problem. Usually it was the right (needed) action that was missing. Some of the reasons could be that usually people act according to their own view of what is rational for them (individually) but in a complex system with a turbulent (unpredictable, equivocal sometimes hostile) environment it can lead to contradictory situations. In some cases the different interests of stakeholders make it impossible to reach a consensus in strategy, organizational structure, decentralization delegation, standardization, communication, motivation, etc.
Having considered and benchmarked the limiting factor of reorganization, the authors concluded that the problems in the acceptance of organizational changes of Serbian companies are generally the same. It can be stated with considerable certainty that the proposed methodological solution is applicable to all sectors of the economy, and at every organizational level of enterprise. The presented experience of Serbian enterprises can serve as the basis for anticipating some negative (limiting) factors. It could be crucial for increasing the competitiveness of enterprises in other transition economies too.
Кључне речи :
Тематска област:
Measuring entrepreneurial activities
Датум:
04.10.2012.
Бр. отварања:
488
