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Da bi ste mogli da spoznate te strateške karakteristike, sposobnosti ili vrline daćemo Vam nazive na engleskom, prosto da ih možete prevoditi na srpski, posebno da učinite napor da ih razumete i da vidite kako i na koji način da ih dalje razvijate, podržite i da se na taj način približite standardima koji važe u svetu. Na Vama ostaje da ocenite šta i koje osobine i vrline posedujete i šta je na zadovoljavajućem nivou a šta treba da se postavlja na noge, razvija i unapređuje.
Osnovne strateške kompetentnosti su razvrstane u osam osnovnih oblasti i to:
I.Strateška sposobnost promišljanja i ponašanja (Strategic awareness abilities)
1.Think strategically and holistically, encapsulating issues of past, present and future
2. Maintain an awareness of environmental changes and their implications,
3. Design and operationalise a ‘fitting’ organisation, the structure and systems of which match its environment(s) and stay matched in times of change and turbulence
4. Avoid the trap of self-enacted reality (whereby an organisation would drift into problems because it retains an unrealistic view of its true position) and instead reach more objective, informed and environmentally aware decisions.
II. Zadovoljstvo i satisfakcija zainteresovanih strana (Stakeholders satisfaction abilities)
5. Understand the needs and expectations of stakeholders and manage the organisation to meet those which must be prioritised
6. Appreciate key success factors ( for satisfying stakeholders) and match these with organisational competences and capabilities, taking into account new opportunities and potential threats
III. Strateške kompetentnosti i sposobnosti (Competitive strategic abilities)
7. Understand the competitive environment, choose where and how to complete, design effective, winning competitive paradigms and improve these continuously
8. Get and stay close to customers – to understand, attract and satisfy them more effectively than competitors with differentiated, high added-value products and services
IV. Strateške sposobnosti implementacija i kontrola promena (Strategic implementation and change abilities)
9. Establish appropriate objectives, plans and targets and achieve these, while always appreciating the need for flexibility, adaptation and change
10. Implement intended strategies throughout the organisation, making (the right) things happen
11. Create, share and implement a winning vision or paradigm
12. Empower people and motivate them towards continuous organisational improvement
13. Foster internal cross-functional and cross-business synergies through co-operation and sharing
14. Co-operate in external strategic alliances for competitive advantage
15. Move to new competitive paradigms discontinuously at timely intervals
V. Kvalitet i briga za potrošače (Quality and customer care)
16. Provide excellent quality – as perceived and recognized by customers
17. Continuously improve productivity and cost reductions without ever sacrificing key aspects of quality
18. Invoke a creative, innovative and self-organising climate in the organisation
VI. Funkcionalne kompetentnosti (Functional competences)
19. Acquire a new, relevant technologies and utilize R&D to help to create a future for the business
20. Develop and lunch new products and services both effectively and in appropriate timescale
21. Develop and introduce new processes for cost savings and speedier decision-making
22. Attract, develop reward and retain people with appropriate skills and competencies
23. Reach and satisfy customers with effective distribution system, both nationally and internationally
24. Harness the potential of information technology in decision and for fast, efficient and effective information harnessing and sharing
25. Maintain strong financial controls and be able to access capital for future investment programme
VII. Greške i sprečaavanje kriza (Failure and crisis avoidance)
26. Avoid business failures by becoming and staying crisis averse
27. Plan for when things do go wrong, and
28. Manage any crises (business and socio-technical) effectively
29. Turn around a business when there are critical financial, competitive or leadership difficulties
VIII. Etika i društvena odgovornost (Ethics and social responsibility)
30. Manage ‘green’ issues, either to avoid crises or to create competitive advantage
31. Manage socially responsibly
32. Become more ethically aware and manage with an ethical underpinning
Osnovni model i parametri navedenih strateških kompeticija mogu se naći u EQFM ili Model of Excellence zvanično prihvaćenog standarda za kvalitet EU. Inače, Evropska unija koristi CAF (Common Assessment Framework ) za ocenjivanje spremnosti pojedinih zemalja za njihovo priključenje.
Miodrag S. IVANOVIC
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