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dc.title A new concept of management en
dc.contributor.author Slinták, Karel
dc.relation.ispartof Montenegrin Journal of Economics
dc.identifier.issn 1800-5845 Scopus Sources, Sherpa/RoMEO, JCR
dc.date.issued 2019
utb.relation.volume 15
utb.relation.issue 1
dc.citation.spage 201
dc.citation.epage 213
dc.type article
dc.language.iso en
dc.publisher Economic Laboratory Transition Research Podgorica-Elit
dc.identifier.doi 10.14254/1800-5845/2019.15-1.15
dc.relation.uri https://search.proquest.com/docview/2244070104?accountid=15518
dc.subject freedom en
dc.subject leadership en
dc.subject participative management en
dc.subject trust en
dc.subject workplace democracy en
dc.description.abstract This paper deals with management dilemmas on the example of Semco company. This paper examines two organizational models, i.e. military and participatory model. The aim of the paper has been to determine what management practices lead to the formation of a natural management system, i.e., a system that adapts its working environment to people and create the right conditions to develop their potential. To achieve this objective, the case study methodology was used. The reason, why Semco has been selected as a study case, is its unusual management model that reveals some limits of current managerial thinking. While analysing and describing the company, it was found that this company creates a working environment that is based on the values of trust, participation, cooperation, freedom and dialogue. Due to the presence of these values, a part of participative management model is amorphous structure that eliminates formal hierarchy, orders and regulations (bureaucracy), control and short-term goals. These elements of traditional management are replaced by flexible working environment which can be adjusted by employees according to their individual needs. For this model, there is a typical characteristic that changes emerge where needed, which means that the changes are not pushed from top to bottom. Participative management model is based on such values as freedom, meritocracy, partnership, information sharing and profit sharing. en
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1008825
utb.identifier.obdid 43880201
utb.identifier.scopus 2-s2.0-85069718898
utb.identifier.wok 000469786600015
utb.source j-wok
dc.date.accessioned 2019-08-13T10:17:23Z
dc.date.available 2019-08-13T10:17:23Z
dc.rights Attribution 3.0 Unported
dc.rights.uri https://creativecommons.org/licenses/by/3.0/
dc.rights.access openAccess
utb.contributor.internalauthor Slinták, Karel
utb.fulltext.affiliation KAREL SLINTAK 1 1 Ph.D., Tomas Bata University in Zlín, Faculty of Management and Economics, Czech Republic, E-mail: slintak@utb.cz
utb.fulltext.dates Received November 14, 2018 Revised from November 27, 2018 Accepted December 23, 2018 Available online March 15, 2019
utb.wos.affiliation [Slintak, Karel] Tomas Bata Univ Zlin, Fac Management & Econ, Zlin, Czech Republic
utb.scopus.affiliation Tomas Bata University in Zlín, Faculty of Management and Economics, Czech Republic
utb.fulltext.faculty Faculty of Management and Economics
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Attribution 3.0 Unported Kromě případů, kde je uvedeno jinak, licence tohoto záznamu je Attribution 3.0 Unported