<p>U radu se proučavaju osnovne karakteristike organizacije kao i njenih struktura<br />koje na indirektan načinu utiču na model organizacionog dizajna industrijskih<br />sistema. U modelu je prikazana povezanost elemenata organizacionog dizajna sa<br />karakteristikama zaposlenih i karakteristikama organizacije</p> / <p>Paper includes studying the basic characteristics of organization as well its<br />structures that indirectly affect the model of organizational design of industrial<br />systems. Model shows connection between the elements of organizational design<br />with the characteristics of employees and the characteristics of the organization</p>

<p>Disertacija se bavi utvrđivanjem smera i intenziteta<br />uticaja informacionih tehnologija na pojedine<br />organizacione i poslovne performanse u preduzećima<br />u Srbiji. Pri tme su posmatrane sledeće performanse:<br />zadovoljstvo poslom, zadovoljstvo komunikacijom, organizaciona posvećenost, međusobno poverenje na<br />poslu, organizacionoo učenje, finansijske<br />performanse i profesionalni respekt prema lideru.<br />Istraživanje je realizovano u preduzećima u Srbiji,<br />tako &scaron;to su ispitanici (srednji menadžeri) popunili<br />upitnike. Za istraživanje su kori&scaron;ćeni odgovori od<br />ukupno N = 380 srednjih menadžera iz 102<br />preduzeća. Najvažniji rezultati istraživanja su sledeći:<br />1. Utvrđen je postojeći nivo savremenosti i primene<br />informacionih tehnologija, kao i nivo pažnje koja se<br />poklanja informacionim tehnologijama, u<br />preduzećima u Srbiji. 2. Utvrđeno je stanje<br />informacionih tehnologija u zavisnosti od nekoliko<br />kriterijuma: pol CEO, godine CEO, vlasnička<br />struktura preduzeća, finansijske performanse, profesionalni respekt prema lideru i poverenje u<br />akcije menadžmenta. 3. Utvrđeno je da su<br />informacione tehnologije pokazatelj nivoa<br />posmatranih organizacionih i poslovnih performansi.<br />4. Utvrđeno je da postoji statistički značajan uticaj<br />informacionih tehnologija na posmatrane<br />organizacione i poslovne performanse. 5. Ispitana su i<br />definisana moderatorna dejstva tri moderatora:<br />Profesionalni respekt prema lideru, Poverenje u<br />akcije menadžmenta i Vlasnička struktura preduzeća, na odnos informacionih tehnologija i zadovoljstva<br />komunikacijom i organizacionog učenja. 6. Definisane su preporuke za lidere i menadžere u vezi<br />sa tim kako unaprediti performanse preduzeća,<br />posmatrano iz perspektive informacionih tehnologija<br />i njihove primene.</p> / <p>The dissertation deals with determining the direction<br />and intensity of the impact of information<br />technologies on individual and organizational<br />performance of companies in Serbia. Observed are<br />the following performances: job satisfaction,<br />communication satisfaction, organizational<br />commitment, mutual trust at work, organizational<br />learning, financial performance and professional<br />respect for the leader. The survey was conducted in<br />companies in Serbia, by the respondents (middle<br />managers) completing questionnaires. For the study<br />there were used responses from a total of N = 380<br />middle managers from 102 companies. The most<br />important results of the research are as follows: 1.<br />Defined is the current level of modernity and<br />application of information technologies, as well as the<br />level of attention paid to information technologies in<br />companies in Serbia. 2. Defined is the situation of<br />information technologies depending on several<br />criteria: gender of the CEO, age of the CEO, the<br />ownership structure of the company, financial<br />performance, professional respect for the leader and<br />trust in the actions of management. 3. It is found that<br />information technologies are an indicator of the level<br />of the observed organizational and business<br />performance. 4. It is found that there is a statistically<br />significant impact of information technologies on the<br />observed organizational and business performance. 5. Tested and defined are the moderating effects of three<br />moderators: professional respect for the leader, trust<br />in the action of management and ownership structure<br />of the company, on the relationship of information<br />technologies and communication satisfaction and<br />organizational learning. 6. There are defined<br />recommendations for leaders and managers in this<br />regard to improve the performance of the company,<br />from the perspective of information technologies and<br />their application.</p>

<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>