Kratki znanstveni prispevek
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Povzetek
V pri?ujo?em prispevku so predstavljena ugotovitve, razmiljanja in opredelitve agilnosti praktikov, raziskovalcev in svetovalcev iz vidika voditeljstva, managementa procesov in oskrbe. Predstavljeni so pristopi, s katerimi se lahko organizacije soo?ajo in prilagajajo tevilnim dinami?nim spremembam v notranjem in zunanjem okolju. Obravnavani pristopi so poleg agilnosti kombinirani e z vitkostjo, mnoinskim prilagajanjem, celovitim obvladovanjem kakovosti in managementom procesov, s katerimi se organizacije prilagajajo za trajno u?inkovito in uspeno delovanje. Agilnost je drubeno-socioloki in tehni?no-tehnoloki fenomen ter obsega u?enje, reevanje konfliktov, timsko delo in identificiranje ljudi. Kakorkoli razli?ni avtorji opredeljujejo agilnost, je povsem jasno, da potrebuje veliko mero pozornosti praktikov, raziskovalcev in svetovalcev.
Klju?ne besede: poslovna agilnost; odzivnost in u?inkovitost; neprekinjeno oblikovanje, oskrba, strateki vpliv; stopnje agilnosti: strategija, portfelj, operacija; izzivi prilagodljivega voditeljstva; trikotnik agilnosti.
Abstract
The article presents the findings, reflections and definitions of the agility of practitioners, researchers and consultants in terms of leadership, process management and supply. Presented approaches can support endeavours of organizations when facing and adapting to a number of dynamic changes in the internal and external environment. In addition to agility, these approaches are combined with lean thinking, mass customization, total quality management and process management with which organizations are adapted for efficient and effective sustainable operations. Agility is therefore a social-sociological and technical- technological phenomenon, and includes learning, conflict resolution, team work and identifying people. Howsoever different authors define agility, it is quite clear that needs a great deal of attention from practitioners, researchers and counsellors.
Keywords: business agility; responsiveness and efficiency; continuous design and delivery; strategic impact; levels of agility; strategic, portfolio, operations; adaptive leadership challenge; agile triangle.
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Diskusijski prispevek
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Evropsko visoko olstvo (evropski visokoolski prostor, v diskurzu izobraevalnega eurospeaka) se utaplja v pojmih kot so u?ni izidi, kreditne to?ke, delovne obremenitve, nacionalno in mednarodno ogrodje kvalifikacij, predmetno specifi?ne in generi?ne kompetence, fleksibilne u?ne poti, enoredne kvalifikacije, prilonostno in neformalno u?enje, navzkrini zapisi, zbirke orodij za preglednost, konkretni akreditacijski na?rti, prenosljive spretnosti, spretnosti u?enja za u?enje...).
?e ?lovek hodi v olo petdeset let, gotovo postane rtev tevilnih olskih reform: usmerjenega izobraevanja iz za?etka osemdesetih let prejnjega stoletja ali reform alla Bolognese. ?e ne hodi v olo iz veselja do razumevanja, se mu prav hitro zgodi, da podlee globokoumju verbalno precej spretnih zagovornikov sprememb in, predvsem, njihovim sledilcem in posnemovalcem na lokalni ravni, ki prek bolj ali manj posre?enih prevodov poskrbijo za zmenjavo na nacionalni ravni.
Spodnji zapis ima en sam namen: pomagati eli razjasniti nekaj besed in besednih zvez, ki so pogosto izre?ene ali zapisane v visokoolskem pedagokem diskurzu.
Kompetenca je sklop znanja in ve?in, ki predstavljajo mojo sposobnost, da nekaj znam narediti, ker razumem tako teorijo kot prakso na nekem podro?ju. Imam temeljne/splone (core) kompetence (npr. se u?inkovito izraam, logi?no razmiljam), imam tudi generi?ne kompetence, take, ki so potrebne neki skupini ljudi za opravljanje podobnih opravil (ker sem u?itelj, se u?im in u?im druge, pri ?emer (vem) razumem, katera opravila obsega moj poklic, znam, na primer, razloiti neu?iteljem/tudentom, kaj so kompetence). Lahko bi imel tudi managerske kompetence in bi me vzeli v poslovodstvo (ali pa bi me vzeli tudi ali celo predvsem, brez njih, saj ne vem).
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Strokovni ?lanek
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Izvle?ek
Namen ?lanka je predstaviti uporabo videa v digitalnem marketingu s poudarkom na izdelavi videa z mobilnim telefonom. Najprej je opredeljen pojem marketinga s poudarkom na digitalnem marketingu in njegovih kanalih. Opisane so zna?ilnosti platform Facebook, Youtube in Instagram, ki so glavni kanali za objavljanje promocijskih videov. Na kratko je opisan tudi pomen zgodbarjenja, ker je to osnovni pogoj za uspeno prodajo izdelka ali storitve. Natan?no je opisan produkcijski proces izdelave videa od idejne zasnove do kon?nega izdelka. Predstavljeni so osnovni tehni?ni pogoji, ki morajo biti izpolnjeni, da naredimo dober video, ter minimalna oprema, ki jo potrebujemo pri uporabi pametnega telefona za izdelavo videa. Pri snemanju videa je treba upotevati osnovna pravila filmskega jezika pravilno kadriranje, kompozicija, primerna svetloba in ostrina slike. Nekatere stvari lahko naredimo zgolj z vgrajeno kamero, za druge pa potrebujemo aplikacije. Postale so nepogreljiv del pametnega telefona, saj omogo?ajo raziritev njegove uporabnosti z vidika strojne in programske opreme. Nekateri telefoni imajo sami dovolj dobro strojno in programsko opremo, pri drugih pa potrebujemo aplikacije za snemanje ter za montao in postprodukcijo. Pri izboru aplikacije je dobro poznati kriterije, po katerih se lahko odlo?imo, katere aplikacije naloiti in uporabljati na telefonu.
Klju?ne besede: marketing, produkcija videa, drubena omreja, mobilna tehnologija, mobilna aplikacija
Abstract
The purpose of the article is to present the use of video in digital marketing with emphasis on making a video with a mobile phone. Firstly, the concept of marketing with the emphasis on digital marketing and its channels is defined. The features of the Facebook, YouTube and Instagram platforms are described, which are the main channels for publishing promotional videos. There is also a brief description of the importance of storytelling, as this is a prerequisite for successful sales of a product or service. The process of producing a video from its conceptual design to the final product is described in detail. The basic technical conditions are presented, which must be fulfilled to make a good video, as well as the minimum equipment required when using a smartphone for making a video. When recording a video, the basic rules of film language have to be considered - correct framing, composition, appropriate light and sharpness of the image. Some things can be done by merely using the built-in camera, while others need apps, which have become an indispensable part of a smartphone, as they enable the extension of its usability from the point of view of hardware and software. Some phones are equipped with quality hardware and software, while others require recording, mounting and postproduction applications. When choosing an application, it is good to know the criteria by which it can be decided which applications to download and use on the phone.
Key words: marketing, video, social media, mobile technology, mobile application
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Strokovni ?lanek
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Povzetek
V ?lanku obravnavamo tematiko prenosa malih in srednje velikih podjetij na naslednjo generacijo ter prikazujemo statistiko prenosov podjetij v slovenskem gospodarskem prostoru, pridobljeno na podlagi raziskave iz leta 2018. Nasledstvo oziroma prenos podjetja je kompliciran in dolgotrajen proces, ki ga lahko razdelimo na prenos lastnitva in prenos vodenja, oba pa podjetnikom pogosto povzro?ata nemalo preglavic. Za Slovenijo so trenutno zna?ilna podjetja v lastnitvu prve generacije, kar posledi?no pomeni malo izkuenj in znanja na podro?ju predaje podjetja, soo?amo pa se tudi z vedno manjo pripravljenostjo potomcev za prevzem podjetij. Za uspeen prenos so klju?ni dejavniki predvsem pravo?asne in natan?ne priprave, strinjanje ustanovitelja in naslednika o prihodnosti podjetja ter zaupanje ustanovitelja v vodstvene sposobnosti naslednika. Globalni podjetniki monitor dele uspeno prenesenih podjetij pri nas ocenjuje na nekaj ve? kot polovico vseh prenosov, primerjava rezultatov iz preteklih tudij z najnovejimo raziskavo pa je pokazala, da se dele podjetnikov, ki skrbno na?rtujejo prenos svojega podjetja ve?a.
Klju?ne besede: prenos podjetij, nasledstvo, vodstvo, lastnitvo
Abstract
In this article, we deal with the issue of transferring small and medium sized enterprises onto next generation and present statistics of transfers of businesses in the Slovenian economy based on the research from 2018. The succession or transfer of a company is a complicated and long process that can be divided into transfer of management and ownership, and both of them often cause a lot of problems to the owners as well as to the recipients. Most businesses in Slovenia are currently still owned by the first generation, which means that there is little experience and knowledge in the field of business transfer. At the same time, we are facing the growing unwillingness of the heirs to take over the family business. For a successful transfer the key factors are extensive preparations started early enoguh, the agreement of the founder and the successor about the future of the company and the trust of the founder in the leadership skills of the successor. Global business monitor esimates the the share of successfully transferred companies in Slovenia accounts for just over a half of all transfers. The comparison of the results from past studies with the latest research shows that the porportion of entrepreneurs who carefully plan the transfer their companies has been steadily increasing.
Key words: business transfer, succession, leadership, ownership
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