Magistro darbo objektas – ryšių su visuomene panaudojimo galimybės prekinio ženklo komunikacijoje. Darbo tikslas - išanalizuoti ryšių su visuomene panaudojimą prekinio ženklo komunikacijoje. Pagrindiniai darbo uždaviniai: identifikuoti prekinį ženklą bei ryšius su visuomene, jų elementus bei ypatumus; išanalizuoti ryšių su visuomene panaudojimo prekinio ženklo komunikacijai galimybes ir daromą poveikį; ištirti ryšių su visuomene naudojimą Lietuvos prekinių ženklų komunikacijoje. Naudojantis literatūros šaltinių analizės bei lyginamuoju metodais bei kiekybine publikacijų analize, prieita prie išvados, kad efektyviausiai ryšiai su visuomene panaudojami prekinio ženklo sukūrimo, įvedimo į rinką stadijoje. Prekinis ženklas - tai prekės ženklas su pridedamąja jo verte, kuri sukuriama naudojant įvairias marketingo komunikacijos priemones, todėl prekinis ženklas egzistuoja tik vartotojo sąmonėje. Stiprus prekinis ženklas sukuriamas atsižvelgiant į tam tikrus dėsnius: vienas prekinis ženklas gali asocijuotis tik su vienu produktu ar produktų kategorija (kategorijoje produktai turi būti panašūs savo charakteristikomis); prekinio ženklo komunikacija turi būti nuoseklus procesas; sukurtą prekinį ženklą reikia įvesti į rinką ir palaikyti atitinkamai ryšių su visuomene ir reklamos pagalba; kiekvienas prekinis ženklas turi atrasti ir „pasisavinti“ tam tikrą žodį, kuris vėliau sukeltų norimas asociacijas vartotojo sąmonėje bei sukurti kokybės iliuziją, naudojant vardą ir aukštą kainą... [toliau žr. visą tekstą] / The object of this work – public relations practice opportunities in brand communication. Aim of this work – to analyze public relations practice in brand communication. The fundamental objectives are to identify brand and public relations, their elements and peculiarities; to analyze public relations practice opportunities and impacts in brand communication process; to analyze public relations practice in Lithuania’s brands communication. Using survey of analytical-theoretical method, there was come to a conclusion, that the most effective public relations practice exist in brand establishing and in introducing stage. Brand is the product or services with added values, which is created through marketing communication elements and exist only in consumers mind. Strong brands are created using special laws, which determines that: one brand could be connected only with one product or service; brand communication should be a consistent process; public relations should be used in brand introducing to the market stage while for the brand maintenance it is effective to use advertising; every brand should be associated with one main word. Organization should plan brand communication, its process and tools in advance. The main tools of brand communication are elements of marketing communication. The particularity of brand, the stage of its life cycle and stakeholders influences decision which components will be used in brand communication. Brand identity should be used properly. When... [to full text]

Magistro darbo objektas — daugiausiai klientų turinčių Lietuvos valstybinių institucijų interneto tinklapiuose komunikuojami elementai, skirti interesų grupėms. Darbo tikslas — atskleisti Lietuvos valstybinių institucijų komunikavimo su prioritetinėmis interesų grupėmis ypatumus. Darbo pagrindiniai uždaviniai: aptarti interesų grupės sampratą ir jų svarbą organizacijai; išanalizuoti metodus ir požymius, kuriais vadovaujantis atrenkamos prioritetinės interesų grupės; apibrėžti modelius ir priemones, kuriais komunikuojama su prioritetinėmis interesų grupėmis; nustatyti interesų grupes, kurias Lietuvos institucijos laiko prioritetinėmis; išanalizuoti, kokiais rodikliais remiantis, pasirenkamos interesų grupės; nustatyti elementus, svarbius prioritetinėms valstybinių institucijų interesų grupėms; atskleisti, ar Lietuvos valstybinės institucijos panaudoja tuos elementus, kad patenkintų prioritetinių interesų grupių numanomus poreikius. Remiantis mokslinėmis publikacijomis, naujienų, analizės dokumentais, statistine medžiaga bei turinio analizės metodu atliekant tyrimą prieita prie išvados, kad Lietuvos valstybinės institucijos interneto svetainėse dažniausiai pateikia informaciją tokioms interesų grupėms kaip klientai, žiniasklaida, kiek mažiau — darbuotojams, partneriams. Prioritetine interesų grupe laikomi klientai, jiems skiriama daugiausiai informacijos, kurią stengiamasi struktūruoti, patogiau pateikti. Tyrimas rodo, kad Lietuvos valstybinės institucijos sąmoningai... [toliau žr. visą tekstą] / For every organization – public institution or private business – it’s important to reach their goals to be successful. For this purpose and organization should maintain good relationships with clients, suppliers, partners and other stakeholders. An organization can have lots of stakeholders, but it cannot communicate with all of them in the same way, and to give them all the same attention. That is why it should set priorities for stakeholders and to choose to communicate more with those stakeholders, who have more power and interest to influence the organization’s activity. Only after prioritization, it is possible to communicate with stakeholders effectively - when their all specific needs and interests are known to organization, it is easier to construct concrete messages which are adopted to stakeholders, and to reach goals. The stakeholders of public institutions and private business organizations are quite different. As public institutions affect life’s of every person more or less, this diploma work concentrates on the specifics of stakeholders of public institutions. Because of this reason the main goal of this paper is to reveal and explain the specifics of communication with stakeholders in public institutions of Lithuania: to identify which stakeholders have a priority in public institutions of Lithuania, how these institutions choose their priority stakeholders and what elements of internet page they use to satisfy their needs for information. Diploma work... [to full text]

<p>Disertacija se bavi efektima liderstva, LMX i transformacionog liderstva na razliĉite organizacione i poslovne performanse preduzeća u Bosni i Hercegovini. Od poslovnih performansi su kao kljuĉne posmatrane finansijske i performanse uspje&scaron;nosti razvoja novog proizvoda, a kao organizacione performanse posmatrani su: zadovoljstvo poslom, organizaciona posvećenost, organizaciona komunikacija i meĊusobno povjerenje na poslu. Pored toga, u disertaciji su obrazloţeni i neki drugi organizacioni ishodi koji su u uzroĉno-posljediĉnoj vezi sa liderstvom: organizaciono pona&scaron;anje, organizaciona kultura, motivacija i stres. Istraţivaĉki dio disertacije je zasnovan na podacima koji su dobijeni iz dva istovremeno sprovedena istraţivanja. Prvo istraţivanje je obuhvatilo anketiranje N=334 menadţera srednjeg nivoa iz 103 preduzeća u Bosni i Hercegovini. Od metoda statistiĉke obrade podataka kori&scaron;teni su: deskriptivna statistika, korelaciona analiza, regresiona analiza i hijerarhijska regresiona analiza za ispitivanje moderatornog dejstva. Osnovni zakljuĉci ovog istraţivanja su: (1) Lideri u B&amp;H preduzećima imaju visoka oĉekivanja u pogledu performansi, a malo podr&scaron;ke i osjećanja za zaposlene. Kazne su ĉe&scaron;će nego nagrade, LMX je oko prosjeka, distanca moći iznad prosjeka, a organizaciona posvećenost ima nisku prosjeĉnu ocjenu. (2) Zaposleni u B&amp;H preduzećima ne vole visoku distancu moći, preferiraju dobre meĊuljudske odnose, kako sa nadreĊenim tako i sa kolegama. Pored toga, zaposleni visoko cijene nagraĊivanje i strategijske sposobnosti lidera. Insistiranje lidera na visokim performansama, kao i primjena sistema kaţnjavanja, ne daju pozitivne efekte. (3) Zadovoljstvo poslom, zadovoljstvo organizacionom komunikacijom i meĊusobno povjerenje na poslu su oko prosjeka. Zaposleni su vi&scaron;e zadovoljni aspektima posla koji su vezani za socijalne odnose u preduzeću nego postojećim i potencijalnim naknadama. Generalno posmatrano,<br />zadovoljni su organizacionom komunikacijom, naroĉito sa onom koju realizuju sa menadţerima srednjeg nivoa, a meĊusobno povjerenje je ne&scaron;to intenzivnije kada su u pitanju namjere i akcije kolega nego namjere i akcije menadţmenta preduzeća. (4) Vlasniĉka struktura i nacionalno porijeklo preduzeća nisu znaĉajni moderatori posmatranih odnosa. Moderatorni efekat pokazao se samo u malom broju sluĉajeva. (5) Lideri treba da smanje distancu moći, smanje visoka oĉekivanja u smislu performansi, smanje kazne, a da pobolj&scaron;aju svoj odnos sa zaposlenima, da njeguju dobre odnose meĊu zaposlenima, da povećaju nagrade, i da se usavr&scaron;avaju u svojim strate&scaron;kim znanjima, razmi&scaron;ljanjima i akcijama.<br />TakoĊer, da bi disertacija dala sveobuhvatne informacije o efektima liderstva na organizacione i poslovne performanse preduzeća u Bosni i Hercegovini, pored prethodno navedenog istraţivanja menadţera srednjeg nivoa, uraĊeno je i dodatno, uporedno istraţivanje na uzorku od 127 top menadţera u isto toliko preduzeća, po principu jedno preduzeće jedan top menadţer. Uvaţavajući ĉinjenicu da moderno poslovanje nameće liderima potrebu kreiranja i stalnog uvoĊenja promjena u postojeći naĉin poslovanja, &scaron;to u svojoj su&scaron;tini predstavlja transformaciono liderstvo, ovo istraţivanje je imalo za cilj da utvrdi obim i intenzitet efekata transformacionog liderstva vrhunskih menadţera na poslovne performanse B&amp;H preduzeća. Kao poslovne performase posmatrane su finansijske performanse i performanse razvoja novog proizvoda. Rezultati ovog istraţivanja pokazuju da transformaciono liderstvo ima pozitivan uticaj na postizanje visokog nivoa finansijskih performansi i performansi razvoja novog proizvoda. TakoĊer, istraţivanje je pokazalo da lideri i top menadţeri najvi&scaron;eg nivoa u preduzećima u Bosni i Hercegovini imaju veći fokus na zadatke nego na ljude. U tom smislu, preporuka za njih jeste da vi&scaron;e paţnje posvećuju kreiranju i uvoĊenju promjenama u postojeći model poslovanja, na budućnost i dugoroĉne planove, ali i na svoje zaposlene kao glavne nosioce svih poslovnih procesa.</p> / <p>The dissertation deals with the effects of leadership, LMX and transformational leadership on the various organisational and business performance of enterprises in Bosnia and Herzegovina. Of business performance, key financial and success of new product development performance are considered to be key, while as organisational performance we consider: job satisfaction, organisational commitment, organisational communication and mutual trust at work. In addition, the dissertation also explains other organisational outcomes that are in a cause-and-effect relationship with leadership: organisational behaviour, organisational culture, motivation and stress. The research part of the dissertation is based on data obtained from two simultaneously conducted research. The first survey included a survey of N = 334 mid-level managers from 103 enterprises in Bosnia and Herzegovina. The statistical methods used are: descriptive statistics, correlation analysis, regression analysis and hierarchical regression analysis for moderate effect testing. The basic conclusions of this research are: (1) Leaders in Bosnia and Herzegovina have high expectations in terms of performance, with little support and feelings for employees. The penalties are more frequent than the rewards, the LMX is around the average, the distance of power above the average, and the organisation&#39;s commitment has a low average grade. (2) Employees in Bosnia and Herzegovina do not like a great distance of power, preferring good interpersonal relationships, both with their superiors and their counterparts. In addition, employees highly value and reward strategic abilities of leaders. Insistence of leaders on high-performance, as well as the application of the punishment system, do not yield positive effects. (3) Job satisfaction, satisfaction with organisational communication and mutual trust in work are around the average. Employees are more satisfied with aspects of work related to social relations in the company<br />than the existing and potential benefits. Generally speaking, they are happy with organisational communication, especially with middle-level managers, and mutual trust is more intense when it comes to the intentions and actions of colleagues than the intentions and actions of enterprise management. (4) Ownership structure and national origin of enterprises are not significant moderators of observed relationships. The moderate effect has only been demonstrated in a small number of cases. (5) Leaders should reduce the distance of power, reduce high performance expectations, reduce punishment, improve their relationship with employees, nurture good relations among employees, increase rewards, and improve their strategic knowledge, thinking and action.<br />Also, in order for the dissertation to provide comprehensive information on the effects of leadership on organisational and business performance of enterprises in Bosnia and Herzegovina, in addition to the aforementioned research of mid-level managers, an additional parallel study was carried out on a sample of 127 top managers in the same companies, on the principle of one company one top manager. Bearing in mind the fact that modern business imposes on leaders the need to create and permanently introduce changes to existing business practises, which in essence represents transformational leadership, this research was intended to determine the scope and intensity of the transformation leadership effects of top managers on business performance of enterprises in Bosnia and Herzegovina. We consider financial performance and performance of new product development as business performance. The results of this research show that transformational leadership has a positive influence on achieving a high level of financial performance and the performance of developing a new product. Also, research has shown that leaders and top managers of the highest level in enterprises in Bosnia and Herzegovina have a greater focus on tasks than on people. In this regard, the recommendation to them is to pay more attention to the design and implementation of changes in the existing business model, the future and long-term plans, but also to its employees as the main carriers of all business processes.</p>