zbornik radova (.pdf 11,5 MB) - Hrvatsko društvo inženjera sigurnosti
zbornik radova (.pdf 11,5 MB) - Hrvatsko društvo inženjera sigurnosti zbornik radova (.pdf 11,5 MB) - Hrvatsko društvo inženjera sigurnosti
učenja kroz grupe i organizacione nivoe (tokom procesa učenja daju smernice koje su neophodne dase preñu organizacione granice i integriše ono što je naučeno) i važni su u institucionalizaciji učenjaintegrisanjem novih i postojećih znanja u politici organizacije i praksi.Zbog svoje centralne uloge u organizaciji i njihove sposobnosti da proširuju granice na svim nivoima,teško da učenje u organizaciji može da se odvija bez pružanja smernica, podrške i institucionalizacijeod strane lidera. Svakako nije uvek slučaj da liderstvo ima pozitivan uticaj na organizaciono učenje.Autoritarni oblici liderstve, pa čak i management-by-exception leadership [6] može zapravo dasprečava učenje. Kada se lideri oslanjaju na upozorenja i strah, sledbenici mogu da izbegnu donošenjenovih ideje i private institucionalne procedure. U ovom tekstu nismo uključili negativne uticajeliderstva.LITERATURA[1] Alvesson, M.: Understanding Organizational Culture, London: Sage, 2002.[2] Argote, L. & Ingram, P.: Knowledge transfer: A basis for competitive advantage in firms,Organizational Behavior and Human Decision Processes 82, 2000(1), 150–169.[3] Argyris, C. A.: Life full of Lerning, Organization Studies 24, 2003(7), 1178-1192.[4] Bono, J. E., Ilies, R.: Charisma, positive emotions, and mood contagion, The LeadershipQuarterly 17, 2006, 317–334.[5] Bass, B. M.: Bass & Stogdill’s handbook of leadership: Theory, research, and managerialapplication, (3rd ed.) New York: Free Press, 1990.[6] Bass, B.M.: From Transactional to Transformational Leadership, Organizational Dynamics,1990.[7] Bapuji, H., & Crossan, M.: Reviewing organizational learning research – From questionstoanswers, Management Learning 35, 2004, 397–417.[8] Bennis W. G., Nanus B.: Leaders: The strategies for taking charge, New York: Harper & Row,1985.[9] Bennis, W.G.: Learning Some Basic Truisms about Leadership, National Forum 71, 1991(1),12–15.[10] Bedeian, A. G., Hunt, J. G.: Academic amnesia and vestigial assumptions of our forefathers,The Leadership Quarterly 17, 2006(2), 190−205.[11] Burton, R., Obel, B.: Strategic Organizational Diagnosis and Design: The Dynamics of Fit,Dordrecht: Klumer Academic Publishers, 2004.[12] Brown, A.D., Starkey., K.: Organizational identity and organizational learning: Apsychodynamic perspective, Academy of Management Review 25, 2000, 102–120.[13] Burns, James McGregor: Leadership, Harper Collins, New York, 1978[14] Conger, J. A., Kanungo, R. N.: Charismatic leadership in organizations, Thousand Oaks, CA:Sage, 1998.[15] Csikszentmihalyi, M.: Creativity, In G.R. Goethals, G.J. Sorenson, and J. MacGregor Burns (Eds)Encyclopedia of Leadership, Vol. 1, 286-88. Thousand Oaks: Sage, 2004.[16] Crossan, M.M., Lane, H., White, R.E., Djurfeldt, L.: Organizational learning: Dimensions foratheory, The International Journal of Organizational Analysis 3, 1995, 337–360.[17] Day, G.S.: Continuous learning about markets, California Management Review 36, 1994, 9–31.[18] Erez, A., Misangyi, V. F., Johnson, D. E., LePine, M. A., Halverson, K. C.: Stirring the heartsof followers: Charismatic leadership as the transferal of affect, Journal of Applied Psychology 93,2008, 602–613.[19] Fleishman, E. A.: Consideration and structure: Another look at their role in leadership research.In F. Dansereau & F. W. Yammarino (Eds.), Leadership: The multi-level approach (pp. 51–60).Stamford, CT: JAI Press, 1998.[20] Gaddis, B., Connelly, S., Mumford, M. D.: Failure feedback as an affective event: Influencesof leader affect on subordinate attitudes and performance, The Leadership Quarterly 15, 2004,663–686.[21] Janićijević, N.: Organizaciono učenje u teoriji organizacionih promena, Ekonomski anali 51,2006(171), 7-31.M&S 8(2013) 259
[22] Janićijević, N.: Uticaj liderstva na organizacionu kulturu, Ekonomika preduzeća 59, 2011(5-6), 215-226.[23] Kotter, J. P.: A Force for Change: How Leadership Differs from Management, New York:The Free Press, 1990.[24] Kotter, J. P.: What Leaders Really Do, Harvard Business Review,1990a(May–June), 103–111.[25] Kim, D.H.: The link between individual and organizational learning, Sloan ManagementReview 34, 1993, 37–50.[26] Lazega, E., Lemercier, C., Mounier, L.: A spinning top model of formal organizationandinformal behavior: Dynamics of advice networks among judges in a commercial court,European Management Review 3, 2006, 113–122.[27 Luthans, F.: Organizational Behaviour, McGraw Hill, Boston, 2005.[28] March, J.G.: Exploration and exploitation in organizational learning, Organization Science 2,1991, 71–87.[29] Mumford M. D., Zaccaro S. J., Harding F. D., Jacobs T. O., Fleishman E. A.: Leadership skillsfor a changing world: Solving complex social problems, The Leadership Quarterly 11, 2000(1), 11–35.[30] Mumford, M. D., Connelly, S., Gaddis, B.: How creative leaders think: Experimental findingsand cases, The Leadership Quarterly 14, 2003 (4-5), 411−432.[31] Mumford, V. T., Campion, A. M., Morgeson, P. F. (2007). The leadership skills strataplex:Leadership skill requirements across organizational levels, The Leadership Quarterly 18, 2007(2),154–166.[32] Mašić, B.: Menadžment, Univerzitet Singidunum, Beograd, 2009.[33] Mintzberg, H.: Managers Not MBAs: A Hard Look at the Soft Practice of Managing andManagement Development, San Francisco: Berrett-Koehler Publishers, Inc., 2004.[34] Milosavljević, M.: Liderstvo u preduzećima, Beograd: Čigoja štampa, 1999.[35] McGill, Slocum, J.: The Smarter Organization, New York: John Wiley & Sons, 1994.[36] Maksimović, N., Nikolić, V.: Intellectual Capital in Occupational Health and Safety,Proceedings: The 16th conference of the series Man and Working Environment, InternationalConference Safety of Techical Systems in Living and Working Environment, Faculty of OccupationalSafety, Nis, 483-487, 2011.[37] Nonaka, I., Toyama, R,, Byosiere, P.: A Theory of Organizational Knowledge Creation. InHandbook of Organizational Learning & Knowledge, Dierkes, M., Berthoin Antal, A., Child, J.,Nonaka, I.,(eds) Oxford: Oxford University Press, 491-518, 2003.[38] Nikolić, V.: Savremena poslovna organizacija kao organizacija koja uči u funkcijibezbednosti radne i životne sredine, Znornik radova sa VI naučne konferencije „Menadžment isigurnost“ M&S2011, Hrvatsko društvo inženjera sigurnosti, Visoka škola za sigurnost s pravomjavnosti, Zagreb, 268-282, 2011.[39] Nikolić, V.: Organizational Learning - An Integrative Approach to Learning in theWorkplace, Proceedings: International Conference of Dependability and Quality Management,Research Center of DQM, Beograd, 59 -70, 2010.[40] Nikolić, V.: Znanje i organizaciono učenje u novim uslovima društveno-ekonomskograzvoja, Organizacione nauke – izazov za 21.vek, tematski zbornik u povodu 100 godinaobjavljivanja knjige „Naučni menadžment“ F. Tejlora i 50 godina objavljivanja monografije ''Metodenaučne organizacije rada'' V. Dešića, Ekonomski institut, Beograd, 77-99, 2011.[41] Pawlowsky, P., Forslin, J., Reinhardt, R.: Practices and Tools of Organizational Learning. InHandbook of Organizational Learning & Knowledge, Dierkes, M., Berthoin Antal, A., Child,J.,Nonaka, I.,(eds) Oxford: Oxford University Press, 775-793, 2003.[42] Pedler, M., Burgoyne, J., Boydell, T.: The Learning Company, London:McGraw-Hill, 1991.[43] Schein, E. H.: Organizational culture and leadership (2nd ed.), San Francisco: Jossey-Bass,1992.[44] Stata, R.: Organizational learning: The key to management innovation, Sloan ManagementReview 30, 1989, 63–74.[45] Simon, H. A.: Bounded rationality and organizational learning, Organization Science 2, 1991,125−134.[46] Senge, P.M.: The Fifth Discipline: The Art and Practice of the Learning Organization,Century Business, 1990.260M&S 8(2013)
- Page 224 and 225: Mobber) koje vodi superiorna osoba.
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- Page 237 and 238: Svaki nastali dokument mora biti us
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- Page 241 and 242: studies at Libertas Business Colleg
- Page 243 and 244: ili to zaposlenici ili članovi pol
- Page 245 and 246: općeg dobra)? Koja opcija me vodi
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- Page 249 and 250: desilo. FED je snizio eskontne i ka
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- Page 253 and 254: quality management approach (Upravl
- Page 255 and 256: Mnogi od elemenata i klauzule koje
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- Page 261 and 262: Slika 5: Model integrisanog sistema
- Page 263 and 264: upravljanja organizacijom, odnosno
- Page 266 and 267: Srpski jezik/Serbian languageUDK/UD
- Page 268 and 269: Menadžer i lider: različita ili i
- Page 270 and 271: konkurentnosti preduzeća.Organizac
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- Page 276 and 277: [47] Senge, P.M.: The leader’s ne
- Page 278 and 279: Ana JuzbašićSrpski jezik/Serbian
- Page 280 and 281: i na aerodromima. Funkcionalno, ned
- Page 282 and 283: Rukovodioci visokog nivoa u hijerar
- Page 284 and 285: Lider je neko ko ima jasnu viziju o
- Page 286 and 287: ezbednosne kulture aerodroma. To os
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- Page 295 and 296: BR - BruntálFM - Frýdek - Místek
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- Page 299 and 300: [6] ŠTEFÁNEK, Radoslav. Project m
- Page 301 and 302: motivacije i nagrañivanja te uprav
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- Page 305 and 306: - jačanje suradnje izmeñu predsta
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- Page 311 and 312: BIOGRAFIJA PRVOG AUTORAJoško Bače
- Page 313 and 314: Key words: Mobbing, leadership, unc
- Page 315 and 316: Štetne posljedice zlostavljanja na
- Page 317 and 318: sustavan način budući da su sve o
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- Page 321 and 322: LITERATURA[1] Agervold, M. and E. G
- Page 323 and 324: [42] Rodriguez-Muñoz, A., Baillien
[22] Janićijević, N.: Uticaj liderstva na organizacionu kulturu, Ekonomika preduzeća 59, 20<strong>11</strong>(5-6), 215-226.[23] Kotter, J. P.: A Force for Change: How Leadership Differs from Management, New York:The Free Press, 1990.[24] Kotter, J. P.: What Leaders Really Do, Harvard Business Review,1990a(May–June), 103–<strong>11</strong>1.[25] Kim, D.H.: The link between individual and organizational learning, Sloan ManagementReview 34, 1993, 37–50.[26] Lazega, E., Lemercier, C., Mounier, L.: A spinning top model of formal organizationandinformal behavior: Dynamics of advice networks among judges in a commercial court,European Management Review 3, 2006, <strong>11</strong>3–122.[27 Luthans, F.: Organizational Behaviour, McGraw Hill, Boston, 2005.[28] March, J.G.: Exploration and exploitation in organizational learning, Organization Science 2,1991, 71–87.[29] Mumford M. D., Zaccaro S. J., Harding F. D., Jacobs T. O., Fleishman E. A.: Leadership skillsfor a changing world: Solving complex social problems, The Leadership Quarterly <strong>11</strong>, 2000(1), <strong>11</strong>–35.[30] Mumford, M. D., Connelly, S., Gaddis, B.: How creative leaders think: Experimental findingsand cases, The Leadership Quarterly 14, 2003 (4-5), 4<strong>11</strong>−432.[31] Mumford, V. T., Campion, A. M., Morgeson, P. F. (2007). The leadership skills strataplex:Leadership skill requirements across organizational levels, The Leadership Quarterly 18, 2007(2),154–166.[32] Mašić, B.: Menadžment, Univerzitet Singidunum, Beograd, 2009.[33] Mintzberg, H.: Managers Not <strong>MB</strong>As: A Hard Look at the Soft Practice of Managing andManagement Development, San Francisco: Berrett-Koehler Publishers, Inc., 2004.[34] Milosavljević, M.: Liderstvo u preduzećima, Beograd: Čigoja štampa, 1999.[35] McGill, Slocum, J.: The Smarter Organization, New York: John Wiley & Sons, 1994.[36] Maksimović, N., Nikolić, V.: Intellectual Capital in Occupational Health and Safety,Proceedings: The 16th conference of the series Man and Working Environment, InternationalConference Safety of Techical Systems in Living and Working Environment, Faculty of OccupationalSafety, Nis, 483-487, 20<strong>11</strong>.[37] Nonaka, I., Toyama, R,, Byosiere, P.: A Theory of Organizational Knowledge Creation. InHandbook of Organizational Learning & Knowledge, Dierkes, M., Berthoin Antal, A., Child, J.,Nonaka, I.,(eds) Oxford: Oxford University Press, 491-518, 2003.[38] Nikolić, V.: Savremena poslovna organizacija kao organizacija koja uči u funkcijibezbednosti radne i životne sredine, Znornik <strong>radova</strong> sa VI naučne konferencije „Menadžment isigurnost“ M&S20<strong>11</strong>, <strong>Hrvatsko</strong> <strong>društvo</strong> <strong>inženjera</strong> <strong>sigurnosti</strong>, Visoka škola za sigurnost s pravomjavnosti, Zagreb, 268-282, 20<strong>11</strong>.[39] Nikolić, V.: Organizational Learning - An Integrative Approach to Learning in theWorkplace, Proceedings: International Conference of Dependability and Quality Management,Research Center of DQM, Beograd, 59 -70, 2010.[40] Nikolić, V.: Znanje i organizaciono učenje u novim uslovima društveno-ekonomskograzvoja, Organizacione nauke – izazov za 21.vek, tematski <strong>zbornik</strong> u povodu 100 godinaobjavljivanja knjige „Naučni menadžment“ F. Tejlora i 50 godina objavljivanja monografije ''Metodenaučne organizacije rada'' V. Dešića, Ekonomski institut, Beograd, 77-99, 20<strong>11</strong>.[41] Pawlowsky, P., Forslin, J., Reinhardt, R.: Practices and Tools of Organizational Learning. InHandbook of Organizational Learning & Knowledge, Dierkes, M., Berthoin Antal, A., Child,J.,Nonaka, I.,(eds) Oxford: Oxford University Press, 775-793, 2003.[42] Pedler, M., Burgoyne, J., Boydell, T.: The Learning Company, London:McGraw-Hill, 1991.[43] Schein, E. H.: Organizational culture and leadership (2nd ed.), San Francisco: Jossey-Bass,1992.[44] Stata, R.: Organizational learning: The key to management innovation, Sloan ManagementReview 30, 1989, 63–74.[45] Simon, H. A.: Bounded rationality and organizational learning, Organization Science 2, 1991,125−134.[46] Senge, P.M.: The Fifth Discipline: The Art and Practice of the Learning Organization,Century Business, 1990.260M&S 8(2013)