| Abstract | Trendovi razvoja upravljanja ljudskim potencijalima ukazuju kako ljudski potencijali zauzimaju izuzetno važno i prestižno mjesto u suvremenom svijetu. Strateški menadžment donosi odluke o ciljevima organizacije koje potom spušta na druge razine menadžmenta u svrhu usklađivanja. Dakle, sam vrh organizacije postavlja ciljeve koje potom svi odjeli moraju pratiti te prilagoditi svoje poslovanje planovima organizacije. Kod tradicionalnog pristupa najčešći problem je nedostatak suradnje između različitih odjela. Odjeli ne smiju funkcionirati kao potpuno samostalne jedinice, njihova uloga je da izvuku maksimum iz svoga djelokruga poslovanja kako bi cijela organizacija profitirala. Jasno je da ukoliko odjel financija donese odluku o rezanju troškova, ta odluke utječe na druge odjele kao što su marketing i ljudski potencijali. Prema tome odluka o rezanju troškova se mora provesti smisleno uzimajući u obzir svrhu poslovanja. Tradicionalan pristup može dovesti do zakašnjelih reakcija te nastanka nepovratnih i dugoročnih šteta. Štete su još vidljivije kada se na tržištu događaju turbulencije, uzrokovane svjetskim krizama, elementarnim nepogodama, političkim nestabilnostima i sl. Međutim, kriza može biti i prilika za novi početak, Albert Einstein je to najbolje sročio u rečenici „ Bez krize nema ni izazova, a bez izazova život postaje rutina, lagana smrt“. Organizacije koje redovito provode unutarnje kontrole te analize vlastitih prednosti i slabosti mogu se uhvatiti u koštac s krizom, dok one organizacije koje dočekaju krizu nespremne propadaju. Covid-19 kriza pokazala je kako tržište diše, otvorila je nove solucije i načine poslovanja, međutim pokazala je slabosti pojedinih organizacija i udruženja. Tim više pandemija Covid-19 je izuzetno specifična pojava, takvo nešto svijet nije vidio u posljednjih 100 godina. Radi se o pojavi za koju nitko u potpunosti nije bio spreman, ali ipak smo imali priliku vidjeti kako „najbolji“ opstaju. Ericsson Nikola Tesla je kompanija koja je odlučno pristupila problemu krize te je njihov uvježbani krizni stožer vodio zaposlenike kroz sve etape. |
| Abstract (english) | Development trends in human resources management indicate that human resources occupy an extremely important and prestigious place in the modern world. Strategic management makes decisions about the organization's goals, which it then passes down to other levels of management for the purpose of coordination. Therefore, the very top of the organization sets goals that all departments must follow and adapt their operations to the organization's plans. With the traditional approach, the most common problem is the lack of cooperation between different departments. Departments can not function as completely independent units, their role is to get the most out of their scope of business so that the entire organization profits. It is clear that if the finance department makes a decision to cut costs, that decision affects other departments such as marketing and human resources. Therefore, the decision to cut costs must be thoughtful, considering the purpose of the business. The traditional approach can lead to delayed reactions and irreversible and long-term damage. The damage is even more visible when there are turbulence on the market, caused by world crises, natural disasters, political instability, etc. However, a crisis can also be an opportunity for a new beginning, Albert Einstein said it best in the sentence "Without a crisis, there are no challenges, and without challenges, life becomes a routine, an easy death". Organizations that are regularly doing internal controls and analyzing their own strengths and weaknesses can cope with the crisis, while those organizations that meet the crisis unprepared fail. The Covid-19 crisis showed how the market is breathing, it opened up new solutions and business methods, but it also showed the weaknesses of certain organizations and associations. All the more, the Covid-19 pandemic is an extremely specific phenomenon, something the world has not seen in the last 100 years. It is a phenomenon that no one was fully prepared for, but we still had the opportunity to see how the "best" survive. Ericsson Nikola Tesla is a company that decisively approached the problem of the crisis, and their trained crisis staff guided employees through all stages. |
