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FOPER Master Program Forest Enterprise Management - Country reports – Dragan Nonić Jelena Nedeljković PowerPoint PPT Presentation


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FOPER Master Program Forest Enterprise Management - Country reports – Dragan Nonić Jelena Nedeljković

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Foper master program forest enterprise management country reports dragan noni jelena nedeljkovi l.jpg

FOPER Master ProgramForest Enterprise Management- Country reports – Dragan NonićJelena Nedeljković


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Outline MondayUnit 4: Forest Enterprise Management in the Western BalkansUnit 5: Preparation of group work on country reportsWednesdayUnit 16: Internet data collection - group work on country reportsUnit 17: Internet data collection - group work on country reports ThursdayUnit 21: Preparing of group conceptual paperUnit 22: Preparing of group power-point presentation Unit 23: Preparing of group power-point presentation FridayUnit 26: Presentation of group work (part of the exam)Unit 26: Presentation of group work (part of the exam)Unit 26: Presentation of group work (part of the exam)


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Forest Enterprise Management- Country reports -To analyzeForestry Enterprises in West Balkan Countries:1. the position in relationtotheeconomicenvironment;2. the management system;3. the hierarchicalmanagement levels;4. the management levels of action;5. the operational goals, vision and leading image;6. the stakeholders groups.


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Forest Enterprise Management- Country reports –Topics:1. BiH/Fed: KJP “Sarajevo-šume” d.o.o. (www.sarajevo-sume.ba)2. BiH/RS: JP “Šume Republike Srpske” a.d. (www.sumers.org)3. CROATIA: “Hrvatske šume” d.o.o. (www.hrsume.hr)4. MACEDONIA: JP “Makedonski šumi” (www.mkdsumi.com.mk)5. SERBIA: JP “Srbijašume” (www.srbijasume.rs)6. SERBIA: JP “Vojvodinašume” (www.vojvodinasume.rs); 7.ALBANIA or MONTENEGRO


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Forest Enterprise Management- Country reports -1. To analyze the position of the forestry enterprises in relationto theeconomicenvironment


Forestry enterprises as an integrating part of economy as a whole l.jpg

Forestry enterprises as an integratingpart ofeconomy as a whole

---

Flow of Goods

---

Moneyflow

Service station

for forestry

machine

Paper mill

---

Self aplicant/

entrepreneur

Forestry

enterprise

Sawing mill

Planing mill

Household

---

----


Ideal typology of economic units l.jpg

Ideal typology of economic units

Economic units

Private household

Enterprises

Public-enterprises

Public-administr.

Businesses

Non-profit organisation


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Forest Enterprise Management- Country reports -2. To analyze the management system of the forestry enterprises


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Systemic-Model of a economic unit

Value System

Management System

Information System

Production System

Social & Natural

Environment

Abb. 10; S. 46


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Structure of the management system from afactual aspect (management cycle)

Value system

Management system

Information system

Production system

Management system

Planning and

control

Organization

Controlling

Personnel

management


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Forest Enterprise Management- Country reports -3. To analyze hierarchicalmanagement levels in the forestry enterprises


Management levels in forestry enterprises l.jpg

Executive functions

Management levels in (forestry)enterprises

Top-management

(e.g. Executive

board, forest

president)

Management functions

Hierarchical level

Middle management

(e.g. Plant manager,

district forest officer)

Lower-management

(e.g. office manager,

district forester)

Share of functions


Organization chart and group relationships in the enterprise y l.jpg

Organization chart and group relationships inthe enterprise Y

D i r e c t o r

S e c r e ta r y

Head of

department

A

B

C

Person in

charge

O r g a n i s a t io n p la n

D

E

F

G

H

Observablestrong positive

contacts within the

department


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Forest Enterprise Management- Country reports -4. To analyze the management levels of action in the forestry enterprises


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The management levels of action

Operations management

managing the processes to produce and distribute products

and services

Goal: direct safeguarding of efficiency and effectiveness of

processes in order to success

Strategic management

Formulating, implementing, and evaluating strategies that

will enable an organization to achieve its long-termobjectives

Goal: safeguarding of future operational success

Normative management

Building up of credibility and communication potentials

Goal: appropriate dealing with all stakeholders of theenterprise


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The operational performancesystem

Value system

Management system

Information system

Non-marketoutput

Performance system

Performance system

Production/

waste disposal

Output market

Input market

Financing

Logistic flow

Nominal flow

Financial

markets

Abb. 15; S. 60


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Forest Enterprise Management- Country reports -5. To analyze theoperational goals, vision and leading image of the forestry enterprises


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Categories of operational goals

1. Performance goal (e.g. goals of acquisition, warehousing, production and sales volume)

Examples are: Objectives of production according to type, quality, quantity, structure

Market shares

Production- and warehousing capacities

Locations of production, etc.

2. Financial goal (e.g. objectives of liquidity, investment and financing)

Examples are: Extent and structure of liquidity reserves

Extent and structure of the investment programs

Structure of capital

Credit worthiness, etc.

3. Goals of performance (e.g. goals of sales volume, value added and profitability)

Examples are: Sales volume and structure

Value added

Profit

Capital profitability

Dividends, etc.

4. Employee related (human) goals

Examples are: Income

Job satisfaction

Employment security

Personal development, etc.

5. Society related goals (environment related and social objectives)

Examples are: Protection of natural resources

Limitation of emissions

Conservation of the cultural landscape, etc.


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Leading image and vision as guardrails ofoperational action

Leading

image:

description of

the vision

Vision:

image of our

enterprise in

the future

Goalposts for operational activities

Strategic goals

(Product/market-goals,

organizational goals)

Our

enterprise

today

Strategies

(translated into measures and

and action programs)


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Forest Enterprise Management- Country reports -6. To analyze the stakeholders of the forestry enterprises


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The stakeholders of the forestry enterprise

employee

h u n te r

c u s tom e rs

trade un io n s

s ta te

s u p p lie r

p ro p r ie to r

Fo re s try

e n te rp r ise

a s so c ia tio n

c om p e tito r

public inte re st

g ro up

i n v e s to r

p a r tie s

n e ig h b o u rs


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Questionnaire for the ongoing analysis ofstakeholders

Who are our entitlement groups?

What issues do these entitlement groups have? What do theyexpect of us? What do they accuse us of?

Which short-term and long-term goals do these entitlementgroups have?

Which motives and values are behind these goals?

How do the entitlement groups behave?

How do different entitlement groups behave towards eachother?

What impacts do the entitlement groups have on theenterprise?

What power do the entitlement groups have?


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KJP “Sarajevo-šume” d.o.o.

Group 1 BiH/Fed

1.

2.

3.


Jp ume republike srpske a d l.jpg

JP “Šume Republike Srpske” a.d.

Group 2 BiH/RS

1.

2.

3.


Hrvatske ume d o o l.jpg

“Hrvatske šume” d.o.o.

Group 3 Croatia

1.

2.

3.


Jp makedonski umi l.jpg

JP “Makedonski šumi”

Group 4 Macedonia

1.

2.

3.


Jp srbija ume l.jpg

JP “Srbijašume”

Group 5 Serbia

1.

2.

3.


Jp vojvodina ume l.jpg

JP “Vojvodinašume”

Group 6 Serbia

1.

2.

3.


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Albania or Montenegro

Group 7 Albania or Montenegro

1.

2.

3.


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Thank you for your attention!!!


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